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NAVANTIA GROUP

Sustainability Report

Towards Sustainability
NAVANTIA GROUP Sustainability Report

TABLE OF CONTENTS

1 NAVANTIA,
GENERATING
SUSTAINABLE VALUE
2 CORPORATE
COMMITTEE 3 OUR ROLE
IN SUSTAINABLE
TRANSITION
Governance body commitment
Navantia, at the helm of the future N
 avantia future: risks and opportunities Environmental protection and management
Business model: blue and green waters Navantia Policies Circular Navantia and ecodesign
Trends: the Navantia horizon Compliance, ethics and transparency Biodiversity and the marine environment
The sustainable ambition: ESG full steam ahead
Navantia activity impact

4 PEOPLE AS
DRIVERS
OF CHANGE
5 NAVANTIA, CREATING
OPPORTUNITIES A ANNEXES

Customer relations About this report


The value of diversity Value chain Materiality analysis
Navantia talent S
 ocial initiatives and contribution to the Creating long-term
environment value with stakeholders
Work organisation
Tax information GRI-law content
Safe and healthy work environment

NAVANTIA GROUP Sustainability Report

1
1 NAVANTIA, GENERATING

NAVANTIA,
SUSTAINABLE VALUE

N
 avantia, at the helm of the

GENERATING
future
B
 usiness model: blue and
green waters

SUSTAINABLE VALUE
Trends: the Navantia horizon
The sustainable ambition:
ESG full steam ahead
N
 avantia activity impact

2 CORPORATE GOVERNANCE
Navantia, at the helm of the future

Business model: blue and green waters

3 OUR ROLE IN
SUSTAINABLE TRANSITION
Trends: the Navantia horizon
The sustainable ambition: ESG full steam ahead

Navantia activity impact

4 PEOPLE AS
DRIVERS OF CHANGE

5 NAVANTIA, CREATING
OPPORTUNITIES

A ANNEXES

3
NAVANTIA GROUP Sustainability Report

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE Navantia, at the helm of the future
N
 avantia, at the helm of the
future
B
 usiness model: blue and Navantia is a shining example of a future-looking company without forsaking its past in the way it goes about its day-to-day
green waters activities. At our company, challenges are tackled enthusiastically and responsibly, in the knowledge that our shipbuilding
Trends: the Navantia horizon industrial sector leadership and experience is our mark of identity.
The sustainable ambition:
ESG full steam ahead
N
 avantia activity impact
The history of Navantia is the history
of naval industrialisation in Spain. Our
beginnings date back over three hundred
years when in 1717, the Quartermaster

2 CORPORATE GOVERNANCE
General of the Navy, José Patiño, ordered
the building of the first modern shipyard in
Spain, that of La Carraca in San Fernando,
duly followed by those of the Ría de Ferrol
and the Dársena de Cartagena.

3 OUR ROLE IN
SUSTAINABLE TRANSITION This past is today navigating the course
marked by Navantia as the path to an
exciting future; one in which our company
is expanding internationally, diversifying its

4 PEOPLE AS
DRIVERS OF CHANGE
business model and moving forward with a
staff that is firmly committed to the goals,
principles and values that mark our route.

5 NAVANTIA, CREATING
OPPORTUNITIES

A ANNEXES

4
NAVANTIA GROUP Sustainability Report

Navantia at present
1 NAVANTIA, GENERATING
SUSTAINABLE VALUE

N
 avantia, at the helm of the
Since its foundation in 2005, our company Moreover, the company has continued The foregoing, without Navantia failing Our steady and firm course would not
future
has remained true to its essence, to play its role as leader and driver of to underscore its commitment to its be possible without a crew, our staff, not
B
 usiness model: blue and anticipating the wind changes that have the shipbuilding sector, constituting as ESG driven (environmental, social and only taking on, but actively driving and
green waters altered the course of the shipbuilding it does a strategic benchmark as an governance) sustainability, which is at developing the company strategy within
Trends: the Navantia horizon industry, albeit without losing sight of our operator in this market. A leadership that the core of its internal decision-making, the framework of the Navantia Strategic
guiding star: those traditional values that has extended to those countries where it and externally present with respect Plan. In this regard, at the end of 2021,
The sustainable ambition: have accompanied our brand over time. operates, given its capacity to grow and to its value chain, stakeholders and compliance with the aforementioned plan
ESG full steam ahead
diversify. society as a whole. The 2040 Navantia resulted in a number of new contracts
N
 avantia activity impact Accordingly, Navantia has managed Decarbonisation Plan clearly reflects the reaching 74% of the target envisaged in
to respond to the different challenges Indeed, this diversification capacity has company's determination to contribute to the plan; an investment of €411 million
presented by its sector by driving actions served to consolidate its ship building the goal set in the European Green Deal and 376 new jobs.
and undertaking successful projects, line of business, while also seeing the and the Spanish Law on Climate Change
adding value to the different branches of company excellently specialise in the

2
to decarbonise the economy by 2050 at
CORPORATE GOVERNANCE its corporate activity, even to the extent digital transformation and systems line of the latest.
of diversifying them, despite the troubled business, to finally commit to the opening
waters met along the way. of a new green energy line of business
in 2021.

3 OUR ROLE IN
SUSTAINABLE TRANSITION
Navantia historical evolution and growth

2005 2006 2007 2008


4 PEOPLE AS
DRIVERS OF CHANGE

Navantia is founded, a worldwide Contract to build 4 Big contract to Delivery of the “Juan

5
benchmark in providing services Offshore Patrol Vessels for build 2 LHDs for Carlos I” amphibious
NAVANTIA, CREATING such as naval ship design, Australia, 12 boats assault ship-aircraft
the Spanish Navy.
OPPORTUNITIES building and integration. and to design 3 carrier, the biggest
destroyers. ever built in Spain.
 elivery of 4 Scorpene
D Building of 12 landing
Signing of a contract to build 8 Submarines for Chile and craft delivered from

A ANNEXES
patrol vessels for Venezuela. Malaysia from 2006 to
2009.
2006 to 2008.

Signing of a contract to build the


Logistics Support Ship, the BAC
Cantabria for the Spanish Navy.

5
NAVANTIA GROUP Sustainability Report

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
2010 2013 2014 2015

N
 avantia, at the helm of the
future
Completion of the Delivery of the F105, Navantia closes a partnership Offshore wind power:
B
 usiness model: blue and building of 5 frigates the last of the 5 agreement with Iberdrola and Contract with Statoil
green waters for Norway frigates built for the enters the offshore wind power (Equinor) to build 5
Spanish Navy market, signing the first contract floating structures for
Trends: the Navantia horizon to build 29 jackets and a the Hywind project
The sustainable ambition: substation for Wikinger offshore
ESG full steam ahead wind farm (Germany)
Contract with the
N
 avantia activity impact United States of Contract to build 2 Offshore Patrol
America to maintain Vessels for the Spanish Navy
4 of its naval ships at
Rota

2 CORPORATE GOVERNANCE
2016 2018 2019 2021

3 OUR ROLE IN
SUSTAINABLE TRANSITION
Contract with Australia
The company signs a  ffshore wind power, contract with
O Navantia launches a new
contract with Saudi the Cobra Group to build 5 floating division that specialises in
to build 2 Auxiliary Oiler Arabia to build five offshore wind power platforms for Green Energies
Replenishment Vessels corvettes, which will Kincardine offshore wind farm (United

4 PEOPLE AS
DRIVERS OF CHANGE
Offshore wind power:
Contract with Iberdrola
create thousands of
direct and indirect
jobs every year
Kingdom)

Navantia was awarded the contract to


Launching of the first unit of
the S81 submarine

build the substation for the Norwegian


to build 42 jackets Offshore wind company, Aibel
and a substation for Navantia sets up the first
power: Contract

5
the East Anglia One IndesIA Artificial Intelligence
NAVANTIA, CREATING offshore wind farm
to build floating
Signing of the Performance Contract consortium with Telefónica,
OPPORTUNITIES offshore wind Microsoft and Repsol to speed
(United Kingdom) platform for with the Spanish Navy to build 5
cutting-edge F110 frigates up its digitalisation processes
Windfloat Atlantic and improve productivity.
(EDPR)

A
Offshore wind power: Contract with
ANNEXES Iberdrola to build 62 jackets for the Navantia embarks on its
Saint-Brieuc offshore wind farm Sustainability Strategy
(France) and the 2040 Navantia
Decarbonisation Plan
Offshore wind power: Contract for
4 jackets for the Nissum Brending
offshore wind farm (Siemens)
6
NAVANTIA GROUP Sustainability Report

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE Business model: blue and green waters GRI 102-2, 102-3, 102-4, 102-6, 102-7

N
 avantia, at the helm of the
future
B
 usiness model: blue and Navantia is 100% owned by the state holding company, Sociedad Estatal de Participaciones Industriales (SEPI), which is in
green waters turn attached to the Ministry of Public Finance and Public Administration. Within the same, two companies form part of the
Trends: the Navantia horizon Navantia Group for consolidation purposes: Navantia Australia Pty. Ltd. (hereinafter “Navantia Australia”) and SAES Capital, S.A.,
The sustainable ambition: S.M.E. which in turn has a stake in two subsidiaries: Sociedad Anónima de Electrónica Submarina, S.M.E. (hereinafter “SAES”)
ESG full steam ahead
and SAINSEL Sistemas Navales, S.A.U., S.M.E (hereinafter “SAINSEL”).
N
 avantia activity impact

2 CORPORATE GOVERNANCE In terms of national defence, Navantia


is considered to be a strategic
company. It is aligned as far as its
corporate pursuits are concerned with

3 OUR ROLE IN
SUSTAINABLE TRANSITION
UN Sustainable Development Goals
and plays an important territorial
cohesion role owing to its capacity to
Australia Pty Ltd SAES Capital, S.A.

create jobs and drive the economy in


those places where it has shipyards.

4 PEOPLE AS
DRIVERS OF CHANGE Pursuant to the foregoing, we at
Navantia have undertaken projects in
Australia Pty Ltd
51% 49%

over twenty countries. Our over 4,300


employees work at company facilities

5
in Ría de Ferrol, Dársena de Cartagena
NAVANTIA, CREATING
and Bahía de Cádiz, at our head office
OPPORTUNITIES
in Madrid, as well as at company 100%
subsidiaries and our international
branch offices.

A ANNEXES
SAES Capital, S.A. 51% SAES Capital, S.A. 100%

49%

7
NAVANTIA GROUP Sustainability Report

Lines of business
1 NAVANTIA, GENERATING
SUSTAINABLE VALUE Navantia is a benchmark and partner that can be relied on to respond to any need within our sphere of operation. Accordingly, as a mark of reference, Navantia adopted a Strategic
Plan for 2018-2022 to respond, efficiently, effectively and sustainably to the challenges facing it. The following lines of business are contained within this plan:
N
 avantia, at the helm of the
future
B
 usiness model: blue and
green waters SHIPBUILDING SYSTEMS AND SERVICES GREEN ENERGIES
Trends: the Navantia horizon
The sustainable ambition:
ESG full steam ahead
N
 avantia activity impact

2 CORPORATE GOVERNANCE

3 OUR ROLE IN
SUSTAINABLE TRANSITION

4 PEOPLE AS
DRIVERS OF CHANGE Navantia can design, build and maintain
all types of naval platforms (surface
Navantia has consolidated as a supplier of high technology
and smart services, including, among others:
Market with great growth generation potential and quality qualified jobs in
offshore wind, hydrogen and other alternative power related activities.
vessels and submarines):
D
 esign and manufacturing of systems (combat, control, International leader in the offshore construction sector: Navantia has
N
 aval shipbuilding for the Spanish navigation, communications systems, etc.) for naval ships, completed 11 offshore wind power projects for 5 different countries

5 NAVANTIA, CREATING Navy submarines and unmanned vessels, including intelligence since 2014.
OPPORTUNITIES N
 aval shipbuilding for foreign naval and simulation (digital twin) systems and training in their S
 pecialist in fixed and floating foundations and electrical substations for
forces use. offshore wind power facilities.
C
 ommercial vessel shipbuilding D
 evelopment of ship’s bridge consoles, Warship Electronic In the hydrogen field, the company has leveraged its market leadership

A
Display and Information System (WECDIS) navigation in the development of the Air-independent propulsion (AIP) system
ANNEXES R
 epairs and transformations of naval systems (Certified) and platform control consoles (ships for S-80 submarines as a springboard to grow in the field of hydrogen
and commercial ships and submarines). technology, which will be a key contributor to the decarbonisation of
T
 echnology transfer as a niche L
 ifecycle support (maintenance, training, obsolescence, the shipping sector, among others.
business spares). W
 ith production facilities at Fene, Ferrol, Puerto Real, Cartagena
D
 evelopment and construction of propulsion systems and Saint Brieuc (France), not to mention a Green Energy Centre of
(motors, turbines, etc.). Excellence as a project in progress, which will have three offices.

8
NAVANTIA GROUP Sustainability Report

Organisational culture and values


1 NAVANTIA, GENERATING
SUSTAINABLE VALUE

N
 avantia, at the helm of the Navantia has a solid culture of values that are known by and shared with all those people who work for the organisation, while also applying to collaborators
future and other stakeholders. The company is particularly attentive to all ethical and commitment related matters, without neglecting other key issues such as
B
 usiness model: blue and innovation and sustainability.
green waters
Trends: the Navantia horizon
The sustainable ambition:
ESG full steam ahead
N
 avantia activity impact VISION VALUES
To be a sustainable,
strategic and

2 CORPORATE GOVERNANCE international company in


the shipbuilding sector
Commitment to results

3 OUR ROLE IN
SUSTAINABLE TRANSITION
MISSION
Technology leadership

Teamwork
To develop competitive Customer focused

4 PEOPLE AS
DRIVERS OF CHANGE
shipbuilding programmes
and serve national Ethical conduct
security Responsibility

5 NAVANTIA, CREATING
OPPORTUNITIES

A ANNEXES

9
NAVANTIA GROUP Sustainability Report

Close to its customers


1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
Navantia provides its customers with comprehensive solutions, given it has the necessary capacity and
N
 avantia, at the helm of the
infrastructure to successfully develop any operational programme anywhere in the world, delivering fully Spain
future Ferrol
operational ships, and renewable energy infrastructures and systems, not to mention the requisite support
B
 usiness model: blue and throughout the product's lifecycle.
green waters
Trends: the Navantia horizon In keeping with the export capacity of its business, Navantia has subsidiaries, offices and branches abroad
that enable it to remain close to its customers and partners in strategic markets. Moreover, Navantia has
The sustainable ambition: consolidated its operating presence in Spain through seven shipyards.
ESG full steam ahead
N
 avantia activity impact

2
Madrid
CORPORATE GOVERNANCE
Norway

3 OUR ROLE IN
SUSTAINABLE TRANSITION France Turkey Cartagena
Spain
Cádiz

4 PEOPLE AS
DRIVERS OF CHANGE
Saudi
Arabia
India

5 NAVANTIA, CREATING
OPPORTUNITIES
Offices and head office Propulsion and generation

Shipbuilding Green energies


Australia

A ANNEXES Repairs

Lifecycle
Systems

support

10
NAVANTIA GROUP Sustainability Report

Main milestones in 2021


1 NAVANTIA, GENERATING
SUSTAINABLE VALUE

N
 avantia, at the helm of the
future
B
 usiness model: blue and JANUARY APRIL JUNE SEPTEMBER DECEMBER
green waters 25 January: 22 April: 15 June: Navantia, 15 September: 4 December:
Trends: the Navantia horizon Navantia is awarded His Majesty together with six Navantia and Windar are to Navantia launches
the new US Navy the King of other big enterprises, collaborate with Harland & the fifth corvette for
The sustainable ambition:
maintenance contract in Spain presided over creates IndesIA, the first Wolff in the offshore wind farm Saudi Arabia in Bahía
ESG full steam ahead
Rota the ceremony to industry artificial intelligence market in the United Kingdom de Cádiz
N
 avantia activity impact launch the S-81 in consortium in Spain
Navantia Cartagena 22 September: Repairs at Bahía
de Cádiz are set to reach an
occupancy record with eight

2
cruise ships
CORPORATE GOVERNANCE

3 OUR ROLE IN
SUSTAINABLE TRANSITION

4 PEOPLE AS
DRIVERS OF CHANGE
MARCH
3 March: Telefónica
MAY
20 May: The AOR
JULY
2 July: Iberdrola closes a
OCTOBER
5 October:
NOVEMBER
5 November:
and Navantia are to ‘Stalwart’ sets out framework agreement with Navantia The Green The Spanish
collaborate in offering for Australia from and Windar for future offshore wind Energies Ministry of

5
cybersecurity to Defence Navantia Ferrol farms, worth €400 million division is Defence and Navantia sign the
NAVANTIA, CREATING created performance contract to build
OPPORTUNITIES the BAM-IS
22 July: Iberdrola, Navantia and
Windar sign their partnership until
2025 to develop offshore wind 3 November:

A ANNEXES
power

27 July: The Norwegian Ministry of


Navantia and
Fincantieri
sign a memorandum of
Defence congratulates Navantia for understanding at the FEINDEF
its success in tropicalising the F-311 international trade fair to drive
frigate their collaboration in European
Defence
11
NAVANTIA GROUP Sustainability Report

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE Trends: the Navantia horizon GRI GRI 102-14, 102-15

N
 avantia, at the helm of the
future As a result of its market position, Navantia is directing its activity towards those sectors
B
 usiness model: blue and where a present can be seen with a promising future.
green waters
Nothing is left to chance, rather an in-depth study is always behind the course we set, especially given our status as a public sector company. Notwithstanding the current economic
Trends: the Navantia horizon situation, caused by the standstill brought about by COVID-19, Navantia never loses sight of the path to be taken in the near future, one we have already seen confirmed by EU and
The sustainable ambition: Spanish Government Roadmaps and Strategies, in addition to those marked out by the Autonomous Communities and Local Governments, as well as market analyses, which can be
ESG full steam ahead summarised as follows:
N
 avantia activity impact

2 CORPORATE GOVERNANCE

Improving competitiveness through Consolidation of renewable State of affairs in the military COVID-19
technological innovation and energies and commercial naval sector

3 OUR ROLE IN
SUSTAINABLE TRANSITION
sustainability
The digitalisation of systems and processes, as
Likewise, the commitment to
sustainability through the promotion
Militarily speaking, a tendency can be observed
in the European Union to encourage a genuine
Over the last few years, the context
of crisis and the changes brought
about by COVID-19 threw up
well as the ESG-driven sustainable approach, of renewable energies is an essential strategic independence, which should naturally unprecedented economic and social
constitute the basic pillars of the European requisite to meet Paris Agreement lead to a rise in defence expenditure. This will challenges. European authorities

4
Green Deal, which have become key factors goals. Both renewable offshore entail spending more efficiently and seeking responded by launching a Recovery
PEOPLE AS
in the distribution of NextGenEU Funds. power and green hydrogen serve as to maximise potential synergies. Recently Plan, without overlooking the social
DRIVERS OF CHANGE
Accordingly, our work centres are focusing key building blocks to consolidate there has been a relative curb on spending measures our health area has been
on improving competitiveness and on the both the European Green Deal and in the naval sector, where demand is mainly undertaking, thereby transcending
stand-out technological characteristics of the European Climate Law (as well concentrated in countries like Germany, the company sphere.

5
our products and processes, such as the as national legislation). The roadmaps Norway, Indonesia, Brazil and Italy.
NAVANTIA, CREATING integrated implementation of the sustainability for both renewable energy sources
OPPORTUNITIES variable, thus committing to the European confirm this and will, likewise, play an As far as commercial shipbuilding is
energy transition framework. important part in Navantia managing concerned, 2021 witnessed a notable rise in
to decarbonise. contracts for merchant ships: 95% up on last

A
Consequently, that knowledge and innovation year. Growth was particularly noteworthy in
ANNEXES be generated is vital, as is an increase in the the cargo and offshore segments, as well as in
digital skills of staff. Moreover, it is not only container ships.
our company, but our value chain and our
stakeholders that are also committed to going
down the sustainability approach route.

12
NAVANTIA GROUP Sustainability Report

Main challenges and opportunities identified for the naval sector

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE

N
 avantia, at the helm of the
future
B
 usiness model: blue and
green waters
Trends: the Navantia horizon MAIN MAIN
 he sustainable ambition:
T CHALLENGES OPPORTUNITIES
ESG full steam ahead
N
 avantia activity impact

2 CORPORATE GOVERNANCE

3 OUR ROLE IN
SUSTAINABLE TRANSITION

Price rises in energy Unequal and incomplete Prioritising public Implementation of Commitment of the

4
Acceleration of the
PEOPLE AS and raw materials on recovery in the shipping spending on activities incentive programmes Government of Spain to need to digitalise
DRIVERS OF CHANGE account of uncertainty sector after the with a bigger impact in in European countries, economic stimulation traditionally poorly
related to costs, input pandemic. Whereas the short term, which where Spain can benefit and the localisation of jobs digitalised sectors,
logistics and shipping merchant shipbuilding especially results in a drop over the next few years in the national territory. one of which is the
industry supply chains. has grown sharply, the in spending on military from the €140,000 million shipbuilding industry.

5 NAVANTIA, CREATING
OPPORTUNITIES
passenger market has
not recovered from the
effects of the pandemic.
programs, is delaying the
contracting of new naval
ships.
in direct aid and loans for
green and digital transition
projects.

A ANNEXES

13
NAVANTIA GROUP Sustainability Report

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE The sustainable ambition: ESG full steam ahead
N
 avantia, at the helm of the
future
B
 usiness model: blue and Navantia is firmly committed to sustainability, constituting as it does a core principle in corporate culture and values. This
green waters sustainability ambition has been given great impetus by the company Sustainability Strategy, the development of which has
Trends: the Navantia horizon involved employees and which has been the focus of considerable effort throughout 2021. To this end, 2021 saw the setting up of
The sustainable ambition: a Working Group on which all business areas are represented, in addition to the launching of the ESG Committee to oversee the
ESG full steam ahead performance of the actions and the meeting of goals by the same.
N
 avantia activity impact

2 CORPORATE GOVERNANCE
On the basis of an analysis of the
Sustainable Development Goals
(SDGs), as well as the needs of
Signed up to the Spanish Global
stakeholders, a group of priority Compact Network since 2019
3
areas has been defined for social,
OUR ROLE IN environmental and governance
SUSTAINABLE TRANSITION areas, with respect to which a
series of targets, actions and Navantia is strongly committed to Moreover, Navantia is committed to social
indicators have been set to protecting the people and the planet, responsibility based on these principles
monitor their development. taking on board global challenges as its and to annually reporting its progress in a

4 PEOPLE AS
DRIVERS OF CHANGE
own. Accordingly, in 2019 the company
signed up to the biggest worldwide
initiative for business sustainability by
Progress Report or Sustainability Report.

The United Nations Global Compact is


participating as a member of the United a call to companies and organisations
Nations Global Compact. to align their strategies and operations
with the Ten Principles and holds a UN

5 NAVANTIA, CREATING
OPPORTUNITIES
In keeping with this commitment,
Navantia ensures the alignment of its
business model with the Ten Principles
mandate to promote the Sustainable
Development Goals (SDGs), which are
aligned with the 2030 Agenda, in the
defined by the United Nations with private sector.

A
respect to conduct and action in the
ANNEXES fields of business and human rights,
labour standards, the environment and
anti-corruption.

14
NAVANTIA GROUP Sustainability Report

The pillars of the Navantia Sustainability Strategy


1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
Navantia’s sustainability strategy is ESG driven: the environment, the social dimension (internally, geared towards our staff and externally as social outreach) and governance are the
N
 avantia, at the helm of the pillars around which its corporate action revolves.
future
B
 usiness model: blue and ENVIRONMENT PEOPLE
green waters
Trends: the Navantia horizon Circular Navantia and ecodesign Equality, diversity and inclusion
Drive towards ecological transition and the circular Implementing measures to promote equal
 he sustainable ambition:
T
economy developing a company DNA based on reducing its opportunities, the home-work life balance and
ESG full steam ahead environmental impact. staff rejuvenation.
N
 avantia activity impact
Climate change Talent and employment
By means of adopting climate change mitigation and Driving professional development and internal
adaptation measures, among which the creation of a mobility by generating new skills and career
Decarbonisation Plan for Navantia to become Net Zero is plans.

2 CORPORATE GOVERNANCE
particularly noteworthy.

Biodiversity and the marine environment


Health and safety
Ensuring a safe work environment at all
Implementing GHG emission compensation programmes locations, as well as the physical and
through reforestation and blue carbon capture projects. emotional well-being of company employees.

3 OUR ROLE IN
SUSTAINABLE TRANSITION
Not to mention the application of the Taskforce on Nature-
related Financial Disclosure (TFND) criteria to corporate
biodiversity.

4
GOVERNANCE SOCIAL ACTION
PEOPLE AS
DRIVERS OF CHANGE
Reporting and transparency Partnerships
Ensuring the proper informing of stakeholders through the Encouraging relations that enable Navantia
adaptation of ESG reporting to legislative developments and to incorporate new capabilities, as well as

5 NAVANTIA, CREATING the market situation, as well as an appropriate engagement to expand knowledge and the sustainability
strategy. strategy.
OPPORTUNITIES
Ethical and responsible management Shipbuilding culture
New ESG governance, developing the compliance plan and Commitment to the shipbuilding culture by

A ANNEXES
incorporating risks into sustainability analysis, as well as
guaranteeing compliance with human rights.

Compliance
means of the ongoing dissemination and
generation of knowledge and support for
museums.

Coordination, implementation and monitoring of the code of Commitment


conduct related to anti-corruption and criminal compliance Creation of voluntary groups and launching
systems and promoting the in-house crime prevention corporate volunteering activities.
system via the whistleblowing channel.
15
NAVANTIA GROUP Sustainability Report

ESG full steam ahead Environmental Social Good governance

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
JANUARY MARCH MAY
N
 avantia, at the helm of the
future 29 January: 1 March: Ría Ferrol Cultural Asset 3 May: Opening of the Navantia Training Centre (NTC) San
Annual Assessment Project with the Fernando
B
 usiness model: blue and
green waters renewal of the University of A Coruña 4 May: AUTELSI 2021 prize for the “Navantia digital
Registration transformation: Shipyard 4.0” project
Trends: the Navantia horizon 8 March: Celebration of
Stamp
“International Women’s Day” 12 May: Holding of the “Diversity Awareness” course at
 he sustainable ambition:
T
ESG full steam ahead 10 March: Participation in the the Navantia Virtual Classroom

N
 avantia activity impact “45 women's voices” campaign 14 May: Launch of the new Navantia
(Murcia) “Sustainability” website
12 March: Promotion of STEM 18 May: Celebration of International Museum
careers by Navantia women Day in Puerto Real and Ferrol

2
engineers
CORPORATE GOVERNANCE 18 May: Participation in the “Partnership for Vocational
12 March: Renewal of the Training”, Ministry of Education and VT
Presidency’s commitment to the
“CEO for Diversity” commitment 20 May: Launch of the Cybersecurity Awareness
Campaign in Navantia

3 OUR ROLE IN
SUSTAINABLE TRANSITION
12 March: Exhibition to the
commemorate the 250th
anniversary of the “Gran Tinglado”
21 May: Micro plastics detection in seawater project,
“Isaac Peral” Chair Cartagena
building in Ferrol 22 May: Volunteer Day creation of the Autochthonous
Seed Bank, Cartagena

4 PEOPLE AS
DRIVERS OF CHANGE

FEBRUARY APRIL JUNE

5 NAVANTIA, CREATING
OPPORTUNITIES
10 February: Improvement of the company’s
position in the Defence Companies Index
28 April: V Seminar on Occupational
Health and Safety (SSL)
3 June: Planting new trees at Puerto Real on World
Environment Day
25 February: “Global Digital Talent” Prize 5 June: Celebration of World Environment Day at
5th edition Navantia centres

A ANNEXES 7 June: Promote Sustainable Mobility Initiative in


Navantia
8 June: Celebration of World Oceans Day
15 June: IndesIA consortium project, use of data
and artificial intelligence

16
NAVANTIA GROUP Sustainability Report

Environmental Social Good governance

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
JULY OCTOBER DECEMBER
N
 avantia, at the helm of the
future 1 July: International Women in 14 October: Launch of a SAP tool to 21 December: Navantia
B
 usiness model: blue and Engineering Day manage sustainability profitability issues its carbon footprint
green waters and performance for 2020 which has been
1 July: Green hydrogen
Trends: the Navantia horizon development projects with externally verified by
19 October: Cartagena Polytechnic
Enagas Bureau Veritas. It was
 he sustainable ambition:
T (UPCT), Navantia “Honorary Fellow”
reduced by 37%
ESG full steam ahead 27 July: Participation in the for its students’ work practices
N
 avantia activity impact Inspiring Girls Foundation Week 22 December: Navantia
25 October: Navantia received
(Cádiz) presents its Sustainability
an award at the VIII edition of the
Strategy and goals for
Galicia Energy Awards for the best
2022
innovation project

2
22 December: First
27 October: First meeting with
CORPORATE GOVERNANCE meeting of the Navantia
the joint venture UTE Tecnalia-
and Cruz Roja Agreement
Factor to draw up the Navantia
Working Group
Decarbonisation Plan

3 OUR ROLE IN
SUSTAINABLE TRANSITION

4 PEOPLE AS
DRIVERS OF CHANGE
SEPTEMBER NOVEMBER
6 September: “Green 3 November: Navantia and the 11 November: Approval of

5
Engines” project initiative in University of Cartagena renew the the Sustainability SAP in the
NAVANTIA, CREATING
Cartagena “Isaac Peral” Chair Innovation Group and in the
OPPORTUNITIES
Investment Committee
27 September: Survey on 4 November: Navantia and Telefónica
Commitment to Navantia Tech present their collaboration 16 November: Cartagena obtains

A
2021, future and cultural initiative in cybersecurity and cyber ISO 45001 Occupational, Health
ANNEXES development defence and Safety certification renewal
1- 4 November: Navantia participates 29 November: Launch of the first
in Glasgow COP26 ESG Sustainability newsletter
5 November: Navantia presents
its future centres of excellence at
FEINDEF
17
NAVANTIA GROUP Sustainability Report

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
Navantia activity impact GRI GRI 102-14, 102-15

N
 avantia, at the helm of the The military shipbuilding industry has a key role to play as far as generating returns and job creation are concerned. In this regard,
future
Navantia is a key driving force in the generation of wealth and high quality jobs wherever it is present.
B
 usiness model: blue and
green waters
Navantia uses a tool based on the input-output methodology to quantify the positive impact of the company as regards those geographical areas where its production centres
Trends: the Navantia horizon are located.
The sustainable ambition:
ESG full steam ahead
N
 avantia activity impact Overall impact of Navantia activity: Impact on the Spanish economy: Total employment
2021 created:
Economic Employment €1,280 million in A Coruña
1.0% of the jobs
€3,860 million, taking into account 27,049 people €1,660 million in Cadiz in Spanish industry.

2
GDP generated:
both direct, indirect and induced effects. taking into account the
CORPORATE GOVERNANCE company’s direct and
indirect effect
€920 million in Murcia 0.95%
€2,639 million solely taking into of Spain’s industrial
account the direct and indirect effects on GDP

3 OUR ROLE IN
SUSTAINABLE TRANSITION
the value chain.

4 PEOPLE AS
DRIVERS OF CHANGE

5 NAVANTIA, CREATING
OPPORTUNITIES In those provinces with Navantia centres:

GDP generated Impact generated in terms of employment:


Navantia production centres are located in three
areas with structural economic problems, namely:
Ferrol, Cartagena and Bahía de Cádiz. In this regard, it

A
GDP Industrial GDP Employment Industrial jobs should be pointed out that all the people employed
ANNEXES by the company in these three areas, as well as the
Cádiz 2.2% 23.9% Cádiz 2.7% 24.6% employees of most its subsidiary companies either
come from and/or reside in the aforementioned areas,
A Coruña 1.4% 13.8% A Coruña 2.0%
  15.1% thereby further consolidating Navantia’s commitment
to these areas.
Murcia 0.9% 6.8% Murcia 1% 7.5%
18
NAVANTIA GROUP Sustainability Report

2
1 NAVANTIA, GENERATING

CORPORATE
SUSTAINABLE VALUE

2 CORPORATE GOVERNANCE
GOVERNANCE
G
 overnance body
commitment
N
 avantia future: risks and
opportunities
Navantia policies
Governance body commitment
C
 ompliance, ethics and
transparency Navantia future: risks and opportunities

Navantia Policies

3 OUR ROLE IN
SUSTAINABLE TRANSITION Compliance, ethics and transparency

4 PEOPLE AS
DRIVERS OF CHANGE

GOVERNANCE

5 NAVANTIA, CREATING
OPPORTUNITIES

A ANNEXES

19
NAVANTIA GROUP Sustainability Report

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE Governance body commitment GRI 102-18, 102-22, 102-26

2 CORPORATE GOVERNANCE Navantia has a corporate governance model that establishes the basic principles of company strategy and contributes to
the integrity, efficiency and agility of its management. This model buttresses activity supervision and control systems, risk
G
 overnance body
commitment
management and staff development, thus ensuring compliance with both internal and external requirements.
N
 avantia future: risks and
opportunities
Navantia policies
C
 ompliance, ethics and The development of an appropriate corporate governance structure
transparency is a core element in the Navantia strategy, which explains the aim
of defining a common reference framework based on the highest
standards of good governance and corporate social responsibility. Generate security and value for the Navantia
Board of Directors, shareholders and

3
The company also has a Corporate Governance Code in place that stakeholders
OUR ROLE IN
contains all the policies, rules and other regulations, as well as
SUSTAINABLE TRANSITION
establishing the framework to develop the structure and functioning
of the Navantia Management System.
Contribute to effective and transparent

4 PEOPLE AS decision-making, geared towards the


DRIVERS OF CHANGE Navantia Good Governance advocates transparency meeting of company goals, carrying out
and drives the growth and generation of sustainable and organising activities briskly and in a
value by means of developing its strategy and the Corporate businesslike manner
participation of its stakeholders.” governance model

5 NAVANTIA, CREATING goals


OPPORTUNITIES
Ensure that Navantia employees know and
understand their responsibilities
From the outset of implementing its Strategic Plan, Navantia began

A ANNEXES
to work on this Corporate Governance model based on continuous
improvement and on the collaboration of all company employees
with a view to keeping it updated.
Assure compliance with internal and
Within this framework, the company focuses on generating security external requirements
and value for its shareholders, for the Board of Directors and for its
stakeholders in general.

20
NAVANTIA GROUP Sustainability Report

Corporate governance structure


1 NAVANTIA, GENERATING
SUSTAINABLE VALUE

Navantia organisation and management policy is vital to its proper functioning as a company. The Navantia Board of Directors meets regularly. It held 11 meetings in 2021. At 31

2 CORPORATE GOVERNANCE
December 2021, the Board of Directors was made up of fourteen members, as specified below:

G
 overnance body
commitment
“Navantia, S.A., S.M.E.” BOARD OF DIRECTORS - 31/12/2021
N
 avantia future: risks and
opportunities
Navantia policies CHAIRMAN Ricardo Domínguez García-Baquero
23 November 2021
C
 ompliance, ethics and
transparency Chairman of Navantia, S.A., S.M.E.

MEMBERS

3 OUR ROLE IN
SUSTAINABLE TRANSITION
Enrique Moreno
de Acevedo
Sánchez
Pablo Rupérez
Pascualena
23 November 2021
Ms. Marta Obrero Loma
16 June 2021
Advisory Member – National Accounts
P.A.*

Ministry of Public
Ramón J. Buendía
Madrid
16 June 2021
Aniceto Rosique
Nieto
15 June 2020
23 November 2021 Director of the Office of the Preparation Div. National Comptroller Secretary General Navantia Admiral-in-Chief of
Finance and Public
Deputy Director of SEPI Secretary of State for EU, Ministry Office General State Administration Administration Inter-centre Trade Unions- Logistics Support of the

4
Investees of Foreign Affairs, European Union Ministry of Public Finance and Public CC.OO. Navy Ministry of Defence
PEOPLE AS and Cooperation Administration
DRIVERS OF CHANGE
Galo Gutiérrez Manuel Romasanta Santiago Ramón Roberto Moisén José Manuel Lago P.A.*
Monzonís Pavón González Gómez Gutiérrez Peñas

5
15 June 2020 15 June 2020 15 June 2020 24 November 2020 15 December 2020
NAVANTIA, CREATING Director General of Deputy Director General Director General of Arms and Director of the Territorial Economic Advisor to the Head of the Defence
OPPORTUNITIES Industry and SMEs of Recruitment and Career Materials Ministry of Defence Coordination Div. Dept. of Services Minister’s Office of the Sector of CC.OO. Industry
Ministry of Industry, Guidance Ministry of Defence and Territorial Coordination Ministry for Labour and Trade Union – CC.OO.
Trade and Tourism Public Finance Undersecretariat – Social Economy Trade Union Section
Ministry of Public Finance

A ANNEXES
SECRETARY Miguel Orozco Giménez
8 May 2007
Board Secretary (non-director) of Navantia, S.A., S.M.E.

* Pending appointment Proprietary Independent Non-director


21
NAVANTIA GROUP Sustainability Report

The development of a new integrated Corporate Governance model is a Navantia Strategic Plan 2018-2022

1
Number of members initiative, one that is committed to businesslike, transparent and efficient management.
NAVANTIA, GENERATING Board of Directors
(31 December 2021)
SUSTAINABLE VALUE The Navantia governance model is based on/organised into committees that are arranged in accordance with
Navantia Australia 5 their main areas of company management. In 2021, the organisation chart for Navantia governance bodies and
these management committees is as follows:

2 CORPORATE GOVERNANCE SAES CAPITAL

SAES
5

5
G
 overnance body
commitment
SAISEL 5
N
 avantia future: risks and
opportunities
Navantia policies AUDIT COMMITTEE
C
 ompliance, ethics and BOARD OF
transparency DIRECTORS
COMPLIANCE COMMITTEE

3 OUR ROLE IN
SUSTAINABLE TRANSITION
GOVERNANCE BODIES

CORPORATE

4
MANAGEMENT
PEOPLE AS COMMITTEE
DRIVERS OF CHANGE

5 NAVANTIA, CREATING
OPPORTUNITIES

CSR

A
QUALITY AND OHAS AND
OHAS AND OHAS AND CSR
RISK OHAS AND CONTINUOUS OHAS AND CONTINUOUS CSR CSR
ANNEXES INNOVATION
COMMITTEE
PLANNING MANAGEMENT
COMMITTEE COMMITTEE IMPROVEMENT COMMITTEE COMMITTEE
COMMITTEE COMMITTEE COMMITTEE IMPROVEMENT
COMMITTEE COMMITTEE

CORPORATE MANGEMENT CROSS-CUTTING COMMITTEES AND WORKING GROUPS,


MANAGEMENT BODIES
COMMITTEES MULTI-DISCIPLINARY TEAMS

22
NAVANTIA GROUP Sustainability Report

Navantia Management Committee

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE

2 CORPORATE GOVERNANCE
Chairman's Office
Advisor
Chairman
Board
G
 overnance body Ricardo Domínguez García-Baquero of Directors
Javier Romero Caramelo
commitment
N
 avantia future: risks and
opportunities
Navantia policies
C
 ompliance, ethics and
transparency
Legal Advice Internal Audit
Alejandro Rubio González Mª Ángeles Trigo Quiroga

3 OUR ROLE IN
SUSTAINABLE TRANSITION
Human Resources Board and Compliance Secretariat
Fernando Ramírez Ruiz Miguel Orozco Giménez

4 PEOPLE AS
DRIVERS OF CHANGE Financial
Javier Bagüés Oliver
Technical Engineering Authority
Francisco Vílchez Rodríguez

5 NAVANTIA, CREATING
OPPORTUNITIES
Strategy
Technology and Digital Transforma-
tion and Systems and Services
Javier Romero Yacobi
Donato Martínez Pérez De Rojas

A ANNEXES

Green Energies Shipbuilding


Javier Herrador del Río Agustín Álvarez Blanco

23
NAVANTIA GROUP Sustainability Report

Navantia Management System


1 NAVANTIA, GENERATING
SUSTAINABLE VALUE

Navantia senior management has committed to developing, maintaining and improving

2 CORPORATE GOVERNANCE an integrated management system as a key tool to generate sustainable value, improve
performance and provide a solid base that makes it possible to ensure compliance with
its internal and external requirements, facilitate its employees’ understanding of their This is done by integrating and developing the three pillars that serve as
G
 overnance body the Navantia Management System building blocks:
commitment responsibilities and contribute to the brisk and businesslike pursuit of its activities.

N
 avantia future: risks and
opportunities
Three core principles underpinning the Navantia Management System Committees. Compliance with Navantia strategy via
Navantia policies
governing and management bodies. Each one regulates
C
 ompliance, ethics and its own matters and maintains two-way relations with
transparency the others, thus ensuring multi-disciplinary work and
person integration.

3 OUR ROLE IN Processes. These form the basis of the management


SUSTAINABLE TRANSITION system. Inputs and outputs are defined in each process,
as are key indicators to measure and monitor them.
Accordingly, each process map is linked to a procedure
and, occasionally, detailed instructions for related

4
subprocesses.
PEOPLE AS
DRIVERS OF CHANGE
Document structure: pyramid-shaped and integrated
Integrity Simplicity and Continuous improvement according to policies, rules, procedures and instructions.
and hierarchy accessibility and updating

5 NAVANTIA, CREATING
OPPORTUNITIES
Maintain a fully consistent
Navantia Management
Streamline the Navantia
Management System reg-
Measure and monitor the
evolution of the Navantia
These three pillars are integrated within a regulatory framework presided
System, applying uniform ulatory documentation to Management System.
criteria. facilitate its understanding over by the Navantia Code of Governance, which also contains company

A and how to apply it by its mission, vision and values.


ANNEXES addressees.

24
NAVANTIA GROUP Sustainability Report

A new impetus for Remuneration of the Board of Directors


1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
ESG transparency and Management Committee
2 CORPORATE GOVERNANCE
Navantia is committed to sustainability as a strategic priority, which
accounts for it ensuring its commitment to ESG matters in all business
Remuneration conditions for Navantia directors are established in accordance with Royal
Decree 451/2012 of 5 March regulating the remuneration scheme for directors and senior
G
 overnance body
units. management in the public business sector and other entities.
commitment
N
 avantia future: risks and In this regard, the company has begun to develop and implement an ESG In 2021, average director remuneration, including its variable component, amounted to
opportunities governance model through which it promotes sustainability management €115,815.83, while their total remuneration with expenses was to the order of €1,876,076.45.
throughout the organisation. In the case of Navantia Australia, the average remuneration for their Management Committee
Navantia policies
members amounted to $194,685 (excluding expatriates).
C
 ompliance, ethics and The drive towards ESG transparency is another priority Navantia goal,
transparency which has begun to adapt this year’s sustainability report to the latest In the case of SAES, its Board of Directors has five members, one of whom holds a
trends and best practices in non-financial reporting. remunerated position. In 2021, this remuneration amounted to €104,574.15.

Moreover, with a view to generating trust and transparency, in 2021, the For its part, the Board of Directors of SAINSEL likewise has five members. Two of these are

3 OUR ROLE IN company started to launch a communication programme and define a appointed by Indra and three by Navantia. SAINSEL directors are not remunerated.
SUSTAINABLE TRANSITION channel for regular engagement with different stakeholders.
Directors’ expenses are governed by the Ministry of Public Finance and Public Administration
Ministerial Order of 8 January 2013. Those expenses provided for therein apply to SAES and
SAINSEL (Group 2 and Group 3 respectively).

4 PEOPLE AS
DRIVERS OF CHANGE

5 NAVANTIA, CREATING
OPPORTUNITIES

A ANNEXES

25
NAVANTIA GROUP Sustainability Report

Navantia future: risks and opportunities 102-15, 102-30, 102-16


GRI

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE

2 CORPORATE GOVERNANCE Navantia bases its internal control and risk management system on an assurance model along three combined lines, taking
international best practices as a reference. This principle-focused model has been adapted to organisation circumstances and
G
 overnance body goals, representing coordination, cooperation, alignment and feedback between the different parts of Navantia to contribute
commitment
collectively to creating and protecting value, thereby achieving better risk coverage and control functions.
N
 avantia future: risks and
opportunities
Navantia policies
C
 ompliance, ethics and
transparency Navantia principle-based model:

3 OUR ROLE IN
SUSTAINABLE TRANSITION
GOVERNANCE BODIES Board of Directors / Audit Committee

4 PEOPLE AS
DRIVERS OF CHANGE
SENIOR MANGEMENT - ACTIONS INTERNAL AUDIT - ASSURANCE

5 NAVANTIA, CREATING
OPPORTUNITIES

A ANNEXES

First line roles Second line roles Third line roles


Operational management Internal control Internal Audit
and risk management

26
NAVANTIA GROUP Sustainability Report

1 NAVANTIA, GENERATING PRINCIPLE 1 PRINCIPLE 2 PRINCIPLE 3


SUSTAINABLE VALUE First and second line functions:
Governance: Governance body functions:
As a state-owned company, Navantia The Navantia Board of Directors: 1st line: The Navantia management team and

2 CORPORATE GOVERNANCE governance is organised into appropriate


structures and processes that enable the: ▪ Ensures alignment between organisation
goals and activities with stakeholders’
professionals directly manage entity risks.

2nd line: The main assurance functions at


G
 overnance body interest. Navantia are: the Compliance Unit, which is in
▪ Rendering of accounts by the Board of
commitment charge of overseeing the effective functioning
Directors.
N
 avantia future: risks and ▪ Delegates responsibility and provides of the compliance system, quality managers,
opportunities ▪ Board to take actions to pursue strategic management bodies with resources. legal advice, management control, corporate
plan goals by risk and resource allocation risk control, HR control, etc.
Navantia policies ▪  stablishes and oversees the independent,
E
based decision-making.
C
 ompliance, ethics and objective and competent internal audit
transparency ▪ Assurance and advice given by the internal function to provide clarity and trust.
audit team as a generator of trust by
promoting and facilitating continuous
improvement.

3 OUR ROLE IN
SUSTAINABLE TRANSITION

4 PEOPLE AS
DRIVERS OF CHANGE PRINCIPLE 4 PRINCIPLE 5 PRINCIPLE 6

3rd line roles: Independence of the 3rd line: Value creation and protection:
Internal Audit Management (IAM) at Navantia To ensure its independence, Internal Audit Navantia’s success lies in all roles being

5 NAVANTIA, CREATING
OPPORTUNITIES
proactively supervises the proper functioning
of the organisation and the maximisation of
resources, internal control, risk management and
Management answers hierarchically and
functionally to the Navantia Board of Directors
through the Audit Committee. Moreover, it
mutually aligned and collectively contributing
to value creation and protection and always
taking into account the priority interests of
Navantia governance systems. reports to the Board of Directors and the stakeholders.

A
sole shareholder, SEPI, through the Audit
ANNEXES Checks that the mechanisms established by the Committee. This is achieved through communication,
1st and 2nd line functions work properly and cooperation and collaboration, which
cover the intended objectives. Guarantees are in place to ensure that it guarantees the reliability, coherence and
is endowed with sufficient resources and transparency of the information required for
The Internal Audit regulation is approved by unrestricted access to the people, resources risk-related decision-making.
the Navantia Company Board of Directors and and data required to do its work, and the
establishes its principles, goals, functions, absence of prejudices and interferences when
powers, responsibilities, duties and powers. providing its services.

27
NAVANTIA GROUP Sustainability Report

Risk management Opportunities for Navantia


1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
at Navantia The risk management system in place at Navantia D
 igitalising processes that increase productivity,
makes it possible to identify opportunities linked to develop more expeditious processes, automate

2 CORPORATE GOVERNANCE The risk management system at Navantia is geared


towards preventing and minimising the negative
effects of uncertainty and making the most of
risks that contribute to creating value in the company.
Broadly speaking, the following opportunities have
been identified that focus on:
processes, improve efficiency and boost investment
returns.
G
 overnance body
opportunities as they arise, as these are also M
 aking the most of the lessons learned that help to
commitment
uncertainty management related. Investment in strategic markets that make it enhance efficiency levels, minimise the appearance
N
 avantia future: risks and possible to increase contract award levels and the of new risk events, reduce costs and completion
opportunities The company has a Risk Management System in future return on programmes. times and increase programme quality, where
Navantia policies place that makes it possible to identify, assess, appropriate.
manage and monitor the main risks in accordance P
 articipating in European projects that make it
C
 ompliance, ethics and with the Risk Policy. The basic principles involved possible to be ideally placed to increase contract The impetus provided by opportunities will basically
transparency are: award levels and best position the company in the serve to improve efficiency, sustainability and
European defence market. profitability to place the company in a better position
M
 anagement leadership, which provides the to tackle demanding market conditions.
resources required and ensures that the O
 btaining synergies by collaborating with industries

3 OUR ROLE IN
SUSTAINABLE TRANSITION
organisation works to these principles.

E
 nsure that the main risks are duly identified,
and organisations that share Navantia corporate
pursuits to increase knowledge and apply best
sector practices.
analysed, managed, controlled and/or mitigated
and reported.

4 PEOPLE AS
DRIVERS OF CHANGE
A
 pply risk management and opportunity
identification using proportionality criteria
between the level of exposure to the risk -
opportunity and the cost of mitigating or pursuing
it.

5 NAVANTIA, CREATING
OPPORTUNITIES E
 nsure that those governance bodies with the
greatest responsibility at Navantia are duly
informed of the identified risks and opportunities

A
to enable decisions to be made briskly in time
ANNEXES and form.

S
 enior management shows its commitment to
the Risk Policy, which enables it to work towards
and meet the set goals, ensuring its continuous
adaptation to the Company Vision, Mission and
Values, taking into account stakeholders’ needs
and expectations, with a view to assuring its
continuous improvement.

28
NAVANTIA GROUP Sustainability Report

Navantia: an integrated How are risks controlled at


1 NAVANTIA, GENERATING
SUSTAINABLE VALUE approach to risks Navantia subsidiaries?
and opportunities
2 CORPORATE GOVERNANCE
SAES has the 61-002539-AO standard in place to identify and
G
 overnance body Risks and opportunities (R&Os) are identified connectedly process corporate risks. Risk identification procedures are
commitment at Navantia, taking into account the risk management developed in the standard, but the risks themselves have not
carried out by management bodies, business units and been identified.
N
 avantia future: risks and
opportunities programmes by applying the internal regulation in place for
this purpose.
Navantia policies
C
 ompliance, ethics and R&O identification procedures follow a top-down
transparency methodology conducted by Corporate Management SAINSEL has a Risk Management Procedure that describes risk
Committee members and the bottom-up methodology identification, assessment, classification and monitoring. Identified
used by operational management bodies, business units risks are represented graphically in a risk map and are monitored,
and programmes. This identification process is regulated depending on their impact and likelihood of occurrence, by the

3 OUR ROLE IN
SUSTAINABLE TRANSITION
by corporate regulation N-003 Risks and by the quality
procedure P-C-CAL-008 Risk programme operational
management.
different committees: Management, Quality, Projects and/or Crime
Risk Prevention, which review, analyse and take actions to close or
mitigate the risks in question.

The aforementioned R&Os are identified by the risk and

4
opportunity owner and are scaled up to corporate level
PEOPLE AS depending on their risk value, the economic impact involved
DRIVERS OF CHANGE and the nature of the risk (reputational risk, health and
safety risks, environmental risks and, where appropriate,
compliance and crime risks).

5 NAVANTIA, CREATING
OPPORTUNITIES
Identified R&Os are represented on a map in accordance
with the likelihood of them occurring and their potential
impact on the company. These risks are managed in an
ongoing fashion.

A ANNEXES The Corporate Management Committee and the parent


entity, SEPI, are regularly informed of the management of
the most critical R&Os at Navantia, which are classified
into good governance, ethical and compliance, corporate,
financial, operational/business unit risks.

All types of R&Os are managed in an integrated fashion


using an R&O management tool that is fed and managed by
management bodies, business units and programmes.

29
NAVANTIA GROUP Sustainability Report

1 NAVANTIA, GENERATING Diagram of risk scaling at Navantia:


SUSTAINABLE VALUE

2 CORPORATE GOVERNANCE
CORPORATE RISKS AND OPPORTUNITIES
G
 overnance body
commitment CORPORATE REGULATION (identification by Corporate Management Committee mem-
bers and scaled up from Management Bodies, Business Units and Programmes)
N
 avantia future: risks and
opportunities
Navantia policies
C
 ompliance, ethics and
transparency SCALING BY DEGREE OF CRITICALITY

3 OUR ROLE IN
SUSTAINABLE TRANSITION
Good Governance, Corporate Risks and Financial Operational and Business Programmes’ Risks
Ethical and Opportunities (Strategic, Risks and Units’ Risks and and Opportunities:

4
Compliance Risks Reputational, Cybersecurity Opportunities Opportunities (Health and by cost, delivery
PEOPLE AS
and Cross-cutting) Safety, Environmental) deadline, economic
DRIVERS OF CHANGE
factors

5 NAVANTIA, CREATING
OPPORTUNITIES
Risks and Opportunities managed at Navantia
(Management Bodies, Business Units and Programmes)

A
CORPORATE STANDARD
ANNEXES

Risks and Opportunities managed in Programmes


PROGRAMMES’ QUALITY PROCEDURE

30
NAVANTIA GROUP Sustainability Report

Diagram of risk scaling at Navantia:


1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
Navantia updated the company’s risk management model in 2021 in accordance with best business practices and new trends, considering among other aspects: the risk governance
model, environmental, social and governance (ESG) risks’ management, risk appetite and risk tolerance determination, as well as the risk assurance map.

2 CORPORATE GOVERNANCE
The main Navantia risks, classified according to the estimated impact period are indicated below:
G
 overnance body
commitment
N
 avantia future: risks and A. GENERAL RISKS
opportunities GENERAL OPERATIONAL RISKS/
FINANCIAL RISKS
RISKS BUSINESS UNITS
Navantia policies
These are cross-cutting risks, affecting as they do several
C
 ompliance, ethics and Cybersecurity Credit risk Dependence on and assurance of supplies
corporate management bodies, and may impact on
transparency from key suppliers
company strategy and reputation, and on cybersecurity.
Country risk Programme contracts Moreover, they refer to those not found in the other risk
SHORT classifications.
Risk of another COVID-19 outbreak

3
TERM
OUR ROLE IN
Delay in making investments SHORT TERM
SUSTAINABLE TRANSITION
Deviation of programme margins
Cybersecurity: lack of a suitable level of protection
against undue access to information, inadequate control

4
Not being able to participate mechanisms, slow and unreliable response to cyber
PEOPLE AS in European projects
DRIVERS OF CHANGE MEDIUM attacks and ineffective vulnerability management. An
TERM Liability for hidden defects insufficient level of cybersecurity jeopardises company
and accidents reputation, impairs the profit and loss account and capital
structure and may cause a partial or complete suspension

5
of activities. The actions carried out focus on reinforcing
NAVANTIA, CREATING the level of protection, adequate access to information,
OPPORTUNITIES rise in cybernetic vigilance and better response to and
management of vulnerabilities.

A ANNEXES
Country Risk: this is related to operating or maintaining
a business relationship with a particular country where
there may be political instability, social unrest, poor
macroeconomic conditions, currency shortages, poor
country reputation, possibility of default, as well as a
significant deterioration in sovereign credit ratings.

31
NAVANTIA GROUP Sustainability Report

MEDIUM TERM C. OPERATIONAL/BUSINESS UNIT RISKS

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE Not being able to participate in European projects:
this refers to the difficulty in identifying and accessing These refer to risks that are inherent to the production process and are associated with failures to meet
European funded projects, as well as the a posteriori deadlines, the cost and quality of its programmes/projects/processes, the technological complexity of its

2 CORPORATE GOVERNANCE
justification of funding use to the corresponding
administration bodies. As a mitigating measure, among
other actions, consortia have been created with other
products and services and information technologies. Moreover, they also encompass environmental and
occupational health and safety risks arising from business activities.
G
 overnance body
European sector companies to participate in European
commitment
projects.
N
 avantia future: risks and SHORT TERM
opportunities Liability for Hidden Defects and Accidents: risk linked
to the possible charges or liability for possible Navantia Dependence on and assurance of supplies from key Delays in making investments: risk related
Navantia policies suppliers: on the one hand, the risk associated with to a possible delay in making an investment
ship, systems or product hidden defects or accidents.
C
 ompliance, ethics and Among the mitigation measures is having all the technical over-dependence on suppliers or a lack of diversification required owing to insufficient economic,
transparency information available in due time and form to accredit in the supplier portfolio; and on the other hand, this risk material or human resources, technical
the proper and safe production/construction of company refers to the management of the supply chain regarding difficulties in making the investment properly,
products. the assurance of the supply of goods, raw materials and failing to meet administrative deadlines
energy on time and suitably priced, as well compliance which, in short, negatively impact on following

3 OUR ROLE IN
SUSTAINABLE TRANSITION
B. FINANCIAL RISKS
with ESG standards in the supply chain.

Programme contracts: risk related to insufficient


through on the Strategic Plan.

Deviation from margins in programmes:


contracts on account of, among other things, inadequate risk planning, management and/
unsuccessful sales actions, product and services or performance related to unique projects

4 PEOPLE AS
DRIVERS OF CHANGE
These risks are understood as those arising from adverse
financial consequences, such as those that affect
company liquidity and its capital structure, customer
catalogue failing to meet market demand, price
imbalance and target customer budgetary difficulties.
or ones that are highly complex, delays, cost
overruns, suspension of operations, contract
breaches, etc., that may lead to deviations
COVID-19 outbreak risk: early stages of the pandemic from budgeted programme margins. Margin
debts and market risks, which encompass exchange and
brought production to a halt, negatively impacting on deviations can jeopardise the successful
interest rate risks.

5
Navantia’s income statement. To mitigate this risk, among completion of programmes, causing a drop
NAVANTIA, CREATING
other actions, work has been done on strengthening of returns in the income statement and a
OPPORTUNITIES SHORT TERM personal health and safety by increasing the number of weakening of company capital structure.
COVID tests done to avoid potential outbreaks and to
Credit risk: risks arising from customer debts owing adequately attend to business by reducing quarantine

A ANNEXES
to possible loss on account of a customer breach of
contract conditions and the risk of the undue calling-in of
guarantees or bonds that have been given to customers
times. Moreover, a Living with COVID-19 Plan was defined,
in addition to the continuous updating of the different
sections in the Occupational Health and Safety protocol.
under signed contracts.

32
NAVANTIA GROUP Sustainability Report

Navantia measures to Risk management and


1 NAVANTIA, GENERATING
SUSTAINABLE VALUE tackle business risks assessment procedures
Business risks related to Navantia customers and potential

2 customers are mitigated via due diligence procedures and The risk management procedure is regulated under the
CORPORATE GOVERNANCE Corporate Risks and Opportunities Policy in accordance with Risk identification, classification
internally regulated procedural instructions. Moreover, and scaling
especially for situations involving major customer turnover the standard, ISO 31000:2009 Risk management - Principles
G
 overnance body and guidelines.
– such as repairs – there is a credit worthiness verification
commitment
procedure in place conducted by Financial Management Moving down a level in the regulatory hierarchy, the
N
 avantia future: risks and on a case-by-case basis. There is a regulated approval corporate standard N-003 develops the Navantia risk
opportunities process for suppliers by way of a questionnaire that management procedure in greater details, dealing with
Navantia policies must be completed, which also contains a due diligence the identification of risks by both Management Committee Assessment
procedure. members and operational and business unit/programme
C
 ompliance, ethics and
transparency SAES, for its part, mitigates risks in its relations with management bodies.
customers and potential customers via due diligence Once identified, the risks are assessed in accordance with
procedures and internally regulated procedural the likelihood of their occurring and the impact they would
instructions. As far as suppliers are concerned, it has a

3
have on the company. Definition of action
OUR ROLE IN regulated approval process in place by way of completing plans and controls
SUSTAINABLE TRANSITION a questionnaire. Moreover, this includes a due diligence Mitigating action plans are defined for the risks identified,
procedure for major turnover suppliers. which are geared towards avoiding, reducing, sharing or
tolerating the risk, and indicators are established to make
With respect to its business relations with its suppliers, it possible to determine their evolution to adopt or, where

4 PEOPLE AS
DRIVERS OF CHANGE
SAINSEL sends them Due Diligence questionnaires,
which once completed and returned are then passed
on to the Crime Risk Prevention Committee for analysis.
appropriate, review them.

Risks are monitored to verify their evolution and, where


Supervision and updating
Furthermore, Confidentiality Agreements are signed to appropriate, determine new ones or modify already existing
avoid the risk of any disclosing of information between ones.

5
them.
NAVANTIA, CREATING Certain scaling criteria are applied to risks to include them,
OPPORTUNITIES where appropriate, as part of the corporate risk category.
Quality procedure P-C-CAL-008 comprehensively regulates Reporting
how the programme risks must be managed from the pre-

A ANNEXES
contractual stage up to programme completion.

The most important management body and programme


risks are regularly reported to company governance bodies
to adopt the advisable corrective measures and assign the
necessary resources with a view to mitigating the risks and
more effectively following through on company strategy and
meeting company goals.

33
NAVANTIA GROUP Sustainability Report

The SAES Risk Management procedure SAINSEL has a Risk Management Procedure that describes

1
seeks to establish the guidelines to be risk identification, assessment, classification and
NAVANTIA, GENERATING
followed in the organisation to manage risks, monitoring. Identified risks are represented graphically in
SUSTAINABLE VALUE
thus a Risk Management Plan is prepared a risk map and are monitored, depending on their impact
aimed at minimising the likelihood of them and likelihood of occurrence, by the different committees:

2
occurring. Management, Quality, Projects and/or Crime Risk Prevention,
CORPORATE GOVERNANCE which review, analyse and take actions to close or mitigate
the risks in question.
G
 overnance body Guidelines are established to implement the risk management process,
commitment which include: The risks identified in SAINSEL are basically grouped into:

N
 avantia future: risks and A. Planning risk management.
opportunities
B. Identifying the risks.
Navantia policies
C. Analysing risks.
C
 ompliance, ethics and Business
Corporate Crime
transparency D. Planning the response to risks. area
risks risks
E. Supervising and controlling risks. risks

The following diagram graphically illustrates the SAES risk management

3 OUR ROLE IN
SUSTAINABLE TRANSITION
process.

Planning

4 PEOPLE AS
DRIVERS OF CHANGE

Identification

5 NAVANTIA, CREATING
OPPORTUNITIES
Supervision
and control

Analysis

A ANNEXES

Response planning

Supervision Information flow Sequential flow


and control

34
NAVANTIA GROUP Sustainability Report

1 Navantia Policies 102-15, 102-30, 102-16]


GRI
NAVANTIA, GENERATING
SUSTAINABLE VALUE

2 CORPORATE GOVERNANCE On the basis of this Corporate Governance model, Navantia commits to following cutting-edge good governance practices with a
view to maintaining and improving stakeholder trust, attracting talent and boosting brand image.
G
 overnance body
commitment
Navantia has a set of corporate policies in place that constitute a statement of commitment that defines the general framework for actions in each of its respective areas of
N
 avantia future: risks and application, which in turn impact on the perceived image of the company.
opportunities
Navantia policies
C
 ompliance, ethics and
transparency

3 OUR ROLE IN
SUSTAINABLE TRANSITION Anti-corruption and
Compliance
Purchases Quality, Prevention and
Environment
People Management Privacy

Through this policy The company seeks to Through this policy


This policy cuts across Navantia commits, among Navantia intends, with respect define and implement the company attests

4 PEOPLE AS
DRIVERS OF CHANGE
all business activity and
reflects the Navantia
Board of Director’s and
other objectives, to
applying the principles
of publicity, competition,
to these three policy areas,
to assure that the quality of
its processes, products and
a model that allows
it to attract, drive and
retain talent, while also
to its unequivocal
commitment to
the right to privacy
Senior Management's transparency, services enable it to meet fostering the personal of everybody, staff,
commitment to confidentiality, equality customer requirements, and professional suppliers and

5 NAVANTIA, CREATING
OPPORTUNITIES
inculcating its ethical
values and legal
compliance in all those
and non-discrimination
to its procurement
procedures, thereby
thus driving towards its goal
of achieving ‘zero defects’.
Moreover, Navantia is committed
growth of all company
employees. Through
this policy, Navantia
customers to whose
personal data it has
direct or indirect
countries where it assuring that contracts to providing healthy and safety advocates the access.
operates. Moreover, the are awarded to the working conditions, as well as development of a

A ANNEXES Compliance Management


System makes it possible
to ensure firm control
best price-quality ratio
tenders.
to protecting the environment
and fighting against climate
change to further consolidate
new people-centred
company culture.

over company information it as a sustainable, strategic


and processes. and international shipbuilding
company.

35
NAVANTIA GROUP Sustainability Report

These policies constitute the cornerstone of the Navantia

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
document structure, which also comprises standards,
procedures and instructions. Company documentation taken
as a whole, and its continuous adapting to company needs
and development, helps the company to follow a clear and

2 CORPORATE GOVERNANCE
Investment and innovation

This policy is based on


Corporate Social
Responsibility
Risks

This policy is underpinned by


successful course to enable it to meet its goals.

G
 overnance body
principles such as driving digital This policy seeks to Board leadership, which must
commitment
transformation, promoting align the corporate ensure that the organisation
N
 avantia future: risks and R&D&I activities, espousing new strategy with the work to ensure that the
opportunities technologies and disruptive 2030 Agenda and main risks threatening Board of Directors’
Navantia policies business models, progressing its 17 Sustainable the Navantia strategy are (BoD)
towards an increasingly more Development Goals by identified, analysed, managed,
C
 ompliance, ethics and innovative culture that extends integrating them into controlled and/or mitigated
transparency
throughout the entire value the organisation and and reported, through risk
chain. committing to strategies management, while also
based on responsible identifying opportunities.
Standards

3
business management.
OUR ROLE IN

ES
SUSTAINABLE TRANSITION

CI
LI
PO
Procedures

4 PEOPLE AS
DRIVERS OF CHANGE
Security Economic and financial Bidding
planning Instructions
Protection of the physical Navantia participates in a

5 NAVANTIA, CREATING
OPPORTUNITIES
safety and security of Navantia
personnel, company land
and port facilities are covered
Navantia, through this
policy, establishes
medium- and long-
wide range of procurement
competitions and tender
processes in its different
by this policy, with a view to term economic goals lines of businesses, offering
contributing to the normal and operating budgets, global and competitive

A ANNEXES undertaking of company


activities. It also deals with
digital security to ensure the
the monitoring and
meeting of which are of
the utmost importance
solutions that can be
adapted to customer needs
and which are developed
Committees and processes are
specifically detailed in a document
normal operation of systems for the company, to meet changing market structure, comprising policies, rules,
and networks and information while always acting in requirements. procedures and instructions
security, to protect information accordance with certain
classified as official or sensitive basic principles.
for Navantia.

36
NAVANTIA GROUP Sustainability Report

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
Compliance, ethics and transparency GRI 103-2; 102-16; 205-1; 205-2; 205-3; 419-1

2 CORPORATE GOVERNANCE Law 19/2013 of 9 December on transparency, access to public information and good governance applies to Navantia on account of
providing for relevant information that affects it.
G
 overnance body
commitment
N
 avantia future: risks and Navantia has developed a model to Compliance committee: Whistleblowing channel Transparency:
opportunities prevent crime and has unified procedures
Navantia policies and controls implemented to prevent This is the independent control body, After duly and confidentially identifying Navantia espouses active publicity,
and mitigate crime-related risks. The the task of which is to promote and themselves, a person can report allegedly publishing as it does organisational,
C
 ompliance, ethics and coordinate the implementation, unlawful conduct, breaches of the code of economic, budgetary planning and
Navantia Compliance Manual contains the
transparency supervision, monitoring and control of the conduct or any unwarranted or irregular statistical information. In this way, it
Compliance System implemented in the
company from a Spanish Criminal Code Navantia Code of Conduct and its Crime conduct against Navantia interests. meets the right of the general public to
perspective. This manual applies to all and Anti-Corruption Compliance Systems. Inquiries conducted will respect the access public information, which can also

3
employees, executives and persons that Its comprises the Chief Compliance principle of the presumption of interest be requested by:
OUR ROLE IN Officer and the directors of Human and other procedural guarantees, while
answer to Navantia and its subsidiaries, as
SUSTAINABLE TRANSITION Resources, Legal Advice and Finance. also ensuring the confidentiality and Post from Navantia, S.A. S.M.E.
well as to its legal representatives and de
jure or de facto directors. The Chief Compliance Officer chairs the anonymity of whistleblowers, as well as Calle Velázquez 132, 28006 Madrid.
Committee, coordinates its functioning, keeping them free from reprisals. The
Besides the Compliance Manual, Navantia Email:
and defines the annual work plans Chief Compliance Officer and the Head

4 PEOPLE AS has a Code of Conduct that specifies [email protected] or over


to supervise, monitor and control the of Integrity and Crime Compliance are
DRIVERS OF CHANGE the standard of conduct that Navantia the transparency web portal.
Navantia Code of Conduct and its Crime in charge of analysing and assessing the
wants to be observed in all of its business and Anti-Corruption Compliance Systems. reports received.
activities, reflecting in writing the
company commitment to its principles Email:

5 NAVANTIA, CREATING and values. [email protected]


OPPORTUNITIES
The Code of Conduct is addressed to
those people and entities that provide
services to Navantia as directors,

A ANNEXES
executives or workers. Moreover,
customers, suppliers, advisers and all
other people or entities professionally
related to or that do business with
Navantia must familiarise themselves with
its Code of Conduct.

37
NAVANTIA GROUP Sustainability Report

Corruption and money laundering


1 NAVANTIA, GENERATING
SUSTAINABLE VALUE

The Navantia Code of Business Conduct expressly As far as the remuneration of suppliers, agents, It is not permitted to establish business relations with

2 CORPORATE GOVERNANCE
prohibits any corrupt practice. Accordingly, no Navantia
employee or representative can promise, offer, pay, make
or receive gifts and payments to/from third parties, either
intermediaries or any other third party is concerned:

P
 ayments must reasonably and rationally reflect the
persons under any of the following circumstances:

L
 egal and/or natural persons with a public police
G
 overnance body in cash or in kind, with a view to: value of the services provided. or criminal record, or with persons prohibited from
commitment trading, or with respect to whom information is
Influencing any act or decision. T
 hose receiving payment must have an accredited available that contains compelling evidence of them
N
 avantia future: risks and track record in the business in question.
opportunities being involved in criminal activities, especially those
S
 peeding up payments, regardless of whether or not related or linked to corruption.
Navantia policies local law permits such actions. S
 uppliers, agents or intermediaries must not have been
referred on, or recommended by, public officials. L
 egal and/or natural persons with respect to whom
C
 ompliance, ethics and
Inducing a third party to take, or omit to take, any evidence has been detected, or there is well-founded
transparency T
 he services provided must be lawful and the nature
action that constitutes a breach of their duties. suspicion, that they have been convicted of, or been
and prices of the same must be indicated in a contract
in found in breach of regulations regarding, corruption,
A
 ssuring any undue advantage. or purchase order, have been accepted beforehand by
money laundering or the financing of terrorism.
the Procurement Committee or, where appropriate, the

3 OUR ROLE IN
SUSTAINABLE TRANSITION
Inducing any third party to use their influence and
sway the decision of another agent so that Navantia, its
employees, representatives and related persons obtain
Management Committee as per internal regulations.

It is forbidden to make any type of corrupt payment


or maintain any type of business relationship. through intermediaries and to knowingly make a
payment to any third party which, either wholly or, in

4 PEOPLE AS
DRIVERS OF CHANGE
part, will be directly or indirectly channelled to a public
official.

5 NAVANTIA, CREATING
OPPORTUNITIES
ISO 37001:2016 certification

The Navantia Anti-corruption System is certified under ISO 37001:2016, which can be smoothly

A ANNEXES integrated into other management systems, thereby assuring prevention against bribery by applying the
best international practices.

38
NAVANTIA GROUP Sustainability Report

Crime risk map


1 NAVANTIA, GENERATING
SUSTAINABLE VALUE

The Navantia risk management process is defined in its To properly control crime risks, risk managers are in

2 CORPORATE GOVERNANCE
Risk Policy and in the Risk Management Standard, as
are the crime risks. Notwithstanding, crime risk at SAES
and SAINSEL is managed through the Compliance and
constant communication with the prevention body,
reporting incidents, seeking clarification about doubts
regarding the risks inherent to a particular activity, as well
G
 overnance body Criminal Risk Prevention Manual and the Criminal Risk as with respect to other issues that may affect them.
commitment Prevention model respectively. As the services provided On the basis of such ordinary communications, the
N
 avantia future: risks and by Navantia Australia are controlled directly or indirectly prevention body gets to know the evolution of the control
opportunities by the Commonwealth, it is deemed unnecessary to system and its different procedures and may identify,
implement a formal crime risk assessment process. where appropriate, areas for improvement.
Navantia policies
C
 ompliance, ethics and To prioritise the crime risks to which Navantia is exposed As a result of the re-assessment of crime risks, and also
transparency and to be able to determine their importance according owing to the updating of regulations during the year to
to the higher exposure level associated with them, risks adapt to the new organisation structure defined in the
have been categorised taking into account criteria used company, a comprehensive review was conducted on the
to assess the impact and probability of their occurrence, controls defined in company procedures, their adaptation

3 OUR ROLE IN
SUSTAINABLE TRANSITION
as well as the opinion of Navantia directors, in such a way
as to bring together the greatest knowledge possible and
better adjust them to the company reality.
to the new organisation, while also identifying new
managers to implement and supervise them.

This action, essential to controlling and monitoring the


Crime risk assessment takes the following topics into compliance risks identified, was successfully conducted

4
account: in the course of the year, resulting in the incorporation of
PEOPLE AS the updated controls into the IT tool (SAP-Governance
DRIVERS OF CHANGE Impact: The damage that the occurrence of a Risk) that facilitates their appropriate control and
particular risk would have on Navantia goals. This is monitoring.
scored on a scale of 0 to 5.

5 NAVANTIA, CREATING
OPPORTUNITIES
 ikelihood of occurrence: Probability that the risk
L
occurs before factoring in the controls implemented
to mitigate the inherent risk. The number of functions
that are exposed to the risk occurring and the company
record are taken into account when calculating

A ANNEXES probability. This is scored on a scale of 0 to 5.

39
NAVANTIA GROUP Sustainability Report

Respect for human rights


1 NAVANTIA, GENERATING
SUSTAINABLE VALUE

The Navantia Code of Business Conduct, readily available Furthermore, labour rights, freedom of association and Further to the foregoing, no report or breach of human or

2 CORPORATE GOVERNANCE on our website, dedicates Chapter III therein to Respect


for people, which is a core principle for all Navantia
actions. Respectful treatment of people and strict
the right to collective bargaining are copper-fastened and
regulated in the I Inter-centre Agreement, thereby fully
complying with International Labour Organization (ILO)
labour rights was reported in 2021.

G
 overnance body
observance of human rights figure prominently in both Convention framework. The company ensures that all of
commitment
the Code of Conduct and in company values. its employees are equally treated and not discriminated
N
 avantia future: risks and against on account of their race, colour, religion, gender or
opportunities Navantia is committed to the abolition of child labour sexual orientation, nationality, age, pregnancy, degree of
Navantia policies and the elimination of forced or compulsory labour, an disability and other legally protected circumstances.
aspiration it likewise makes clear in Chapter III of its Code
C
 ompliance, ethics and of Conduct.
transparency

3 OUR ROLE IN
SUSTAINABLE TRANSITION

4 PEOPLE AS
DRIVERS OF CHANGE

5 NAVANTIA, CREATING
OPPORTUNITIES

A ANNEXES

40
NAVANTIA GROUP Sustainability Report

3
1 NAVANTIA, GENERATING

OUR ROLE IN THE


SUSTAINABLE VALUE

2 CORPORATE GOVERNANCE
SUSTAINABLE TRANSITION
3 OUR ROLE IN
SUSTAINABLE TRANSITION

Environmental protection and Environmental Protection and Management


management
Circular Navantia and ecodesign Circular Navantia and Ecodesign
Biodiversity and the marine
environment Biodiversity and the Marine Environment

4 PEOPLE AS
DRIVERS OF CHANGE

5 NAVANTIA, CREATING
OPPORTUNITIES
ENVIRONMENT

A ANNEXES

41
NAVANTIA GROUP Sustainability Report

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE Environmental Protection GRI 102-11, 102-15, 103-2, 302-1, 302-4, 302-3, 303-1, 303-5, 305-7

and Management
2 CORPORATE GOVERNANCE

3 OUR ROLE IN
SUSTAINABLE TRANSITION
Navantia contributes to the fight against climate change by advocating a sustainable shipbuilding industry, managing its factories
in such a way as to minimise environmental impact by designing and building products to the most demanding international
standards to protect the environment in general, and the marine environment in particular.
Environmental protection and
management
Circular Navantia and ecodesign
The company, mindful as it is of growing social concern about
Biodiversity and the marine
protecting our planet, identifies and assesses existing environmental
environment
aspects and the associated risks to control and avoid or reduce the
impacts its activities may cause.

To articulate to this approach, the company has a Quality, Occupational

4 PEOPLE AS
DRIVERS OF CHANGE
Health and Safety and Environment Policy in place that establishes
its commitment to protecting the environment as a core strategic
requirement. This policy contains explicit commitments such as
compliance with legal requirements, continuous improvement and the
fight against climate change.

5 NAVANTIA, CREATING
OPPORTUNITIES Likewise, the Navantia Corporate Social Responsibility Policy expressly
refers to company environmental commitments such as those to:

▪ Reduce the carbon footprint of its processes and drive initiatives to

A ANNEXES
offset it.

▪ Pursue a circular economy approach and encourage initiatives that


foster greater environmental responsibility.

▪ Include respect for the environment in the criteria it uses to design


its products and services.

▪ Support actions that foster the conservation and sustainable use of


the oceans and seas.

42
NAVANTIA GROUP Sustainability Report

Instruction and training in, and awareness raising to, environmental issues is essential for both its staff and those of the auxiliary companies that

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
work at its facilities to effectively control the impact of Navantia activities on the environment, as are the resources allocated to these matters:

2 CORPORATE GOVERNANCE
Data on environmental training for company staff (2021)

Hours of
Total effort in the Environment Area and number of people
dedicated to environmental management (€ in thousands)

No. of training activities No. of attendees at


Geographical centre environmental
undertaken training actions

3
training Environment effort (€ in thousands) 2021 2020
OUR ROLE IN
SUSTAINABLE TRANSITION Ría de Ferrol 28 243 2,491
Total Environment effort 6,116 6,303
Dársena de Cartagena 11 49 534
Environmental protection and Allocated provisions 18 18
management Bahía de Cádiz 16 160 1,235
Expenditure (provisions net) 4,439 4,351
Circular Navantia and ecodesign Madrid 10 43 196
Investments made 1,659 1,934
Biodiversity and the marine Navantia 65 495 4,456
environment
No. of people 2021 2020

Number of employees who receive the onboarding seminar on Dedicated to Environmental management 24 22

4 PEOPLE AS
DRIVERS OF CHANGE
environmental matters (2021)

No. of auxiliary company employees who receive the onboarding Per work centre
Ría de Ferrol

Dársena de Cartagena
10
6
9

5
Geographical centre
seminar
Bahía de Cádiz 8 8

5
Ría de Ferrol 1,816
NAVANTIA, CREATING
OPPORTUNITIES Dársena de Cartagena* 1,885
Bahía de Cádiz 3,649
Madrid 79

A ANNEXES Navantia 7,429

* Total number of employees who receive the onboarding seminar (At Cartagena Auxiliary Industry and Temp
companies are registered jointly)

43
NAVANTIA GROUP Sustainability Report

To attest to its commitment to the regions where Navantia operates, the company is Promoting
1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
designing a decarbonisation plan to develop initiatives geared towards reducing and
offsetting its carbon footprint. Based on its sustainability strategy, the company has clean energy
set the goal of reaching carbon neutrality by 2040.

2
Navantia participates in the generation of clean
CORPORATE GOVERNANCE energy by building platforms for the offshore
wind power industry, which harnesses the
constant sea wind conditions to obtain this
With a view to contributing to these goals, Navantia has Sustainable Development and energy. In keeping with this activity, the company

3
already taken the first steps to create an energy model Climate Change Awards
OUR ROLE IN has participated in recent years in the building
based on energy saving, energy efficiency and on the
SUSTAINABLE TRANSITION of fixed and floating structures and installations
distributed generation of renewably sourced energy at
Navantia received the Corporate Social required by offshore wind farms. By way of these
its facilities. Moreover, it has defined other goals related
Environmental protection and Responsibility Award for the Environment initiatives, Navantia boosts its commitment
to waste management and the reduction of its impact
management given by the Department of the Environment to the energy transition, green recovery and
on biodiversity and the marine environment as a result
of the Autonomous Community of Murcia at employment associated with future renewable
Circular Navantia and ecodesign of its activity.
the X Sustainable Development and Climate energy projects.
Biodiversity and the marine Furthermore, Navantia has successfully passed Bureau Change Awards. The award given to Navantia
environment Veritas Certification audits on the “Zero Waste to was in recognition for projects, activities
Landfill Commitment” at all of its production centres, and commitments voluntarily undertaken by
thus accrediting the organisation’s commitment to companies and organisations in relation to the
allocating a high a percentage as possible of waste

4
environment and climate change in terms of
PEOPLE AS recovery and recycling instead of sending it off for Corporate Social Responsibility.
DRIVERS OF CHANGE dumping at landfills.

5 NAVANTIA, CREATING
OPPORTUNITIES

Navantia carries the Government


A ANNEXES of Andalusia Environmental
Quality Mark in recognition of the
excellence of its environmental
management model.

44
NAVANTIA GROUP Sustainability Report

Environmental assessment and certification Preventive and investment


1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
The company has a Corporate Environmental
approach to environmental
Management Manual, which is the basic document improvements
2 CORPORATE GOVERNANCE
that describes the environmental management
measures taken by Navantia.
Navantia is certified under ISO
14001:2015 at all its Production The methodology used to prevent environmental risks
at Navantia is the one described in the UNE 150008
The company has opted for a unified environmental Centres: Bahía de Cádiz, Ría
standard, in addition to other prevention and mitigation
management model for all Navantia businesses de Ferrol and Dársena de

3 OUR ROLE IN
SUSTAINABLE TRANSITION
and facilities to implement its Environmental
Management System. This model has the following
advantages:
Cartagena, as well as at the
head office in Madrid.
measures adopted on a case-by-case basis. By applying
this standard the company intends to create the
conditions for those agents involved in the analysis,
assessment and processing of the environmental risk to
Environmental protection and
▪ Alignment of the different organisation policies and work to a uniform method and use a standard vocabulary.
management
goals.
Circular Navantia and ecodesign Moreover, Navantia has tools to identify and assess
▪ Harmonisation of different management criteria. environmental risks arising from its corporate activities
Biodiversity and the marine
and to establish the basis for the effective management
environment
▪ Simplification of the Environmental Management of the said risks.
System document structure.
A key part of environmental risk prevention is the regular
Less global effort to train personnel. carrying out of environmental emergency simulation

4

PEOPLE AS exercises.
DRIVERS OF CHANGE ▪ Greater effectiveness and efficiency in implementing
and maintaining the Environmental Management
System.
Emergency simulations by

5
▪ Integration of management control and information. geographical centre (2021)
NAVANTIA, CREATING
OPPORTUNITIES ▪ Leverage of the synergies at the different facilities.

The end goal of the Environmental Management Geographical centre Simulations carried out

A
System is to continuously improve environmental
ANNEXES performance, providing guarantees that legal
Ría de Ferrol 5
and regulatory requirements are met and kept
permanently up-to-date. The scope of application of Dársena de Cartagena 3
the system is all those geographical locations where
Bahía de Cádiz 3
the company conducts its operations.
Navantia 11

45
NAVANTIA GROUP Sustainability Report

The precautionary Prevention and control measures against atmospheric


1 NAVANTIA, GENERATING
SUSTAINABLE VALUE approach at Navantia emissions

2
Navantia took out a €10 million insurance policy for There are procedures in place at Navantia that define the process to be followed to control pollutant chemical emissions
CORPORATE GOVERNANCE 2021 as a financial guarantee to cover any possible into the atmosphere, which also contain both identification of emission sources as well as the measurements to be
environmental liability the company might incur as done so that, should it prove necessary, the appropriate preventive and/or corrective measures can be established.
a result of the industrial activities undertaken at its
facilities.

3 OUR ROLE IN
SUSTAINABLE TRANSITION Moreover, an Environmental Risk Analysis (ERA)
was carried out to quantify the financial guarantee
Measurement of emission sources into the atmosphere (2021)

Environmental protection and at its San Fernando, Cádiz, Puerto Real, Ferrol and
Fene work centres. A provision of €18,000 has been Geographical centre Measurements done Measurements within the legal limit
management
made for liabilities with regard to a risk of polluted Ría de Ferrol 19 19
Circular Navantia and ecodesign ground declaration at Navantia – Cádiz.
Dársena de Cartagena 27 27
Biodiversity and the marine
environment Bahía de Cádiz 5 5
Navantia 51 51

4 PEOPLE AS
DRIVERS OF CHANGE
Pollution reduction
and prevention
The company took the following actions to enhance the different practices and resources used in relation to atmospheric
pollution prevention activities:

Geographical Actions to prevent atmospheric pollution


Navantia promotes the design and building of

5
location
NAVANTIA, CREATING less contaminating vessels, which greatly exceed
OPPORTUNITIES the requirements demanded to comply with the
applicable international standards, to conserve and Navantia Work was completed on the change from fuel oil to natural gas as the fuel for two heating
sustainably use oceans, seas and marine resources Ría de Ferrol boilers at the turbine factory. This action seeks to increase the energy efficiency of the boilers

A
for sustainable development. and maximise fuel consumption, reduce CO2 and pollutant gas emissions and improve the
ANNEXES process.
This commitment is not only related to the design,
but also extends to the construction phase by Navantia Internal audits on painting companies were done to trace consumption data,
means of the appropriate selection of materials Bahía de Cádiz environmental plans, personnel training and actions in emergencies.
to facilitate their secure and environmentally
sustainable recycling. Navantia Ships undergoing repairs continue to be encapsulated with a view to confining
Dársena de Cartagena the emission source.

Moreover, these procedures implement the process to be followed to monitor and control noise emission sources caused
by the activities done at the facilities, which are or may be emitted, to the surrounding area.

46
NAVANTIA GROUP Sustainability Report

Noise and light contamination prevention measures


1 NAVANTIA, GENERATING
SUSTAINABLE VALUE

The main sources of noise at Navantia are generated by Ambient noise is a significant issue only at those facilities Section 3 on Light Pollution of Law 7/2007 of 9 July on

2 CORPORATE GOVERNANCE
the following activities: that are located very near populated areas. In such cases,
organisational measures implemented to restrict noisy
work at nighttime is normal practice when planning the
the Integrated Management of Environmental Quality
excludes port activities’ lighting from its scope of
application.
work. These measures are stipulated in the Prevention

3
and Environment Plans for each works project. Regardless of the foregoing, the following measures
OUR ROLE IN should be pointed out that are geared towards
SUSTAINABLE TRANSITION Shot blasting The following noise measurements were taken in 2021: minimising light pollution.
Machinery
and pickling
and crane
Environmental protection and and descaling ▪ Changeover to lamps that do not emit light to the
movement
management work Noise measurements (2021) upper hemisphere in their installation position.
Circular Navantia and ecodesign ▪ Control of switching on/off of outdoor night lights.
Biodiversity and the marine
environment ▪ Training and instruction for company and
Measurements
Noise collaborator company personnel on the need to
Geographical centre within the
measurements legal limit optimise the use of natural lighting systems to
Extractions avoid the unnecessary use of artificial lighting.

4 PEOPLE AS
DRIVERS OF CHANGE Part
packaging
from ships and
workshops
and forced air
Ría de Ferrol

Dársena de Cartagena
6

1
6

conditioning of Bahía de Cádiz 6 6


confined

5 spaces Navantia 13 13
NAVANTIA, CREATING
OPPORTUNITIES

A ANNEXES

47
NAVANTIA GROUP Sustainability Report

Water consumption
1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
The following table shows water consumption by type. It covers both freshwater consumption as well as water
from other sources, which encompasses regenerated water from Wastewater Treatment Plants at Cádiz and

2 CORPORATE GOVERNANCE
Puerto Real work centres.

3
Water consumption by geographical centre (2021)
OUR ROLE IN
SUSTAINABLE TRANSITION

Environmental protection and Freshwater Water from other Total water Tot. water cons. per
Geographical centre
consumption (m3) sources (m3) consumption (m3) work hrs. (l/h)
management
Circular Navantia and ecodesign Ría de Ferrol 209,839 0 209,839 38.4
Biodiversity and the marine
Dársena de Cartagena 46,708 0 46,708 10.7
environment
Bahía de Cádiz 414,811 26,411 441,222 53.9

Madrid 1,278.87 0 1,278.87 3.0

4 PEOPLE AS
DRIVERS OF CHANGE Navantia 672,637 26,411 699,048 37.9

5 NAVANTIA, CREATING
OPPORTUNITIES
Annual evolution of water consumption (m3)

699.048

A
620.461
612.945
ANNEXES 566.179
536.697

2017 2018 2019 2020 2021

48
NAVANTIA GROUP Sustainability Report

Drainage prevention
1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
The implementation of the following water consumption
efficiency measures are worthy of note: and control measures

2
The company manages the wastewater drainage caused
CORPORATE GOVERNANCE by work centre activity at each geographical location.

Navantia Navantia – Navantia


Ría de Ferrol Dársena de Cartagena Bahía de Cádiz

3 OUR ROLE IN
SUSTAINABLE TRANSITION Geographical
location
Drainage prevention
and control actions
Environmental protection and Fitting of sensor controlled, Use of water saving devices Extension work was done
automatic closing taps - automatic closing taps - on the Marpol plant in
management Connection and wastewater
at toilet and bathroom at changing rooms. 2021, which will result in Navantia
Circular Navantia and ecodesign works at medical services an increase in wastewater Ría de Ferrol drainage authorisation is held for
facilities in Fene and Ferrol. treatment, thus making Ferrol facilities. A study has been
Biodiversity and the marine started to improve the integrated
Re-use of water used for it possible to use more
environment wastewater drainage network at
water tests on S80 tanks. regenerated water in
Improvement works to flushing processes. Fene facilities to eliminate current
water supply and drainage wastewater drainage into the Ría
networks to enhance water Study of water use and de Ferrol estuary.

4 PEOPLE AS
DRIVERS OF CHANGE
use. consumption at Navantia
Cartagena facilities
conducted by CETENMA.
The use of water to irrigate
green spaces at the centre
has been included in the
Navantia
Bahía de Cádiz
Wastewater generated at
Navantia Cádiz and Puerto
Study of water use at application of Navantia Real is channelled to the
Ferrol Tube Workshop Cádiz to renew its drainage Wastewater Treatment Plant at
facilities to optimise its Fitting of more water authorisation.

5
the shipyard. For its part, Navantia
NAVANTIA, CREATING consumption. meters. – San Fernando has a network in
OPPORTUNITIES accordance with centre drainage
A demineralising plant authorisations: authorisation for
Presentation of rainwater Monitoring of repairs. project has been drainage into public domain land-
use project at the block undertaken to treat water sea and authorisation to drain into

A ANNEXES factory.
Pipe replacements.
generated by plasma
machines at the Puerto
Real work centres to Navantia
the municipal sewage system.

Since May 2020, Navantia –


later channel it to the Dársena de Cartagena Dársena de Cartagena has
Wastewater Treatment obtained Integrated Environmental
Plant for subsequent use Authorisation pursuant to which it
as irrigation water for work is still authorised to drain cooling
centre green spaces. water into the sea. Supervision and
control plans were drafted by a
Public Administration Collaborating
Entity.

49
NAVANTIA GROUP Sustainability Report

Climate Change
1
GRI [GRI 305-1; 305-2; 305-3; 305-5; 201-2]
NAVANTIA, GENERATING
SUSTAINABLE VALUE

2 CORPORATE GOVERNANCE
The EU aims to become a CO2 neutral economy by 2050,
which envisages the investment of €100 billion from 2021 to
2027 to meet this goal. Spain’s National Energy and Climate
This measurement has been taken annually since 2018 in accordance with the ISO 14064 standard:

Plan (PNIEC) contains ambitious, total gross, greenhouse gas

3
emission reduction goals to the order of 90% by 2050, to
OUR ROLE IN which end it has set 2030 as a milestone for 20% emission
SUSTAINABLE TRANSITION SCOPE 1 SCOPE 2 SCOPE 3
reduction, while also aiming to generate 74% of its power from
renewable energies.
Environmental protection and Direct GHG emissions. Indirect GHG emissions Indirect GHG emissions
management Accordingly, it is putting the finishing touches to a risk and For instance, fuel emissions associated with the associated with the generation
caused by boilers, furnaces, generation of acquired and of electricity and other indirect
Circular Navantia and ecodesign opportunities map, which specifically contains those arising vehicles etc., which are owned or used electricity. emissions, such as the extraction
from climate change. controlled by the organisation. and production materials
Biodiversity and the marine acquired by the organisation and
environment To align itself with this context, Navantia, through its creation business trips.
of a new Sustainability Strategy has marked out the goals
to be met, consisting of reaching 55% decarbonisation by
2030 and 100% by 2040 (scopes 1 and 2), committing itself to

4 PEOPLE AS
DRIVERS OF CHANGE
measuring and reducing the carbon footprint caused by its
activity.
Every year Navantia verifies its carbon footprint for subsequent inclusion in the Carbon footprint, offset and
carbon dioxide sink projects register of the Ministry for Ecological Transition and the Demographic Challenge.

5 NAVANTIA, CREATING
OPPORTUNITIES

A ANNEXES

50
NAVANTIA GROUP Sustainability Report

Greenhouse gas (GHG) emissions


1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
Carbon footprint results for 2020 and 2021 are indicated below. It should be pointed The rise with respect the last two reporting years is basically due to the fuel required for

2
out that 2021 data may vary as the data extracted after the external, ISO 14064 based seaworthiness tests. Carbon footprint reduction is calculated by considering the first year
CORPORATE GOVERNANCE verification must be considered. for which data were made available, 2018, and assessing the evolution of scopes 1 and 2.

Total and geographical centre

3 OUR ROLE IN
SUSTAINABLE TRANSITION
2020
GHG emissions Annual evolution of greenhouse gas emissions
(t CO2 eq - scopes 1 and 2)

Environmental protection and


management Scope 1 Scope 2 Scope 3 Total emissions 51,269
Geographical centre
(t CO2 eq) (t CO2 eq) (t CO2 eq) (t CO2 eq)
Circular Navantia and ecodesign
Ría de Ferrol 3,939.99 0 67.53 4,007.52
Biodiversity and the marine
environment Dársena de Cartagena 1,988.28 0 74.58 2,062.86
25,980.96
Bahía de Cádiz 2,245.59 0 74.88 2,320.47
Madrid 93.40 218.08 311.48

4
13,959
PEOPLE AS Navantia, S.A. SME 8,267.26 218.08 216.99 8,702.33
DRIVERS OF CHANGE 8,485

2021
2018 2019 2020 2021

5
Scope 1 Scope 2 Total emissions
NAVANTIA, CREATING Geographical centre
(t CO2 eq) (t CO2 eq) (t CO2 eq)
OPPORTUNITIES
Ría de Ferrol 8,651.11 0.00 8,651.11 Intensity of GHG emissions
Dársena de Cartagena 1,812.37 0.00 1,812.37

A ANNEXES Bahía de Cádiz


Madrid
15,398.40
119.08
0.00
0.00
15,398.40
119.08
Geographical centre
2018
(kg CO2 eq/h tr)
2019
(kg CO2 eq/h tr)
2020
(kg CO2 eq/h tr)
2021
(kg CO2 eq/h tr)

Navantia, S.A. SME 25,980.96 0.00 25,980.96 Ría de Ferrol 2.02 0.63 0.676 1.584
Dársena de Cartagena 2.02 0.814 0.548 0.415
Bahía de Cádiz 2.42 0.979 0.244 1.881
In 2021, Navantia generated a total of 25,980.96 t of CO2 equivalent, corresponding to Madrid 0.83 0.999 0.74 0.276
direct emissions. There were no indirect emissions from the generation of the electricity
consumed. Neither were any scope 3 CO2 emissions generated from bioethanol Navantia, S.A. SME 2.21 0.707 0.445 1.412
decomposition, as none of the latter was used.

51
NAVANTIA GROUP Sustainability Report

Reduction measures
1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
Three types of different actions stand out with respect to the measures geared towards reducing greenhouse gas emissions:

2 CORPORATE GOVERNANCE
Energy consumption Sustainable mobility Management Actions

3
▪ The Madrid office has joined the rest ▪ Navantia participated in an initiative to ▪ A course was given on Climate Change and the Carbon
OUR ROLE IN
of the work centres, as it is now fully promote the use of the bicycle in April as a Footprint to the Ría de Ferrol factory staff.
SUSTAINABLE TRANSITION
supplied by renewable energy. sustainable mobility alternative, registering
3,808 km cycling by employees, which ▪ Integrated Environmental Authorisation (AAI) requirements
Environmental protection and ▪ Ría de Ferrol has replaced its fuel oil translates into a saving of 0.95 t CO2 being have been incorporated in the procedure at Dársena
management boilers with natural gas ones. released into the atmosphere. de Cartagena to control the plant’s emissions into the
Circular Navantia and ecodesign atmosphere.
▪ Work continued on replacing ▪ In June, it launched the “Move with
Biodiversity and the marine conventional lighting for LED lighting ▪ Participation of Navantia in the seminar on promoting
Navantia” project to foster sustainable
environment in offices, workshops and the exterior sustainability at the Institute of Business Innovation in the
mobility by mean of gaming and incentives
roadways at the Ría de Ferrol and Bahía over the www.navantiasemueve.com Balearic Islands, a Balearic Island Government Department
de Cádiz plants. website. Throughout 2021, Navantia of Industry entity, at which it shared the initiatives the
company carries out in relation to climate change and its

4
participants in the initiative travelled a total
PEOPLE AS ▪ Installation of movement sensors in
of 49,592 sustainable kilometres, thereby carbon footprint.
DRIVERS OF CHANGE vending machine and rest areas at the
avoiding the release of 12,198 kg of CO2 into
Bahía de Cádiz plant. ▪  ublication of the Navantia Forest initiative at Cabo Prior
P
the atmosphere.
for World Environment Day on 5 June.
▪ Elimination of the diesel engine emission
▪  ork continues on the installation of
W

5
test point at the Recorridos GGCC ▪ Transfer of the Mobility Study (carried out in 2020 by
NAVANTIA, CREATING charging points for electric vehicles at
workshop. the “Isaac Peral” Chair) to the sustainable mobility
OPPORTUNITIES Dársena de Cartagena and Bahía de Cádiz.
commission of Cartagena city (in which Navantia
▪ Consolidation of the IT energy Moreover, the tricycle fleet has risen, thus
participates).
management, monitoring and reducing the use of engine-driven vehicles
at Dársena.

A
optimisation system at the Bahía de ▪ Bahía de Cádiz work centre membership of the Puerto
ANNEXES Cádiz plant. Real City Council Municipal Plan against Climate Change
▪  issemination among the entire staff of
D
forum is formalised.
the Calls for MOVES II and III Aid (aid for
Sustainable Mobility in the Murcia Region). ▪ Participation in the Energy and Sustainable Climate Action
Institutional Forum (PACES) of the Cádiz City Council.
▪ Gradual replacement of Navantia vehicles
at Bahía de Cádiz for electrical and hybrid ▪  articipation in the institutional presentation of the
P
ones. Andalusian Climate Change Plan held in Seville and
presided over by the Minister for Agriculture, Livestock,
Fishing and Sustainable Development of the Autonomous
Community of Andalusia.

52
NAVANTIA GROUP Sustainability Report

Energy consumption Energy efficiency improvement measures


1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
Energy consumption figures are presented also taking into Against the background of the Decarbonisation ▪ Information on energy use and improvements for
account the annual work hours to make the relationship with Plan, in 2021 work was done towards quantifying proper energy efficiency management has been

2 CORPORATE GOVERNANCE
the workload in the different processes more reliable.

In 2021, the Head Office has signed up with the rest of the
Navantia energy demand, taking account
production processes at facilities, buildings (not
used for production, such as offices, warehouses,
included in onboarding chats and training given at
all Ría de Ferrol and Bahía de Cádiz centres;

geographical locations: Ría de Ferrol, Dársena de Cartagena etc.) and the electricity supply to moored ships. ▪ Biological treatment at the Cádiz wastewater
and Bahía de Cádiz in consuming energy that is guaranteed to treatment plant has been replaced with

3
The energy demand will be quantified taking
OUR ROLE IN come from a renewable source. into account electricity and emerging energy physicochemical treatment by coagulation –
SUSTAINABLE TRANSITION vectors that may in the future compete with flocculation processes. This new treatment,
electricity, such as green hydrogen, for example, in addition to obtaining a higher quality of
Environmental protection and with a view to planning, in the first stage of the regenerated water, does not require the
Electricity
management Electricity consumption per Decarbonisation Plan, the Navantia energy balance continuous aerating of bacterial culture using
Geographical centre consumption blower motors and the general shipyard air
Circular Navantia and ecodesign hour worked for two time horizons (2030 and 2040) and two
(kWh) (kWh/htr) network, thus minimising electricity consumption.
reference scenarios.
Biodiversity and the marine A study is being done to implement it next year
environment Ría de Ferrol 43,568,729 7.98
To this end, two energy audits done in 2020 at at the Navantia Puerto Real wastewater treatment
Dársena de Cartagena 19,292,560 4.42 all production centres (Ría de Ferrol, Dársena de plant;
Cartagena and Bahía de Cádiz) were used as a
Bahía de Cádiz 39,795,230 4.86 ▪ Replacement of transformers and heating
basis, in accordance with that which is provided

4 PEOPLE AS
DRIVERS OF CHANGE
Madrid
Navantia
879,600
103,536,119
2.04
5.63
for in Royal Decree 56/2006. The scope of these
audits included all the energy sources used at the
aforementioned facilities: electricity, natural gas,

systems at Cartagena;

Installation of photovoltaic panels to generate


electricity at the Cartagena Tests Workshop
propane, diesel and petrol.
and the carrying-out of a feasibility study on

5
The end purpose of the audits is to detect a set an increase of power at Cartagena Repairs
NAVANTIA, CREATING Annual evolution of electricity photovoltaic installations, which has been
OPPORTUNITIES of energy saving opportunities at each facility
consumption per hour worked (kWh/htr) determined as feasible;
that will serve as a key to define and plan energy
saving measures at each production centre, which
▪ Study of the feasibility of installing heat
will be included in the 2022 Environmental Goals

A
6.1 exchangers on the chemical cleaning tanks at the
5.63 Programme currently being defined.
ANNEXES 5 5.56 3.37 Cartagena Motors Factory;
Regardless of the foregoing, in 2021, the following
▪ Awareness raising campaigns have been
actions were undertaken to improve energy
conducted at the Bahía de Cádiz shipyards by
efficiency:
means of work chats at Auxiliary Companies
▪ Replacement of quite inefficient lighting and on the use of low-consumption lighting in their
halogens with LED lighting: equipment and at centre facilities.
2017 2018 2019 2020 2021
▪ Installation of movement sensors in communal
areas;

53
NAVANTIA GROUP Sustainability Report

Offsetting measures
1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
Though generated at a specific point, greenhouse gas emis- Over the years, Navantia has offset its emissions in differ-
Navantia - Dársena de
Cartagena is signed up to the
sions (GHG) spread globally into the atmosphere. Conse- ent projects, which are entered in the Carbon footprint, Life Forest CO2 programme that

2 CORPORATE GOVERNANCE
quently, GHG emissions in Spain have the same effect as
emissions anywhere on the planet.
offset and carbon dioxide sink projects register. seeks to promote sustainable
forest management and
systems as a tool to mitigate
Offsetting is the process of voluntarily investing in GHG
emission reduction projects under official standards that
climate change.

3 OUR ROLE IN
SUSTAINABLE TRANSITION
really accredit the existence of these reductions.

Environmental protection and


management
2018 2020
Circular Navantia and ecodesign
An emission offset (11 t) was carried Navantia – Bahía de Cádiz entry
Biodiversity and the marine out through a forest repopulation in the Andalusian Emission Offset
environment action in the Sierra de Gredos System (SACE) Register was
mountains. formalised.

4 PEOPLE AS
DRIVERS OF CHANGE
2019 2021
An emission offset (80 t) was Navantia has carried out offset

5
carried out through a forest actions focusing on the voluntary
NAVANTIA, CREATING repopulation project in Negreira (A purchasing of carbon credits with a
OPPORTUNITIES Coruña) view to avoiding the emission into
the atmosphere of CO2 eq through
reforestation projects in Spain.

A ANNEXES

Offsets in 2018 and 2019 were done by actions focusing


on the voluntary purchasing of carbon credits with a view
to avoiding the emission into the atmosphere of CO2 eq
through reforestation projects in Spain in 2020 and 2021.

All of the foregoing has made it possible for Navantia to be


annually included in the “I Compensate” stamp.

54
NAVANTIA GROUP Sustainability Report

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE Circular Navantia and Ecodesign GRI 301-1, 306-2

2 CORPORATE GOVERNANCE
Ecodesign

3 OUR ROLE IN Ecodesign consists in incorporating environmental criteria has been restricted to the upstream phase, which includes
SUSTAINABLE TRANSITION into the initial design stages, in such a way that it is the manufacturing of parametric materials used to build
considered as just another project requirement to ensure its the ship. Neither the use phase nor the end-of-life use has Navantia eco indicators:
feasibility and success. been considered.
Environmental protection and
management  arbon footprint: The
C
Navantia corporate goals in terms of ecodesign comprise: the ▪ Study of the different specific sector regulations that results of the Lifecycle
Circular Navantia and ecodesign commitment to the environment as a premise for design and apply to environmental matters, such as the main Ship Analysis were used to
production activity; the need to be at the cutting edge of tech- Classification Societies’ classification standards and calculate it, the scope of
Biodiversity and the marine
nological advances to enhance its future market positioning MARPOL and IMO requirements. which is described above.
environment
and competitiveness; and the industrial transition towards the It is expressed in kg
design of sustainable, non-pollutant, circular, competitive and ▪ Modular design methodology, which endows the platform
with greater flexibility, thereby making possible savings CO₂ equivalent obtained
environmentally neutral projects. The following are the main by ship’s ton, thereby
on material and emission reductions, where possible by

4
actions that have been taken in pursuit of these goals: standardising the index
PEOPLE AS using the same platform to undertake increasingly more
DRIVERS OF CHANGE ▪ Analysis of the lifecycle of the standard ship to make it missions. and its application can be
possible to identify critical product points and facilitate generalised to the rest of
decision-making geared towards introducing environmental ▪ Identification of the equipment installed on board that the ships.
improvements into the design. In this first stage, the study consumes most and contributes to emissions.

5 NAVANTIA, CREATING
OPPORTUNITIES  nergy Efficiency
E
Design Index (EEDI):
It is calculated on
the basis of the IMO

A ANNEXES
regulation, which
measures a ship's
emissions by its capacity.
This regulation is geared
towards merchant ships,
so its application to navy
ships is excluded from
the regulation, requiring
adaptation of the
calculation to our activity.

55
NAVANTIA GROUP Sustainability Report

Waste management
1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
The new circular economy model represents the Waste generation and recovery indicators (2021)

2
first opportunity to generate a change in the way
CORPORATE GOVERNANCE we produce and consume since the industrial
revolution, seeking as it does to decouple
economic growth from resource consumption Dársena de
Ría de Ferrol Bahía de Cádiz Navantia
Cartagena
and the environmental impact to thereby assure a

3 OUR ROLE IN
SUSTAINABLE TRANSITION
prosperous society.

Human health and the environment are the major


Hazardous waste generated (t)
Hazardous waste recovered (t)
2,982.95
2,295.67
881.54
687.7
3,867.91
3,292.42
7,732
6,276

Environmental protection and core principles of our waste policy. Waste policy Non-hazardous waste generated (t) 9,396.41 6,515.67 17,816.27 33,728
management actions work to the following order of priority:
Non-hazardous waste recovered (t) 6,434.20 6,182.53 16,929.82 29,547
prevention (in waste generation); preparation
Circular Navantia and ecodesign for re-use; recycling; other types of recovery Total waste generated (t) 12,379 7,397 21,684 41,461
Biodiversity and the marine (including energy) and, lastly, waste elimination.
Total waste recovered (t) 8,729.87 6,870.23 20,222.24 35,822
environment These actions are covered by Navantia prevention,
re-use, reduction, recycling and waste recovery Waste generated per hour worked (kg/h) 2.27 1.69 2.65 2.30
policies. Waste recovery index (%) 71 93 93 86

4
Navantia promotes circular economy related
PEOPLE AS
projects, mindful as it is of its importance as
DRIVERS OF CHANGE
a key element in transforming towards a more
innovative, competitive and responsible growth Evolution of waste recovery index
and development model. A model that makes it 76.47 86.4
possible to maximise the resources available so

5 NAVANTIA, CREATING
OPPORTUNITIES
that they remain for longer in the productive cycle
and reduce waste generation, fully leveraging that
waste the generation of which it was impossible
65.55

to avoid. 45.58 46.71


39.27 39.73 42.15

A
56.47
ANNEXES On the basis of these premises, Navantia’s goal is
to recycle and recover as big a variety and amount 37.73
of non-hazardous waste as possible instead of
sending it to landfills. Accordingly, the waste
recovery index is defined as the percentage of 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
waste recovered from the total waste generated.

The aforementioned figure shows the evolution of the recovery index, defined as the percentage of waste (both hazardous
and non-hazardous) recovered. As can be seen, in 2021 the index downward trend continues, now standing at 86.4%.

56
NAVANTIA GROUP Sustainability Report

The following table shows the waste generation trend over the last five years. In relation to waste management and prevention, the company took part in the CEOE

1 NAVANTIA, GENERATING There was a 10% reduction in waste generation in 2021 with respect to 2020. Foundation campaign “Sustainable Digitalisation” by donating equipment IT equipment for
SUSTAINABLE VALUE use by NGOs. As part of this solidarity action, Navantia donated over a hundred unused items
of equipment, including monitors and peripherals. In this way, apart from contributing to the
development of the circular economy via the re-use of electrical and electronic appliances

2
at the end of their lifecycle, universal access to technology is fostered, thus generating new
CORPORATE GOVERNANCE Annual evolution of waste generation opportunities for people at risk of exclusion.

The activities undertaken at each Navantia production centre differ and, therefore, specific
53,238 actions have been designed to manage waste at each one:

3
50,961 51,377
OUR ROLE IN 47,022
SUSTAINABLE TRANSITION 43,821 43,422 41,461
39,871 39,417
33,728
Environmental protection and
management Navantia – Ría de Ferrol
Circular Navantia and ecodesign
9,072 7,605 7,955 7,732 ▪ At Navantia – Ría de Ferrol waste from civil engineering works is controlled by the
Biodiversity and the marine 7,400
Construction and Demolition Waste Instruction (CDI), which obliges those works that
environment
entail technical project approval to plan for the waste to be generated by means of a
2017 2018 2019 2020 2021 CDI Management Plan. Recycling is always prioritised in end management. Therefore, CDI
traceability is implemented up to waste end management.

4 PEOPLE AS
DRIVERS OF CHANGE
Hazardous waste
generated (t)
Non-hazardous waste
generated (t)
Total waste
generated (t)
▪ The preferential use of recycled materials is included as a stipulation in civil engineering
works that involve prior paving filling.

▪ Wooden pallets are used to package waste to be dispatched, and paint containers are
used to send waste paint with solvent to the authorised manager, while empty oil drums

5 NAVANTIA, CREATING
OPPORTUNITIES

are reused to collect used oil inside the facilities.

Internal training is given in waste management and separation and the company
participates in external training in the Circular Economy, Carriage of Dangerous Goods
43,821 43,422 (CDG) and Zero Waste.

A
39,871 39,417 33,728
ANNEXES ▪ Cleaning is enhanced in several areas of the Ferrol facility with the removal of waste and
unused machinery.
9,072
7,400 7,605 7,955 7,732
▪ Individual paper baskets continue to be gradually removed from offices to avoid the poor
separation of light packaging and other non-hazardous waste.

2017 2018 2019 2020 2021 ▪ Environmental management system documentation was updated, particularly instructions,
I-MA-RF-415 Construction and Demolition Waste and I-MA-RF-421 Catering Waste
Management and Removal Plan from International Means of Transport.
Hazardous waste Non-hazardous waste
generated (t) generated (t)

57
NAVANTIA GROUP Sustainability Report

Manners of recovery
1 NAVANTIA, GENERATING
SUSTAINABLE VALUE

Navantia – Bahía de Cádiz

Residual metal shot is one of the biggest waste items ▪


Navantia – Dársena de Cartagena

The Procedure to know, handle and manage waste


and waste disposal
generated at a shipyard. This metallic shot, iron for has been updated in accordance with Integrated

2 CORPORATE GOVERNANCE
the most part, was traditionally sent to landfills.
Notwithstanding, in 2013 successful tests were done
to send the shot produced at Navantia – Bahía de ▪
Environmental Authorisation requirements.

Different waste items have been tagged with QR codes


Navantia facilities have temporary waste
warehouses and a wide range of containers and
tanks to separate the different type of waste that
Cádiz to a cement works for use as a contribution to to speed up, facilitate and enhance the request for
is generated, mostly during the production process

3
the making of clinker, an intermediate product in the removal by the different production centres.
OUR ROLE IN of ship repair and maintenance work. Moreover,
production of cement. Accordingly, dispatches of shot Navantia has infrastructures to treat oily water,
SUSTAINABLE TRANSITION ▪ Training talks were given to Auxiliary Industry companies’
are sent to the cement works as per its production which would fall under Annex I to MARPOL waste.
environment managers on the EMS, waste separation
needs. In 2021, 1,343 t was recovered as opposed to the
Environmental protection and and lifecycle.
480 t of shot recovered at Bahía de Cádiz in 2020. As far as waste management is concerned,
management
▪ Several waste items such as moulding sand, shot and Navantia centres are entered on the Register of
Circular Navantia and ecodesign ▪ As a result of expanding the scope of the Hazardous and Non-hazardous Waste Producers
scrap were researched into scientifically by the “Isaac
Environmental Management System (EMS) at Bahía in each of the Autonomous Regions where they
Biodiversity and the marine Peral” Chair to assess their recovery and inclusion
de Cádiz, the services provided by Navantia at the are based and also hold Waste Management
environment within the company’s circular economy.
Navantia Training Centre (NTC) and the maintenance Authorisation where mandatory.
of USN ships at the Naval Base in Rota, procedures ▪ Re-use of all the scrap considered to be useful in
have been drawn up in the EMS to manage waste casting processes at our facilities. Lastly, Navantia has signed agreements with

4
produced from maintaining the ships there, as well as authorised waste managers to process waste that
PEOPLE AS to manage waste at the NTC, along with a Manual of ▪ The moulding sands used are recovered by a recovery may be generated in our production processes or
DRIVERS OF CHANGE Best Environmental Practices at the NTC. machine that makes it possible to filter the sand used, which is generated by ships.
to the point of making it possible to replace new sand
▪ Improvements have been made to the hazardous in the making of cores and moulds.
and non-hazardous waste warehouses at San

5 NAVANTIA, CREATING
OPPORTUNITIES
Fernando and Cádiz work centres. Investment has
been approved to carry out the necessary adaptation
and improvement work on the non-hazardous waste
▪ Part of the water from the different hydraulic tests
that are carried out on the S-80 submarine during its
construction has been used once again this year, on
warehouse at the Navantia Puerto Real work centre. this occasion for maintenance civil engineering works

A
at the facility.
▪ Information on the new selective collection of waste
ANNEXES
is given to auxiliary industry personnel at onboarding
seminars.

▪ To better manage waste at the San Fernando work


centre, environmental separation indicators by
workshop have been implemented in the Systems
Business Unit, an action initiated some years before at
the Puerto Real work centre.

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NAVANTIA GROUP Sustainability Report

Consumption of raw materials


1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
The most important raw material consumption rates are indicated below.

2 CORPORATE GOVERNANCE Raw materials consumed (2021)

3 OUR ROLE IN
SUSTAINABLE TRANSITION
Geographical centre

Ría de Ferrol
Paint consumption (l)

396,527
Natural gas consumption (kWh)

12,951,581
Diesel consumption * (A, B and C) (l)

2,248,102
CO2 consumption (kg)

177,319
Steel consumption** (t)

4,164

Environmental protection and Dársena de Cartagena 14,745 5,515,481 201,998 101,075 1,345
management
Bahía de Cádiz 301,121 2,724,980 1,349,881 317,055 582
Circular Navantia and ecodesign
Navantia 712,393 21,192,042 3,799,981 595,449 6,091
Biodiversity and the marine
environment * This includes exempt B diesel used in tests for ships.
** This includes the consumption of plates and bars, pending confirmation by piping.

4 PEOPLE AS
DRIVERS OF CHANGE
The following measures adopted to enhance efficiency in the use of raw materials are worthy of particular mention:

Navantia – Ría de Ferrol Navantia – Dársena de Cartagena Navantia – Bahía de Cádiz

5 NAVANTIA, CREATING
OPPORTUNITIES
▪ Reduction in the consumption of non-recycled paper in
the Environment and Engineering Departments.


Casting sand recovery unit.

Closed water circuits for hydraulic tests.


▪ Putting into operation of the new paint warehouse at
the Puerto Real work centre.

▪ Reduction in the consumption of paper at the ▪ Cutting fluid equipment treatment for re-use - San

A
Engineering and IPSO Departments in Ferrol and at the ▪ Re-use of casting process surplus. Fernando Systems.
ANNEXES Production Departments in both Ferrol and Fene.
▪ Commitments to reducing wood, cardboard and plastic ▪ Inclusion in the Drainage Authorisation being applied
▪ Reduction in the number of hard copy photocopies as a for packaging by 2% a year. for at Navantia Cádiz to use water to irrigate green
result of using IT systems at the PoySe Department. spaces at the centre.
▪ Documentation and process digitalisation.
▪ Reduction in the consumption of toner at the ▪ Whenever possible, always have larger containers
Engineering Department in Ferrol. available for paint and solvents, thereby reducing the
generation of small containers.
▪ Re-use of stocks of natural materials from excavation
works in other works as filler. ▪ Use of hydro blasting to treat ships’ hulls thus reducing
the use of shot.

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NAVANTIA GROUP Sustainability Report

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
Biodiversity and the Marine Environment GRI 304-2, 304-3

2 CORPORATE GOVERNANCE Navantia is committed to conducting its activities in a


biodiversity conservation compatible fashion and to be
Worthy of special mention is the company’s participation
in the following biodiversity preservation and recovery
proactive in pursuing this goal. In this way, the company actions carried out throughout 2021:
has established the protection of marine and coastal

3 OUR ROLE IN
SUSTAINABLE TRANSITION
ecosystems as a goal, while also promoting scientific
research into marine technology.

Environmental protection and Since 2020, the company has been signed up to
management the Convention on Biodiversity, with the Biodiversity
Foundation, a body attached to the Ministry for the
Circular Navantia and ecodesign
Ecological Transition and the Demographic Challenge, ▪ Navantia participated in an International
Biodiversity and the marine with a view to attesting to Navantia's commitment to the Union for Conservation of Nature (IUCN)
environment conservation and sustainable use of biodiversity. event held on 25 November at the Aula de
The Biodiversity Foundation and Navantia have also Mar Marine Interpretation Centre in Málaga
decided to study ways to collaborate under the to learn of the benefits and opportunities

4 framework of the LIFE INTEMARES project which is part to be had by reducing and offsetting the
PEOPLE AS carbon footprint through coastal wetland
DRIVERS OF CHANGE of Natura 2000 network.
and sea meadow projects.
Moreover, Navantia actively works for biodiversity by
publishing data over the Global Biodiversity Information ▪ Navantia was a member of the panel
Facility (GBIF) network, something made possible owing of discussion along with Red Eléctrica

5 NAVANTIA, CREATING
OPPORTUNITIES
to the joint work done with the National Biodiversity
Information Node (GBIF.ES), which is sponsored by the
Ministry of Science and Innovation and managed by the
Española, Fundación Cepsa and Grupo
Eulen. Navantia explained its climate
strategy based on the annual calculation,
Spanish National Research Council (CSIC). verification and registering of the
organisation’s carbon footprint, the

A ANNEXES Specifically, through this action, data on benthic fauna


present in the marine ecosystem near Navantia facilities
have been published, based on the receiver environment
decarbonisation plan currently being drawn
up, which will establish emission reduction
goals and offsetting initiatives, with respect
monitoring plans managed by the Environment Area. to which actions geared towards ecosystem
conservation near company facilities are
prioritised by Navantia.

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NAVANTIA GROUP Sustainability Report

Preservation and recovery Volunteer environmental initiatives


1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
measures at Navantia
2 CORPORATE GOVERNANCE Navantia establishes environment friendly measures and
contributes to the preservation of biodiversity by controlling
Ever since 2019, volunteering initiatives have been undertaken at Navantia - Dársena de
Cartagena in which employees collaborate with NGOs that fight to protect the environment
the possible impact of its activity, especially on the marine in that area.
environment.

3 OUR ROLE IN
SUSTAINABLE TRANSITION To this end, Navantia worked throughout the year in putting
its “Navantia Ecosystem” project into operation. With respect
Two of these environmental volunteering events were held in 2021:

Environmental protection and to emission offsetting, work continued on Navantia Forest, an


management initiative that implements reforestation projects for land around
our centres. This led to holding institutional meetings with At the first of these, a The second volunteering
Circular Navantia and ecodesign group of volunteers from event took place at Bahía
the respective city councils to rubber stamp the collaboration
Biodiversity and the marine agreements required for land concession to roll out the project. Human Resources at de Portmán, known
environment Dársena de Cartagena participated for being the site of one of the
The Navantia Ecosystem approach broadens this initial vision; in the reforestation project to biggest environmental disasters
firstly, and tightly bound up with the Navantia corporate purpose, create an autochthonous species in the Mediterranean. Volunteers
it is beginning to prepare blue carbon sink projects, i.e. offsetting Seed Bank for the area, some were tasked with removing exotic

4 PEOPLE AS
DRIVERS OF CHANGE
projects associated with marine and coastal ecosystems to
support their conservation; and secondly, with respect to
the former, our role not only addresses offsetting our carbon
of which are under threat of
extinction. This action took place
at the Spanish navy facilities at
invasive plants and waste from
the area, which is of great help
to facilitate subsequent recovery
footprint, but also, in keeping with the approach espoused in the the La Algameca Naval Base and actions. The activity was proposed
draft version of the Corporate Sustainability Report Directive, we was promoted by the CreecT by the Bahía de Portmán Residents

5
will be linking our projects to the good state of conservation of association, which is a citizen's Association, under the auspices of
NAVANTIA, CREATING
the spaces where we carry out them out. group in Cartagena basically the Autochthonous Forest Recovery
OPPORTUNITIES
dedicated to recovering the forest Association (ARBA).
On account of the geographical location of its facilities, Navantia population of the local hills.
is implementing environmental risk identification and assessment

A
methodologies aimed at preventing and mitigating potential
ANNEXES environmental accidents.

One of the Navantia priorities consists in strengthening the link


between biodiversity conservation and the fight against climate
change by means of participating in CO2 sink projects that
favour the creation of forest masses to reinforce biodiversity and
mitigate the effects of climate change.

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NAVANTIA GROUP Sustainability Report

Other important biodiversity protection Interior Sea Plan


1 NAVANTIA, GENERATING
SUSTAINABLE VALUE projects
The geographical locations of Navantia facilities bring with it the responsibility
for undertaking activities in the environs of protected areas. Accordingly, the

2 CORPORATE GOVERNANCE
Ever since 2019, volunteering initiatives have been undertaken at Navantia - Dársena de
Cartagena in which employees collaborate with NGOs that fight to protect the environment
in that area.
company has environmental accident prevention and mitigation plans in place,
particularly to tackle accidental hydrocarbon spills.

Each centre has its Interior Sea Plan to avoid or alleviate the risks arising from

3
sea pollution caused during hydrocarbon handling operations to ships.
OUR ROLE IN
SUSTAINABLE TRANSITION The Interior Sea Plan (ISP) makes it possible to coordinate the prevention,
Navantia - Dársena Nest boxes have been placed to facilitate the settling of several control and effective tackling of a spill of hydrocarbons or hydrocarbon
Environmental protection and de Cartagena protected bird species that normally nest at Navantia – Dársena de by-products, or of any other hazardous substance into the waters for which it
management is responsible. Simulations are done to check the process to tackle accidental
Cartagena facilities, in addition to monitoring and controlling them.
Circular Navantia and ecodesign The nesting bird populations in question are: the common swift pollution and test the ISP response, as well as to assess its adequacy.

Biodiversity and the marine (Apus apus), the pallid swift (Apus pallidus) and the common house
environment martin (Delichon urbicum).

Moreover, the Navantia – Dársena de Cartagena facilities signed up


to the European LIFE PortSound Eurovertice programme in February

4
2021.
PEOPLE AS
DRIVERS OF CHANGE Puerto Real
Town Council Tree replanting event in the town of Puerto Real, tied up with a
citizen’s participation act in collaboration with the Town Council on

5
5 June.
NAVANTIA, CREATING
OPPORTUNITIES
Ría de Ferrol
An educational video was made on marine environment best

A ANNEXES
practices at Ría de Ferrol to coincide with World Oceans Day on 7
June.

San Fernando -
Cádiz
A volunteer action was undertaken at San Fernando to clean up
package waste in the marshes on both sides of the Carraca road.

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NAVANTIA GROUP Sustainability Report

4
1 NAVANTIA, GENERATING

PEOPLE AS
SUSTAINABLE VALUE

2 CORPORATE GOVERNANCE
DRIVERS OF CHANGE
3 OUR ROLE IN
SUSTAINABLE TRANSITION

The value of diversity

4 PEOPLE AS
DRIVERS OF CHANGE Navantia talent

The value of diversity


Organisation of work
Navantia talent Safe and healthy work environment
Work organisation
S
 afe and healthy work
environment

5 NAVANTIA, CREATING
OPPORTUNITIES
PEOPLE

A ANNEXES

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NAVANTIA GROUP Sustainability Report

1 The value of diversity


GRI 401-3
NAVANTIA, GENERATING
SUSTAINABLE VALUE

2 CORPORATE GOVERNANCE
Navantia understands diversity as a value-generating asset that boosts innovation and enriches its employees both personally
and professionally. Moreover, the company considers its staff as key players in achieving company goals and success.

3 OUR ROLE IN
SUSTAINABLE TRANSITION

Accordingly, diversity is not only considered in terms of To further endorse this commitment and in compliance
gender, but also culturally, generationally, ideologically with that which is provided for by law, on 4 December

4 PEOPLE AS
DRIVERS OF CHANGE
and in terms of sexual orientation, abilities, skills and
different capacities, as well as any other personal,
physical or social condition.
2019 the II Navantia Equality Plan was signed, which gives
added impetus to the company to oversee compliance
with the equality and diversity ethical principles and
The value of diversity values that must govern company conduct in labour
Navantia’s gender equality and diversity strategy attests to relations.
Navantia talent this policy; a strategy in which a series of objectives have
Work organisation been set: By means of this new Equality Plan, Navantia is
committed to increasing the presence of women in
S
 afe and healthy work ▪ Encourage diversity as a source of talent. executive positions within the organisational structure;
environment
correcting possible gender related staff imbalances that
▪ Promote an open, non-discriminatory and flexible
hold in different professional groups and to abolish the
culture throughout the organisation.
wage gap that may exist between men and women.

5 NAVANTIA, CREATING ▪ Do away with barriers that hinder the professional


To this end, the promotion of equality and diversity has
OPPORTUNITIES development of women.
been integrated into all of its human resources policies
▪ Leverage talent to the maximum. with a view to offering development and talent retention
tools for all of its employees.

A
▪ Contribute to raising awareness in society to this
ANNEXES matter by sharing our best practices and participating
in fora of interest.

Navantia is committed to fair gender equality, striving as it


does day-by-day to consolidate gender equality through
different professional development programmes that
encourage the participation of women and promote their
recruitment at all organisation levels.

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NAVANTIA GROUP Sustainability Report

This plan covers all organisation levels and contains different

1 NAVANTIA, GENERATING measures and specific objectives regarding several areas of action:
SUSTAINABLE VALUE ▪ Culture, communication and business image.
22.6% of new recruits in 2021 were women.
▪ Equal pay.

2 CORPORATE GOVERNANCE ▪ Recruitment.

▪ Professional training and development. The goal is to achieve 30% women in management and
deputy management positions (levels A and B). 2021
3 OUR ROLE IN
SUSTAINABLE TRANSITION


Home-work life balance and flexibility.

Prevention of gender-based harassment at work.


closed with 23% women in these A and B positions.

The following stand out among these measures: 27.7% of the total amount of women on the staff hold
4 PEOPLE AS
DRIVERS OF CHANGE ▪ Measures to change the working day, such as the time for time
work scheme, or the shift scheme.
positions of responsibility.

The value of diversity ▪ Measures to protect maternity/paternity.


Navantia talent
▪ Paid leave to care for minors or dependent family members, leave
Work organisation to study, leave of absence to care for family members, recognition
S
 afe and healthy work of the right to adapt or reduce the working day.
environment
▪ Home-work life balance measures for the victims of gender
violence that considerably improve on the legally recognised
labour rights.

5 NAVANTIA, CREATING
OPPORTUNITIES
Moreover, with a view to implementing a new more flexible
organisation system, on 21 October 2021 Navantia Management
and the Employees’ Works Committee signed an Agreement to
Regulate Working from Home to take a further step in the digital

A
transformation of Navantia and to favour home-work life balance.
ANNEXES
After the adoption of the aforementioned agreement, over 400
employees have opted to work from home.

An Equality Committee was set up to oversee the development of


and compliance with the initiatives contained in the new Equality
Plan. This committee is made up of members from different areas
who will oversee the actions and compliance of objectives under
this plan.

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NAVANTIA GROUP Sustainability Report

As stipulated in its Code of Conduct, Navantia prohibits


Home-work life balance and flexibility
1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
and takes action against harassment, including sexual
harassment, in the workplace. To properly tackle these
situations, it has prevention and action protocols in place
for cases of sexual or gender-based harassment at all of the
Navantia wishes to provide its employees with appropriate working conditions that enable them to satisfactorily

2
companies that are the subject matter of this report and
combine and strike a home-work life balance. This commitment has been embodied in a set of specific plans,
CORPORATE GOVERNANCE which have been signed by common agreement between
policies and measures to favour this balance and flexibility.
Management and works committees.
Flexible work environments are promoted by driving measures geared towards self-management of working
These protocols consider two basic aspects: harassment

3
hours that contribute to and favour productivity.
OUR ROLE IN prevention and the employer's response to reports of
SUSTAINABLE TRANSITION harassment, with respect to which two types of actions have These measures revolve around three areas of action:
been taken:

The establishing of measures geared towards raising

4 PEOPLE AS
DRIVERS OF CHANGE
awareness, preventing and avoiding harassment situations
or those open to being interpreted as such;

The establishing of an internal action procedure for cases


The value of diversity in which, even though trying to prevent such actions, a
Navantia talent report or internal complaint of harassment is made by an
Work organisation employee.

S
 afe and healthy work Navantia has implemented a Whistleblower Channel that
1. Flexibility 2. Job quality 3. Home-work life
environment is available to all Corporate Code of Conduct addressees
balance
▪ Flexible working hours ▪ Job stability: 89.90%
for anyone who comes to have knowledge of some breach permanent contracts ▪ Extend and enhance legal leave
or infringement of the same that they may witness in the ▪ Working from home (up to 2
performance of their work activity. days a week) ▪ Social benefits: scholarships, ▪ Supporting the family (leaves of

5 NAVANTIA, CREATING
OPPORTUNITIES The purpose of this agreement is to boost cooperation
between the parties in order to develop awareness raising
▪ Time off recognised in the
labour calendar ▪
flexible remuneration plan

Health and well-being: health


absence, time off and flexible
working hours to care for family
members, aid for dependant
actions about gender violence. To this end, the Ministry care at company facilities, family members)
commits to collaborate with SEPI in driving and developing ▪ Continuous working day health insurance, “Embarking

A awareness measures, particularly in the labour environment throughout the year on Health” Healthy Company ▪ Measures to fully protect
ANNEXES and to facilitate information material for entity personnel on Programme women victims of gender
▪ Online training programmes
the rights of women who are the victims of gender violence. violence
For its part, SEPI and by extension SAINSEL, commit to ▪ Mobility: initiatives that foster
▪ Flexible working hours for
collaborating in the dissemination of awareness and gender sustainable mobility: “30 days
pregnant women or employees
violence prevention campaigns, both at internal entity level, by bike” in April 2021
with family dependants
as well as externally.
▪ Action protocol in the event of
At the time of writing this report, Management has not labour, sexual or gender-based
received any internal report or complaint of sexual or gender- harassment
based harassment.

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NAVANTIA GROUP Sustainability Report

Navantia makes the effort required to properly

1
disseminate those agreements reached in these Flexible working hours
NAVANTIA, GENERATING
SUSTAINABLE VALUE matters using, among other communication
channels, Navantia Contigo. Moreover, the Navantia Navantia Sainsel Saes
Guide to home-work life balance contains details
Female Male Female Male Female Male

2
on all those measures developed to date.
CORPORATE GOVERNANCE
Most flexible working hours measures developed Maternity/paternity 13 74 2 - 4 5
by Navantia contribute to fostering the co-
responsible exercise of home-work life balance Breastfeeding accumulation 2 9 1 - 2 2

3 OUR ROLE IN
SUSTAINABLE TRANSITION
by men and women. In this regard, company
employees can count on a continuous working day
throughout the year.
Reduction of the working day
for child care
3 1 - - 2 -

Leave of absence for child care 2 17 - -

4 PEOPLE AS
DRIVERS OF CHANGE Pregnancy at risk - - 2 -

Voluntary leave of absence - - - - 1 -


The value of diversity
Navantia talent
Work organisation
S
 afe and healthy work
environment

Employees can count on


a continuous working day

5 NAVANTIA, CREATING
OPPORTUNITIES
throughout the year.”

As far as paid leave is concerned as established in


the Collective Bargaining Agreement, this improves

A ANNEXES on legal obligations in these matters, among


others by recognising a right to 2 hours leave by
men and women from work to care for offspring
under twelve months old. Moreover, an employee
can opt to replace this entitlement with a daily
reduction of their working day by an hour for the
same purpose or its accumulation into a 15-day
leave at the end of the suspension of the job
contract for paternity or maternity leave.

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NAVANTIA GROUP Sustainability Report

Inclusive management Staff rejuvenation


1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
or pregnant women, in the event of an emergency.
and renewal plan
Navantia is committed to hiring only the best talent to

2
join its staff, regardless of their condition. Pursuant to Notwithstanding the foregoing, Navantia goes beyond
CORPORATE GOVERNANCE the General law on the rights of people with a disability mere legal compliance in these matters through specific
and their social inclusion (LGD), in 2021 the company policies to seek genuine equality: Navantia has been implementing a 2019-2022
had an annual average of 78.6 people employed with a staff rejuvenation and renewal plan aimed at
recognised disability. Economic aid to employees with a family member with recruiting new professionals to meet company

3 OUR ROLE IN
SUSTAINABLE TRANSITION Likewise, all work centres comply with accessibility
legislation to ensure that there are no barriers to
some type of disability.

Internal dissemination over the company intranet of


transformation and internationalisation goals to
ensure company competitiveness, sustainability
and diversity.
limit access to them for people to be able to do activities carried out in these matters to do away with
their job. Accordingly, at all Navantia work centres, possible prejudices people may still have. This plan offers stable and quality employment,

4 PEOPLE AS
DRIVERS OF CHANGE
infrastructures are adapted to remove mobility
obstacles.
In the event of unexpected, non-disabling disability,
assigning these employees to jobs or posts compatible
with the disability in question, with advice from the
which not only seeks to boost the company,
but to favour the professional development
of all new recruits and current Navantia staff
There is a particular plan at each work centre to members.
The value of diversity evacuate the sick, injured, people with a disability Medical Service and informing of the same to the
Navantia talent Works’ Committee involved. Within the framework of its employment plan,
over 400 external vacancies were advertised in
Work organisation
2021 so aspiring candidates could participate in
S
 afe and healthy work the Navantia recruitment process.
Specifically, the following training and awareness actions
environment
were carried out for staff in 2021:

Higher equality agent training of over 125 hours: 5 people


trained

5 NAVANTIA, CREATING
OPPORTUNITIES Intermediate equality agent training of over 40 hours: 9
people

Launch on 8 March 2022 of the Equality Plan

A ANNEXES
awareness raising and home-work life balance action
through gaming-based training

13 awareness pills on Diversity.

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NAVANTIA GROUP Sustainability Report

1 Navantia talent 102-8, 103-2, 401-1, 404-1, 404-2, 405-1, 405-2


GRI
NAVANTIA, GENERATING
SUSTAINABLE VALUE

2 CORPORATE GOVERNANCE
For Navantia, having the best talent on its staff and equipping them with the tools required to grow the company is a core
element of the Navantia personnel management strategy.

3 OUR ROLE IN
SUSTAINABLE TRANSITION The necessary procedures and policies are in place
to this end, with a view to working on: attracting and
Moreover, the company actively participates in job fairs to offer vacancies to recent graduates; employment impetus sem-
inars and events are also organised, such as the “Empower Your Future” event, or the ITINERE seminars to try and increase
retaining talent; professional training and development; the number of young, recent graduates, and women, on the staff.

4
encouraging an equal opportunities work environment;
PEOPLE AS and stable, quality jobs, among other aspects. Navantia promotes technical and scientific careers among women.
DRIVERS OF CHANGE
At 31 December, Navantia has a staff of 3,984 people, the
The value of diversity average age of which is 48. In 2021, under the 2018-2022
Strategic Plan approved to rejuvenate and renew staff,
Navantia talent
376 new people were hired, 22.6% of which were women
Work organisation and 43.5% of which were aged under 35.
S
 afe and healthy work
environment

5 NAVANTIA, CREATING
OPPORTUNITIES
376 new recruits

A ANNEXES 85 women

163 aged under 35

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NAVANTIA GROUP Sustainability Report

Big efforts are underway at Navantia to boost the recruitment of women on the staff, in a

1
traditionally male dominated sector:
NAVANTIA, GENERATING
SUSTAINABLE VALUE
Total people Female Male

2 CORPORATE GOVERNANCE Navantia Staff 3,984 15.76% 84.24%

Navantia Australia Staff (PTY) 179 15.6% 84.4%

3 OUR ROLE IN
SUSTAINABLE TRANSITION
SAES Staff

SAINSEL Staff
101

40
19.8%

20%
80.2%

80%

4 PEOPLE AS
DRIVERS OF CHANGE
Navantia Navantia Australia SAES SAINSEL

The value of diversity Male Female M F M F M F


Navantia talent
2019 3,364 501 105 24 63 20 28 7
Work organisation
S
 afe and healthy work 2020 3,293 576 115 28 68 19 28 8
environment
2021 3,356 628 151 28 81 20 32 8

5 NAVANTIA, CREATING
OPPORTUNITIES

A ANNEXES

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NAVANTIA GROUP Sustainability Report

Total number of employees, broken down by gender, age and professional category in 2021 (at 31/12/2021)

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
% of Females of the % of Males of the
No. of Females No. of Males % Total staff Total
staff total staff total

2 CORPORATE GOVERNANCE
Senior technicians 421 1,079 10.6% 27.1% 37.7% 1,500

3
Employees 185 906 4.6% 22.7% 27.4% 1,091
OUR ROLE IN Navantia
SUSTAINABLE TRANSITION Labourers 22 1,371 0.6% 34.4% 35.0% 1,393

Total 628 3,356 15.8% 84.2% 100.0% 3,984

4 PEOPLE AS
DRIVERS OF CHANGE
Navantia
Senior technicians

Employees
20

8
134

16
0.5%

0.2%
3.4%

0.4%
3.9%

0.6%
154

24
The value of diversity Australia Labourers 0 1 0.0% 0.0% 0.0% 1
Navantia talent
Total 28 151 0.7% 3.8% 4.5% 179
Work organisation
S
 afe and healthy work
environment Senior technicians 16 71 0.4% 1.8% 2.2% 87
Employees 4 2 0.1% 0.1% 0.2% 6
SAES
Labourers 0 8 0.0% 0.2% 0.2% 8

5 NAVANTIA, CREATING
OPPORTUNITIES
Total 20 81 0.5% 2.1% 2.5% 101

Senior technicians 7 23 0.2% 0.6% 0.8% 30

A ANNEXES SAINSEL
Employees
Labourers
1
0
0
9
0.0%
0.0%
0.0%
0.2%
0.0%
0.2% 9
1

Total 8 32 0.2% 0.8% 1.0% 40

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NAVANTIA GROUP Sustainability Report

Navantia

1
Navantia SAES SAINSEL
NAVANTIA, GENERATING Australia
SUSTAINABLE VALUE Navantia is firmly committed to stable
Aged under 35 558 58 15 8
employment, with nearly
Between 36 and 50 1,583 76 60 24 93% of its staff on permanent contracts
2 CORPORATE GOVERNANCE Over 50 1,843 45 26 9

Total 3,984 179 101 40

3 OUR ROLE IN
SUSTAINABLE TRANSITION

4 PEOPLE AS
DRIVERS OF CHANGE
Total number and distribution of types of job contract

The value of diversity Navantia Navantia Australia SAES SAINSEL

Navantia talent Senior Senior Administrative Labourers/ Senior


Employees Labourers Employees Labourers Graduates Employees Labourers
Work organisation technicians technicians staff Technicians technicians

S
 afe and healthy work M F M F M F
M F M F M F M F M F M F M F M F M F
environment
Permanent 979 359 845 149 1,232 18 0 0 0 0 0 0 60 13 0 4 0 0 15 5 0 0 6 0

Temporary 100 62 61 36 139 4 134 20 16 8 1 0 11 3 0 0 4 6 8 2 0 1 3 0

5 NAVANTIA, CREATING
OPPORTUNITIES Total 1,079 421 906 185 1,371 22 134 20 16 8 1 0 71 16 0 4 4 6 23 7 0 1 9 0

A ANNEXES
Permanent Temporary Total

Under 35 Between 36 and 50 Over 50 Under 35 Between 36 and 50 Over 50

Navantia 221 1,521 1,840 337 62 3 3,984

Navantia Australia 0 0 0 58 76 45 179

SAES 4 54 25 12 5 1 101

SAINSEL 2 15 9 6 8 0 40

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NAVANTIA GROUP Sustainability Report

Number of redundancies by gender, age and job category Average remuneration and evolution thereof broken down by gender, age and job

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
In 2021, 229 people at Navantia were affected by the early redundancy plan, through a
wholesale redundancy procedure that affected people aged over 61: 23 women (10.04%)
category

The company remuneration policy is governed internally by fairness and adequacy


and 206 men (89.96%); 107 were labourers, 81 employees and 41 graduates. between salary and level of responsibility. There are two remuneration systems, one

2
for people under the collective bargaining agreement and another for those who hold
CORPORATE GOVERNANCE At SAES in 2021, 7 people left, 2 took leaves of absence and 1 person was sacked (3 management and deputy management positions in the organisational structure.
women and 7 men), all of whom were graduates/engineers. Nobody was sacked at
Sainsel or Australia.

3 OUR ROLE IN
SUSTAINABLE TRANSITION

Navantia Navantia Australia

4 PEOPLE AS
DRIVERS OF CHANGE
2021

< 35 years
Male

27,439
Female

29,804
General average

28,068
Wage gap

-8.62%
2021

< 35 years
Male Female General average Wage gap

The value of diversity Employees 23,421 24,488 23,717 -4.56% Employees 117,500 - 117,500 -
Navantia talent
Labourers 23,567 23,029 23,553 2.28% Senior Technicians 95,946 99,500 97,723 -3.70%
Work organisation
Senior Technicians 31,003 30,880 30,958 0.40% 36 to 50 years
S
 afe and healthy work
environment
36 to 50 years 39,290 40,038 39,433 -1.90% Employees 108,444 77,929 93,186 28.14%

Employees 40,578 36,748 39,789 9.44% Senior Technicians 135,351 111,415 123,383 17.68%

5 NAVANTIA, CREATING
OPPORTUNITIES
Labourers

Senior Technicians
36,267

41,532
39,494

41,225
36,319

41,437
-8.90%

0.74%
> 50 years

Employees 150,000 91,666 120,833 38.89%

> 50 years 46,389 50,776 46,805 -9.46% Senior Technicians 129,989 124,096 127,042 4.53%

A ANNEXES Employees

Labourers
45,797

43,817
48,461

41,112
46,154

43,781
-5.82%

6.17%
N.B.: average remuneration is not indicated for the labourer category as there is only one
Senior Technicians 52,498 54,567 52,862 -3.94% person in this category in this segment.

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NAVANTIA GROUP Sustainability Report

SAES SAINSEL

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
2021 Men Female
General
average
Wage gap 2021 Men Female
General
average
Wage gap

2
< 35 years 26,201 - 26,197 - < 35 years 27,514 27,419 27,490 0.35%
CORPORATE GOVERNANCE
Labourers and Technicians - - - - Graduates/Engineers 34,877 35,485 35,029 -1.74%

Administration - - - - Voc. Ed. and Admin. 20,150 19,354 19,951 3.95%

3 OUR ROLE IN
SUSTAINABLE TRANSITION Graduates/Engineers

36 to 50 years
26,735

36,115
-

32,719
26,689

35,374
-

9.40%
Aged 36 to 50 36,291 33,754 35,850 6.99%

Graduates/Engineers 41,836 33,754 39,934 19.32%

4
Labourers and Technicians 29,053 - 29,053 - Voc. Ed. and Admin. 24,278 - 24,278 -
PEOPLE AS
DRIVERS OF CHANGE Administration - - - - > 50 years 52,134 51,859 52,103 0.53%

Graduates/Engineers 37,289 32,719 36,169 12.26% Graduates/Engineers 52,134 51,859 52,103 0.53%
The value of diversity
Navantia talent > 50 years 53,899 37,629 50,145 30.19% Voc. Ed. and Admin. - - - -
Work organisation
Labourers and Technicians 25,449 - 25,449 -
S
 afe and healthy work
environment Administration - 27,576 27,576 -

Graduates/Engineers 57,060 57,735 57,128 -1.18%

5 NAVANTIA, CREATING
OPPORTUNITIES

A ANNEXES

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NAVANTIA GROUP Sustainability Report

Creating opportunities for the future


1 NAVANTIA, GENERATING
SUSTAINABLE VALUE

The ‘Rumbo’ Programme


2 CORPORATE GOVERNANCE
Navantia has created the ‘Rumbo’ Programme to bring Development interviews Mentoring and reverse mentoring
together all its initiatives geared towards enhancing Conversations between managers and team members This entails a transfer of values and culture between
to learn of mobility concerns, explore strengths and the mentor and mentee based on a relation of trust

3
the development of its professionals. The programme
OUR ROLE IN comprises different actions that focus on accompanying areas for improvement and training needs, among and accompaniment in which both parties share
SUSTAINABLE TRANSITION and providing the requisite tools for organisation staff to others, with a view to establishing an appropriate their experiences to help the mentee tackle different
grow professionally. action plan. situations.
Furthermore, and with a view to contributing to closing

4 PEOPLE AS Development committee the generation gap, accompaniment actions are


DRIVERS OF CHANGE encouraged between juniors and more experienced
This is a forum to share the assessment of the
company staff, so the former can share their
potential of company employees and guide the
generation's knowledge of, among other areas, trends,
The value of diversity appropriate actions to facilitate their professional
new working methods and technology.
development.
Navantia talent
Work organisation Mobility plans
Development plans
S
 afe and healthy work This is the job opportunity that Navantia offers
These are personal reflections that contain employees’
environment its employees to change their job in the same
ambitions and interests, for which the requisite actions
organisation, for one that offers new challenges and
are planned to be able to achieve and drive them.
contributes to their professional development.

5 NAVANTIA, CREATING
OPPORTUNITIES
Training
Designing training plans to enable to adapt and update
staff technical knowledge, and other areas that serve
Succession plan
A plan to work in an orderly fashion on, and to
anticipate needs arising from, generation change at the
to develop their personal and professional skills and
company.
abilities.

A ANNEXES
Leadership programmes
360° assessment
A feedback process to employees from the different
These seek to acquire the tools needed to manage
perspectives that go to make up their work ecosystem,
teams, as well as own emotions and those of the
which serves to identify their main strengths and areas
employees’ for whom the leader is responsible; to
for improvement.
strengthen communication skills and to practice the
appropriate leadership style for each situation.

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NAVANTIA GROUP Sustainability Report

Continuous training plan


1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
Navantia encourages employee training as a means to contributing to Training hours for 2021, broken down into professional categories, are indicated below:
both their personal and professional development to enable them to

2
tackle the complex, innovative and constantly changing technological,
CORPORATE GOVERNANCE economic and business reality and to make the company a sector Employees Labourers Senior Technicians
benchmark, supporting strategic actions and technical and cross-the-
board needs that arise with training plans. The Strategic Plan identifies it Navantia 32,436 37,539 82,890
is a line of action, while the current rejuvenation and renewal of the staff

3 Navantia Australia
OUR ROLE IN 2,847 - 2,831
has converted it into a priority.
SUSTAINABLE TRANSITION
The Training Plan is geared towards implementing strategic actions to SAES 113 - 1,161
buttress the transformation of Navantia into a modern and sustainable SAINSEL 28 - 482
enterprise. Cross-cutting training plans are also developed for the entire

4 PEOPLE AS
DRIVERS OF CHANGE
staff; plans which are of great importance for the company, dealing with
areas such as cybersecurity, compliance, the General Data Protection
Regulation, etc. Likewise, leadership model, open training programmes
The value of diversity in soft skills, accompaniment and executive development or language
programmes, also contribute to fostering continuous training at the
Navantia talent company.
Work organisation
Neither should areas like prevention and the environment be overlooked,
S
 afe and healthy work as these are also the focus of training plans, accompanying the company
environment strategy with over 3,000 students in 2021.

The Navantia training model concentrates on enhancing employees’


quality and experience by facilitating their access to training. By adopting

5 NAVANTIA, CREATING
OPPORTUNITIES
new tools, training dynamics, delocalising and globalising the process
and offering numerous options, the company provides several alternative
ways to access training. COVID-19 has accelerated transformation by
driving a change towards an online training model.

A ANNEXES
Moreover, the company participates in student working practice
programmes at several training centres with a view to enhancing their
training and giving them an insight into the reality of the world of work.

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NAVANTIA GROUP Sustainability Report

1 Organisation of work
GRI 102-43, 403-1, 403-2, 102-41, 403-4
NAVANTIA, GENERATING
SUSTAINABLE VALUE

2 CORPORATE GOVERNANCE Navantia respects the rights of its employees to the full as regards collective bargaining, promoting and observing the rights
to freedom of association and collective bargaining. Indeed, the company has a standing engagement mechanism in place with
the works committee, recognised by the company as a key stakeholder. The entire Navantia Group works to its own and sector
3 OUR ROLE IN
SUSTAINABLE TRANSITION
Collective Bargaining Agreements.

All Navantia employees are covered by the I Navantia Inter-centre Collective Bargaining Moreover, a sub-contracting protocol was drawn up the basic aim of which is to

4 PEOPLE AS
DRIVERS OF CHANGE
Agreement, unanimously subscribed to by all trade unions with a seat on the negotiation
committee. The working day established under the said agreement is 1,676 hours work a
year, while the ordinary working day is a continuous working one starting in the morning,
ensure that contractors collaborating with Navantia comply both with their labour and
occupational health and safety obligations to employees, and to implement an adequate
coordination of OHAS prevention activities on those projects on which they work at our
The value of diversity from Mondays to Fridays. This is a measure particularly appreciated by company centres.
employees, as are the latest collective agreements reached to regulate flexible working
Navantia talent hours or working from home. For its part, Navantia Australia applies current legislation to labour matters. Although there
Work organisation is no collective bargaining, expatriate employees are signed up to the Navantia Inter-centre
Collective Bargaining Agreement.
S
 afe and healthy work
environment Company Management meets regularly with the works committee to dialogue, listen to
This agreement came about to respond to a triple challenge, which has been suggestions and negotiate matters of interest to employees, while also providing them with
gradually met since its approval back in 2018. relevant information on issues such as working conditions, strategic goals, financial results
and findings about the work atmosphere situation, among others.

5 NAVANTIA, CREATING 1. Standardise the working conditions for all Navantia employees, creating
OPPORTUNITIES a new labour framework that would favour the recruitment of new The rights of employees to representation and to participate in issues related to
professionals into the company. occupational health and safety at work are channelled through the prevention officer via
the Central Occupational Health and Safety Committees at each centre and through the
2. Modernise the basis on which work is organised to adapt the Navantia Navantia Occupational Health and Safety Committee, in accordance with that which is

A
labour framework to the reality of a constantly changing environment, established in the trade union governance model agreed in the Navantia Occupational
ANNEXES one very different to the one to which the previous collective bargaining Health and Safety and Environment Regulation.
agreements applied.
The goal pursued by this challenge was to reach an agreement that would For their part, SAINSEL employees are signed up to the improved version of the
make it possible to meet the current production flexibility and safety need Autonomous Region of Madrid Metal Industry, Services and Facilities Collective Bargaining
for Navantia to become a more competitive company. Agreement. The legal representative of SAINSEL employees consists of 3 staff members
workers with whom Corporate Management and the HR area meets to deal with issues
3. Develop a new professional classification to standardise the different proper to the said representation (annual working year, personnel recruitment, OHAS
remuneration systems into which results-tied productivity and variable activities, etc.).
remuneration parameters were incorporated for the entire staff.
Lastly, SAES employees are signed up to the I Sociedad Anónima de Electrónica
Submarina Collective Bargaining Agreement.

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NAVANTIA GROUP Sustainability Report

Social relations
1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
Within the framework of the negotiations for the currently in force Collective Bargaining Agreement signed in 2018, negotiating parties faced a challenge to embark on a process to standardise
the working conditions of all Navantia personnel; conditions that were still pending since 2000 (three different agreements later) with respect to key matters in any company, as are social

2 CORPORATE GOVERNANCE
benefits, professional classification and salary structure.

To undertake this working conditions standardisation process, a set of central working committees were created, comprising Management and trade union representatives, attesting to a clear
commitment to favour collective bargaining as the most fit-for-purpose formula to implement any agreements and commitments arising from the Collective Bargaining Agreement.

3 OUR ROLE IN
SUSTAINABLE TRANSITION
The main functions and agreements of each of the Central Working Committees are indicated below:

4 PEOPLE AS
DRIVERS OF CHANGE
1. Central Employment Committee: 2. Central Salary Policy Committee:
The value of diversity
This committee was set up to develop an Employment Plan Basically this Committee seeks to implement a
Navantia talent in which the necessary conditions were defined to promote new professional classification structure and unify
Work organisation the recruitment of the new workers with respect to whom agreement remuneration concepts to be applied to the new Collective
had been reached on the Navantia Strategic Plan Board, with a view Bargaining Agreement salary table.
S
 afe and healthy work to rejuvenating and renewing the staff and adapting the profile of its
environment professionals to new market needs. To date, in the transition towards harmonising the different salary
From among the most important agreements reached by this Central systems and professional classification systems, the following
Employment Committee two stand out in particular: agreements reached are particularly noteworthy:

5 NAVANTIA, CREATING
OPPORTUNITIES
▪ The 2019-2022 Employment Plan Agreement, in which the number
of vacancies were established to be filled under the Strategic Plan
(1,658 recruits), as were the profile of the recruits and the types of


Agreement to the professional framework for the Senior Technicians
group (GP1-GP2)
Promotion agreement for the Employee and Labourer groups
contracts to be given. (GP3-GP4)

A ANNEXES
▪ The Selection Processes Agreement to cover the vacancies
advertised and to cover hiring needs, thereby complying with the
principles of publicity, equality, merit and ability, to which our
▪ New Variable Remuneration Procedure for Senior Technicians signed
on 07/05/21

company is subject as a public company. ▪ Agreement to enforce the salary rise arising from the process to
professionally classify Senior Technicians signed on 20/10/21.
After the agreement reached by the Central Employment Committee,
Local Employment Committees were set up at each work centre, which ▪ Agreement to Unify Remuneration Concepts.
will be commissioned with organising the job announcements.

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NAVANTIA GROUP Sustainability Report

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE 3. Central Training
Committee:
4. Productivity
Committee:
5. Equality
Committee:
6. Auxiliary
Industry
Ordering
2 CORPORATE GOVERNANCE
Set up to monitor the Annual
Training Plan.
Set up to generate new
productivity indicators, develop
Set up to update the Equality
Plan signed in 2019 and to
Committee:

Set up in 2021 to define a


new working methods and the monitor the actions and protocol for subcontracting

3 OUR ROLE IN
SUSTAINABLE TRANSITION
Navantia digital transformation
process.
Among the most important
indicators contained in the plan,
the term of which extends until
2023.
in which the obligations to
be met by the contracted
companies working at our
agreements signed by this facilities are laid down and
in which the activities and

4
committee in 2021 were the
PEOPLE AS services to be outsourced are
Working from Home Agreement
DRIVERS OF CHANGE specified.
and the Digital Disconnection
Protocol.
The value of diversity
Navantia talent
Work organisation
S
 afe and healthy work
environment
By means of all of these central working committees composed of equal representation on behalf of the company and on behalf of employees, our company is progressing towards a
unique labour relations framework that favours organisational flexibility and contributes to driving a cultural development process committed to diversity and making Navantia an attractive
company for which to work and one that offers stable and quality employment.

5 NAVANTIA, CREATING
OPPORTUNITIES

A ANNEXES

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NAVANTIA GROUP Sustainability Report

Absenteeism Implementation of
1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
The number of hours not worked due to absenteeism in
disconnection policies
2021 throughout the Navantia Group are those indicated

2 below: Navantia recognises the right of employees to digitally


CORPORATE GOVERNANCE disconnect as a basic factor in achieving a better ordered
work time with a view to respecting private and home life,
improving the home-work life balance and contributing to
Number of absenteeism hours in 2021

3
maximising the occupational health of all working people.
OUR ROLE IN
SUSTAINABLE TRANSITION In keeping with the foregoing, the company has developed
Number of hours an internal digital disconnection policy that is consistent
with the company home-work life balance policies, and one
Navantia 545,816 which seeks to develop flexibility, home-work life balance

4 PEOPLE AS
DRIVERS OF CHANGE Navantia Australia 4,202
and job quality measures that enable progression towards
an efficiency and goal-meeting based work organisational
culture.
SAES 4,489
The value of diversity
The following stand out among the measures developed
Navantia talent SAINSEL 5,311
by Navantia in relation to its commitment to implement
Work organisation disconnection policies:
S
 afe and healthy work ▪ Foster the rational ordering of working time and its flexible
environment application, as well as the use of technologies and planning
tools.

▪ Promote an efficient and rational use of email and the cor-

5 NAVANTIA, CREATING
OPPORTUNITIES
porate telephone, not requesting a reply outside working
hours nor during rest times, leaves, time off or holidays,
except in the case of force majeure or exceptional circum-
stances.

A ANNEXES
▪ Drive a results and enhanced productivity focused culture,
doing away with the workplace presence culture.

▪ Carry out awareness raising actions throughout the organ-


isation to disseminate and enforce the right to digital dis-
connection, expressly recognising this right for those who
provide their services remotely.

Digital disconnection is configured as a valid home-work


life balance tool, without undermining the organisational
flexibility promoted by the company.

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NAVANTIA GROUP Sustainability Report

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE Safe and healthy work environment
2 CORPORATE GOVERNANCE Navantia considers the Occupational Health and Safety of all of its employees as the prime criterion to be taken into account
in the pursuit of their activities, along with protecting the Environment where these activities are conducted. Indeed, both
strategically important elements. Risks to safety and possible environmental impacts are identified and assessed, putting
3 OUR ROLE IN
SUSTAINABLE TRANSITION
the appropriate preventive measures into place to avoid damage being done and checking their effectiveness, with a view to
achieving ZERO ACCIDENTS.

4 PEOPLE AS
DRIVERS OF CHANGE Navantia’s commitment to healthy and safe working
conditions to prevent injuries and impairment of health
Navantia and Navantia Australia have an Occupational
Health and Safety Management System externally
A series of prevention objectives have been established to
improve workers’ occupational health and safety, among
is given proper form to in its Quality, Occupational Health certified under ISO 45001. Accordingly, it has an annual which the following for 2021 are particularly noteworthy:
The value of diversity and Safety and Environmental Policy. preventive activities programme, scheduled internal
Navantia talent and external audits to verify compliance with the ▪ Extension of the preventive leadership campaign to the
Responsibility for occupational health and safety must Management System and its corresponding procedures line of command.
Work organisation be a commitment and value, both individually and as a and instructions.
S
 afe and healthy work function of the position the employee holds, as well as ▪ Establishing an Occupational Health and Safety Plan for
environment for company workers and those of any other pertinent recruits to the working environment.
stakeholder, integrating preventive actions in their
▪ Global assessment of Collaborating Industries’
activities and decisions throughout the organisational
performance.
structure. Audits

5 NAVANTIA, CREATING
OPPORTUNITIES Maximum importance is given to protecting people’s
physical integrity and health and preventing any type of 2021 2020
▪ Planning and drafting of Healthy Company Reports for
subsequent certification.
risk for them at the workplace. The company complies at ▪ Review and updating of the Living with COVID-19 Plan
all times with the applicable laws in every country where Internal 54 40 in keeping with business needs.

A ANNEXES
it operates and drives a comprehensive occupational
health and safety policy in keeping with the activity
conducted at each work centre. Moreover, it is clearly
External 12 19 ▪ Reactivation of the manoeuvres group.

committed to informing all those addressees of this code ▪ Review and updating of the skills/training matrix in
of conduct of occupational health and safety rules and occupational health and safety matters, emphasising
procedures. recruits and changes of positions.

▪ Organisation by Cross-cutting Processes.

SAES and SAINSEL have an outsourced occupational


health and safety service to oversee workers’ health and
safety.

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Healthy Company Promoting Gender Health COVID-19 Management


1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
Navantia aspires to become a benchmark in
and Equality Navantia was off the mark from the outset of the
occupational health and safety, to which end it COVID-19 pandemic, advancing the application of

2 has set itself the goal of obtaining certification as Equal opportunities and gender equality have come to protection measures to guarantee the health and safety
CORPORATE GOVERNANCE a Healthy Company. On 9 September 2021, the play an important role in decision-making in different of both company employees and those of collaborating
Technical Committee on Assessing Best Practices in areas, and of course, for the Healthy Company area as industries. In 2021, the company actively worked on
Promoting Company Health of the Spanish Network well. Accordingly, we have carried out several actions in reviewing and improving the Living with COVID-19 Plan in

3
of Healthy Companies agreed to award Navantia with 2021 in this aspect: line with business needs by way of the following actions
OUR ROLE IN
the Recognition of Bests Practices in Occupational and indicators:
SUSTAINABLE TRANSITION ▪ Workshops on promoting gender health. A stand-out
Health and Safety. The aforementioned recognition was
received on 3 December 2021 at the VI Conference of workshop on breast cancer streamed to the entire
the Spanish Network of Healthy Companies. staff.

4 PEOPLE AS
DRIVERS OF CHANGE
The following particularly stand out among the
campaigns conducted:


Study of psycho-social risks by gender.

Accident rate indicators by gender.


Actions/Indicators

The value of diversity ▪ Healthy eating: Eating times and the reading of food Meetings with different businesses to asses their needs with
Healthy Company data are given in the following table:
labels and the shopping basket. respect to COVID-19
Navantia talent
Work organisation ▪ Ergonomics: Ergonomics in daily life.
Staff survey to assess pandemic fatigue and analyse the
Healthy Company data results
S
 afe and healthy work ▪ Addictions: Giving-up smoking.
environment
The Action Protocol to Prevent Addictions (APPA) seeks Certification Audit on the Living with COVID-19 Plan
2021
to develop an action framework that enables us to
prevent addiction and ensure a healthy and safe working PSA studies 193 Monitoring particularly susceptible employees

5 NAVANTIA, CREATING
OPPORTUNITIES
environment for everyone who works at Navantia work
centres. The Inter-centre Occupational Health and
Safety and Environment Committee established the
Thyroid hormone study 126 Monitoring implementation of the COVID Protocol

formalisation of collaboration agreements with entities Specific protocols (PS) 7,036


at the different Navantia geographical locations: Inter-centre committees to monitor COVID

A ANNEXES ▪ Dársena de Cartagena: Proyecto Hombre Drug


Addiction Rehabilitation Programme
Flu vaccines

Giving-up smoking
69

26
Flu vaccines campaign

Monitoring staff immunity


▪ Ría de Ferrol: ASFEDRO Drug Addiction Association
Iron study 375
▪ Bahía de Cádiz: Proyecto Hombre Drug Addiction
Rehabilitation Programme

▪ Madrid: Spanish Red Cross

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NAVANTIA GROUP Sustainability Report

Staff accident rate

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE Navantia indicators of its staff accident rate show significant improvement with respect to last year, thereby continuing a positive trend

2
Accident leave frequency index (ALFI) Danger index (DI)
CORPORATE GOVERNANCE

16.00 40.00

3 OUR ROLE IN
SUSTAINABLE TRANSITION 12.00 30.00

8.00 20.00

4 PEOPLE AS
DRIVERS OF CHANGE 4.00 10.00

The value of diversity 0.00 0.00


Navantia talent Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sep. Oct. Nov. Dec. Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sep. Oct. Nov. Dec.
Work organisation
ALFI 2020 ALFI 2021 Linear (ALFI 2021) DI 2020 DI 2021 Linear (DI 2021)
S
 afe and healthy work
environment

Average duration (AD) Incident index (II)

5 NAVANTIA, CREATING
OPPORTUNITIES
1200.00 5.00

A
4.00
ANNEXES 800.00
3.00

2.00
400.00

1.00

0.00 0.00
Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sep. Oct. Nov. Dec. Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sep. Oct. Nov. Dec.

AD 2020 AD 2021 II 2020 II 2021 Linear (II 2021)

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NAVANTIA GROUP Sustainability Report

There were a total of 107 accidents in 2021, while no occupational diseases were registered

1 NAVANTIA, GENERATING during the year.


SUSTAINABLE VALUE

Female Male

2 CORPORATE GOVERNANCE Accidents with sick leave

Accidents without sick leave


2

8
40

57

3
Total accidents 10 97
OUR ROLE IN
SUSTAINABLE TRANSITION Frequency rate 21.20

Severity rate 0.11

4
Note: There were no accidents with sick leave registered at Navantia Australia, SAES or SAINSEL. Accident rates are not
PEOPLE AS presented by gender as data on female accidents are considered immaterial with respect to the total
DRIVERS OF CHANGE

The value of diversity


Navantia talent
Work organisation
S
 afe and healthy work
environment

5 NAVANTIA, CREATING
OPPORTUNITIES

A ANNEXES

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5
1 NAVANTIA, GENERATING

NAVANTIA, CREATING
SUSTAINABLE VALUE

2 CORPORATE GOVERNANCE
OPPORTUNITIES
3 OUR ROLE IN
SUSTAINABLE TRANSITION

Customer relations
4 PEOPLE AS
DRIVERS OF CHANGE
Value chain

Social initiatives and contribution to the environ-

5 NAVANTIA, CREATING
OPPORTUNITIES ment
Customer relations Tax information
Value chain
S
 ocial initiatives and
contribution to the
environment
Tax information

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NAVANTIA GROUP Sustainability Report

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE Customer relations GRI GRI 416-1, 102-44

2 CORPORATE GOVERNANCE Navantia looks after its customers and constantly strives to meet their needs. To this end, the
company has a methodology to measure and monitor customer perceptions and to assess
the degree to which their needs and expectations are met. Based on these measurements,

3
plans are designed and actions taken that are considered necessary to improve these
OUR ROLE IN perceptions and expectations. Customer Satisfaction Measurement is a key indicator to
SUSTAINABLE TRANSITION assess the organisation's global performance.

In 2021, 45 surveys were sent to customers in all Navantia areas of activity to find out the
satisfaction level. Based on their results, the different Management Areas developed and

4 PEOPLE AS
DRIVERS OF CHANGE
implemented specific actions geared towards its improvement. Accordingly, the main
programmes on which surveys were carried out and interviews held were related to national
defence and security customers, as well as to civil sector customers.

5 NAVANTIA, CREATING
OPPORTUNITIES

Customer relations
Value chain Complaint management
S
 ocial initiatives and
contribution to the
Navantia has a procedure in place to
environment
properly process complaints, through
Tax information which it manages their reception,
distribution, assignment of responsibilities,
resolution and closure to ensure that they

A
are all duly controlled and efficiently dealt Customer
Guaranteeing
ANNEXES quality
with. This procedure is carried out by each focused
control
specific programme lead to offer closer
customer engagement.

There were 78 customer and Ministry of


Defence Quality Assurance Manager (QAM) complaints received in 2021, which were managed
as non-conformities in the SAP-QM information system.

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Service quality assurance


1 NAVANTIA, GENERATING
SUSTAINABLE VALUE

Strategic decision
2 CORPORATE GOVERNANCE
Adopting a quality management system is a strategic decision taken by Navantia; one that is senior
management driven and led. There is a genuine commitment to develop, maintain and continuously
improve an effective and efficient quality management system, something which benefits all

3 OUR ROLE IN
SUSTAINABLE TRANSITION
stakeholders, while also helping to enhance the company’s global and sustainable performance.

Navantia has Quality, Occupational Health and Safety and Environment Policies

4 PEOPLE AS
DRIVERS OF CHANGE
that apply to both Quality Management as well as all other areas, and which are in
keeping with the organisation's strategic direction and context.”

5 NAVANTIA, CREATING
OPPORTUNITIES
Accordingly, all Navantia products and services undergo quality controls and management procedures
to mitigate their possible negative impact. Products (ships, submarines, wind farms, motors, systems’
products) and services (ships’ repairs, product lifecycle support) are designed and customised to
Customer relations
customer requirements, working to the national and/or international standards that apply to each case.
Value chain
S
 ocial initiatives and
contribution to the
environment
Tax information
PECAL standards ISO standard

PECAL standards comprise publications that specify The UNE EN 9100

A ANNEXES
Spanish Ministry of Defence requirements (NATO
requirements) to manage quality standards that must be
complied with by suppliers under Defence contracts.
standard establishes
quality requirements for
aviation, aerospace and
defence suppliers and is
▪ The PECAL 2210 standard establishes NATO software applied to Shipyard and
quality requirements. Systems Management at
Dársena de Cartagena.
▪ The PECAL 2310 standard establishes NATO quality
assurance requirements for aviation, aerospace and
defence suppliers.

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The Navantia quality management system


1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
The Navantia quality management system is developed in accordance Corporate quality targets for 2021 were proposed by the Director of Quality and Continuous

2
with the requirements of the following standards: ISO 9001:2015 (Quality Improvement and subsequently approved by the Central Quality Committee. This body ensures
CORPORATE GOVERNANCE Management System Requirements) and PECAL 2000 series (NATO quality that targets take into account applicable requirements, that the targets are measurable and
assurance requirements), which is embodied in a specific document consistent with the quality policy and pertinent for product conformity. The scope of the quality
structure comprising Policies, Rules, Procedures and Instructions as per management system covers the Management of Programmes, Design, Development, Production,
the following diagram: Construction, Repairs, Transformation, Installation and Lifecycle Support in Shipbuilding,

3 OUR ROLE IN
SUSTAINABLE TRANSITION
Systems and Industrial Equipment areas:

CODE OF CORP
OR Shipbuilding. Ships, ship areas, submarines, Industrial equipment. Land and sea propul-
AT
E sion systems, electrical cogeneration plants

4
GO floating installations, small vessels: quality tar-
PEOPLE AS VE with diesel motors, electrical substations,tur-
POLICIES gets established by Navantia. This planning takes
DRIVERS OF CHANGE bines, wind generators, weapons compo-
into account internal and external issues, as well

RN
as the interests of the pertinent stakeholders. nents, industrial metal structures and instal-

AN
lations and the parts for the same. Casting.

CE
s
5
ee
NAVANTIA, CREATING BoD

itt
OPPORTUNITIES Standards

mm
ARTICLES OF IN

LATIONS
Customer relations Co Standards
Value chain
Procedures
S
 ocial initiatives and

REGU
contribution to the Instructions
environment
Tax information
CO
RP

Processes
OR

A
AT

ANNEXES O Systems, including Logistics Support Development (software). Combat, com-


N
I

munications, platform control, navigation and surveillance systems. Weapons


and gunsights. Precision mechanics.
COD
E OF CONDUCT

Moreover, Navantia has developed its Management System based on Navantia Australia and the subsidiaries, SAES and SAINSEL, are certified under the following stand-
the identification and interaction of its processes, thus it is a working ards: ISO9001, 91000 and PECAL AQAP 2110, which are adapted to the peculiarities of, and the
system aligned with the organisation's strategy and focused on pursuing contracts in progress, at each of these organisations. Moreover, the Quality Management System of
continuous improvements in activities and increasing customer these three companies is comprised, documentation wise, of the Quality Manual and by General and
satisfaction. Particular Procedures, which are subject to annual monitoring and renewal audits.
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NAVANTIA GROUP Sustainability Report

Quality audits Cybersecurity


1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
Navantia conducted internal quality audits in The projects that fall under the Cybersecurity Strategy at Navantia for 2021 were developed with a view to improving
2021 to assess conformity with the QMS and to company capabilities in surveillance, protection and response to cyber attacks. Moreover, an awareness raising

2 CORPORATE GOVERNANCE
analyse its level of implementation and adequate
maintenance to foster continuous improvement.
This enabled it to successfully prepare for external
and training plan for employees was developed on considering this aspect to be a key element to enhance the
organisation’s cyber resilience.

monitoring audits on currently valid certificates: At the end of the year, Navantia renewed its ISO27001, Cyber Essentials and Cyber Essentials Plus certifications,

3
in which its IT security management system was reviewed to ensure compliance with the security requirements
OUR ROLE IN ▪ ISO 9001:2015 which applies to Navantia, valid established in the said certificates.
SUSTAINABLE TRANSITION up to 12/12/2023

▪ PECAL AQAP 2110-2210-2310, valid up to


12/03/2024

4 PEOPLE AS
DRIVERS OF CHANGE ▪ EN 9100:2019 which applies to Shipyard and
Systems at Dársena de Cartagena, valid up to
12/12/2023

5 NAVANTIA, CREATING
OPPORTUNITIES

Customer relations
Value chain
S
 ocial initiatives and
contribution to the
environment
Tax information

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1 NAVANTIA, GENERATING
SUSTAINABLE VALUE Value chain GRI GRI 103-2; 308-1; 308-2; 414-1; 414-2

2 CORPORATE GOVERNANCE Navantia’ s commitment to sustainability


extends to its value chain. To this end,
Other factors to be taken into account would be the third
party's experience and reputation in the industry, its size and
the required mechanisms are established ▪ A public law body in countries with a “CPI” that of the transaction, the relationship of the third party with
score of under 50 points.

3
to ensure responsible relations with public officials or its business record with Navantia. In 2021 the
OUR ROLE IN

HIGH RISK
third parties in accordance with the Compliance Committee has done:
SUSTAINABLE TRANSITION ▪ A private law body with registered address
company’s own business principles.
in countries with a “CPI” score of under 40
Accordingly, Navantia legally reviews points.
those collaborators with which it

4 PEOPLE AS
DRIVERS OF CHANGE
maintains or envisages maintaining a
business relationship. Therefore, prior
to hiring the services of the third party,
▪ A private law body with registered address
in countries considered to be tax havens. +15 Due Diligence on
business partners
Navantia studies its level of compliance
with the applicable anti-corruption laws.

5 NAVANTIA, CREATING ▪ A public law body in countries with a “CPI”

MEDIUM RISK
OPPORTUNITIES Likewise, during the term of the contract,
Navantia adopts control measures to
score of equal to or over 50 points.
+55 Due Diligence on agents,
including new candidates,
▪ A private law body with a registered address
Customer relations enable it to assess potential corruption
in countries with a “CPI” of equal to or over
renewals and prior to the
risks and, where appropriate, to rescind
Value chain
the contract and/or take other measures
40 points. corresponding payments
S
 ocial initiatives and to defend its interests.
contribution to the
environment With a view to determining the due
Tax information level of control, the supplier company’s
reputation in anti-corruption and money ▪ A European Union public law entity.
Approximately 150
laundering where the operations are due diligence questionnaires to
to be carried out is analysed, as is A private law body with a registered address be answered by suppliers
A

ANNEXES whether or not the end customer is inside the European Union.
a public or private entity. In this way,
before contracting a collaborator, the
LOW RISK ▪ A public law body in a third country with
procurement risk level involved for a Transparency International Corruption
Navantia is studied, which is classified Perception Index (CPI) of equal to or over 80
into three categories: points. SAINSEL, for its part, conducts a due diligence process every
year on its “top ten” suppliers according to their turnover.
▪ A private law body with a registered address
Moreover, it has reached an agreement with Dow Jones to
in countries with a “CPI” of equal to or over
request economic-financial reports on companies’ risks and
60 points.
corruption, which provides it with a high level of trust with its
customers.

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Inclusion of social and environmental questions


1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
in the procurement policy
2 CORPORATE GOVERNANCE
Navantia is expressly subject to Book III of Law 9/2017 of Navantia has different strategies and tools in place to
8 November on Public Sector Contracts, the principles improve its relations with suppliers:
of which are incorporated into Internal Procurement

3 OUR ROLE IN
SUSTAINABLE TRANSITION
Instructions, as well as all internal procurement
regulations.
▪ Supplier portal: this platform facilitates the interchange
of information with suppliers (work procedures,
documentation requirements to control access, etc.).
This law provides that procurement bodies must make
sure that the design of award criteria enable the obtaining ▪ It has two offices basically dedicated to relations with

4 PEOPLE AS
DRIVERS OF CHANGE
of works, supplies and services of a high quality by
means of including qualitative, environmental, social
and innovative aspects tied to the subject matter of the
suppliers: the Auxiliary Industry Access Control Office
and the Coordination Office.

▪ E-procurement portal: with a view to facilitating


contract.
relations with suppliers with respect to contracts, and

5 NAVANTIA, CREATING In this regard, Navantia establishes as part of its to make the process more transparent and traceable,
OPPORTUNITIES assessment criteria: fostering the social integration of this platform is used to assess suppliers and their
people with a disability; disadvantaged people; and capacities in the performance of more important
Customer relations members of vulnerable groups, among those people projects and to process tenders, orders and billing.
assigned to perform the contract.
Value chain ▪ Publication of tenders: to favour transparency and
S
 ocial initiatives and As far as environmental aspects are concerned, these competition, tenders are published both on the
contribution to the are appraised in the assessment process prior to Public Sector Procurement Platform (PLACSP) and the
environment procurement. Occupational health and safety and Transparency Portal whenever necessary.
Tax information environmental aspects regarding the work done at
▪ The Navantia procurement process is subject to regular
Navantia shipyards are monitored during contract
internal and external audits to detect weak points,
performance. Moreover, audits are done on suppliers/
on the basis of which action plans are established to
subcontractors at their facilities, especially when these

A
enable continuous improvement.
ANNEXES are critical to the execution of some programme and are
particularly important environmentally speaking. ▪ The procedure, identification register and certified
environmental aspects are verified in supplier
supervision and audit systems.

In 2021, 5,288
suppliers were approved.

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1 NAVANTIA, GENERATING
SUSTAINABLE VALUE Social initiatives and GRI 413-1, 102-43

contribution to the environment


2 CORPORATE GOVERNANCE

Navantia is firmly committed to society and the environment where it pursues its activity. Accordingly, the organisation focuses on establishing lasting partnerships and associations

3 OUR ROLE IN
SUSTAINABLE TRANSITION
that contribute to sustainable development, creating opportunities for young people and other groups, as well as on promoting the shipbuilding culture through educational and
knowledge generation actions.

The financial contributions made by Navantia in 2021 are indicated below:

4 PEOPLE AS
DRIVERS OF CHANGE
CONTRIBUTIONS

A private institution committed to supporting Naval Culture and History Body activities, thereby contributing to the protection and

5 NAVANTIA, CREATING FUNDACIÓN MUSEO NAVAL dissemination of the historical legacy of the Spanish Navy.
OPPORTUNITIES
A private cultural organisation the purpose of which is primarily to carry out all types of activities in favour of the defence culture related to the
FUNDACION MUSEO DEL EJÉRCITO Spanish Army.
Customer relations
Value chain A private entity that forms part of the network of Spanish Ministry of Foreign Affairs, European Union and Cooperation (MAEC) Fundaciones
S
 ocial initiatives and FUNDACIÓN CONSEJO ESPAÑA AUSTRALIA Consejos network, with a view to fostering and deepening bilateral relations with Australia.
contribution to the
environment A private entity that forms part of the network of the MAEC Fundaciones Consejos network, with a view to fostering and deepening bilateral
FUNDACIÓN CONSEJO ESPAÑA ESTADOS UNIDOS relations with the USA.
Tax information
FUNDACIÓN EXPONAV Foundation created under Spanish Navy sponsorship to promote knowledge of shipbuilding and maritime activities.

A ANNEXES FUNDACIÓN PRINCESA DE GIRONA

FUNDACIÓN ISAAC PERAL


Foundation that works with young people on all aspects critical to their future.

Multi-sector foundation that seeks to drive technological cooperation between large enterprises and SMEs in the Murcia Region.

TOTAL CONTRIBUTIONS €82,000

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NAVANTIA GROUP Sustainability Report

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
TEDAE
ASSOCIATIONS

Association of Spanish companies involved in the Defence, Security, Aeronautics and Aerospace sectors.

2
CLANER Association dedicated to representing and defending the Andalusian renewable energies sector.
CORPORATE GOVERNANCE
CLÚSTER MARÍTIMO ESPAÑOL Institution that encompasses all sea-related Spanish industries, services and economic activities in a single organisation.

ACLUNAGA Galician Shipbuilding Sector association created on the initiative of the Regional Government of Galicia.

3 OUR ROLE IN
SUSTAINABLE TRANSITION
CLÚSTER MARITIMO NAVAL DE CADIZ

CLUB DE EXPORTADORES E INVERSORES


Business association to promote, drive, boost and develop the shipbuilding sector in the province of Cádiz.

Multi-sector business association to represent and defend the interests of its members in their international business activity.

4
CADIZ-PORT Association to promote the port of Bahía de Cádiz.
PEOPLE AS
DRIVERS OF CHANGE COIN COLEGIO DE INGENIEROS NAVALES Public law entity that brings together members of the shipbuilding and ocean engineers group.

SEA EUROPE European association of civil shipyards and equipment makers.

ASD Private European aeronautics, aerospace, defence and security association.

5 NAVANTIA, CREATING
OPPORTUNITIES
NRC

WIND EUROPE – THE EUROPEAN WIND ENERGY


Repairs’ shipyards’ club, not organised formally. It meets twice a year to deal with issues of common interest.

Association of entities that promote the use of wind energy, especially in Europe, though they also do so worldwide.
Customer relations ASSOCIATION
Value chain NAVY LEAGUE US – MADRID COUNCIL Madrid branch of the US Navy League.
S
 ocial initiatives and Group of personalities that represent all Spanish political, economic and social spheres and which forms part of the Nueva Economía Fórum
contribution to the CÍRCULO DE CONFIANZA
organisation.
environment
CTN CENTRO TECNOLÓGICO Y NAVAL Association set up by several sea and shipbuilding sector companies in the Murcia Region.
Tax information
AGACOM ASOCIACIÓN GALLEGA
Association that seeks to contribute to the development, fostering, promotion and dissemination of compliance in Galicia.
DE COMPLIANCE

A ANNEXES ASOCIACIÓN THE LEGACY


Organisation dedicated to showcasing the importance of Spain’s historical and cultural contribution to the United States of America with a view to
boosting and promoting links between both countries.

CCI CENTRO DE CIBERSEGURIDAD INDUSTRIAL International organisation with the mission of driving industrial cybersecurity and contributing to its improvement.

ISMS FORUM SPAIN Organisation to promote the information security development, knowledge and culture in Spain.

CESUR ASOCIACION DE EMPRESARIOS


Private and independent association of businessmen and women and senior directives from southern Spain.
DEL SUR DE ESPAÑA

AEC ASOCIACIÓN ESPAÑOLA DE CALIDAD Private entity the mission of which is to promote quality as a driver of competitiveness and sustainability for professionals, companies and the country.

Spanish Association of Additive Manufacturing and 3D Technologies that brings together organisations interested in developing and promoting additive
ADDIMAT
manufacturing on an industrial scale.
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NAVANTIA GROUP Sustainability Report

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
ASSOCIATIONS

IAI INSTITUTO DE AUDITORES INTERNOS Professional not-for-profit association that acts as a voice for the Internal Audit profession.

2 CORPORATE GOVERNANCE AEE ASOCIACIÓN EMPRESARIAL EOLICA

APPA MARINA
Wind Business Association that promotes the use of wind power.

Spanish Association for Renewable Energy Companies.

3
FORÉTICA Spanish association to promote the culture of ethical and socially responsible management in organisations.
OUR ROLE IN
SUSTAINABLE TRANSITION World pact that promotes implementation of the universally accepted Ten Principles to drive sustainable development in areas such as: human rights
UNITED NATIONS GLOBAL COMPACT
and business, labour standards, environment and the fight against corruption in companies’ business activities and strategy.

ASOCIACIÓN ATLANTICA ESPAÑOLA Association dedicated to the supporting the efforts of collective defence and maintaining the peace and security by NATO.

4 PEOPLE AS
DRIVERS OF CHANGE REAL LIGA NAVAL ESPAÑOLA Institution that brings together the four sea fleets: Navy, Merchant, Fishing and Sports.

Private association the primary goal of which is to foster business, economic and cultural relations between Turkey and Spain, and to serve the
CÁMARA DE COMERCIO HISPANO TURCA
interests of its members.

5 NAVANTIA, CREATING
OPPORTUNITIES CÁMARA DE COMERCIO HISPANO NORUEGA
Private association the primary goal of which is to foster business, economic and cultural relations between Norway and Spain, and to serve the
interests of its members.

Customer relations TOTAL CONTRIBUTIONS €312,675.12


Value chain
S
 ocial initiatives and
contribution to the For its part, SAINSEL contributes to not-for-profit organisations, specifically, this year it
environment SPONSORHIPS donated €346.28 to the Nuestra Señora del Carmen Association in Madrid. SAES made
donations to the order of €4,803 to the Naval Museum and the Betania Old People’s Home.
Tax information

FME Legion Monument FAS Veterans Choir

A ANNEXES FME Army Awards Damas del Carmen Raffle

Sponsorship of the Executive Forum 2021


Inspiring Girls Awards
Lunch

ACEDE Conference (Cartagena) Navy Golf Championship 2021

SAIL GP

TOTAL SPONSORSHIPS €53,000

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NAVANTIA GROUP Sustainability Report

Technology in the Health Initiatives Sharing experience


1 NAVANTIA, GENERATING
SUSTAINABLE VALUE service of health

2
The NAVANTIA Additive Manufacturing Centre of Navantia Bahía de Cádiz has The University of Coruña and Navantia
CORPORATE GOVERNANCE Excellence (CEFAN), located in Bahía de Cádiz signed up to the “Sumamos present their Astillero 4.0 research: the Mixed
shipyard has used its technology in 2021 to help Salud + Economía” Plan to Research Unit (UMI) formed by Navantia and
children and the blind. speed up the vaccination the University of A Coruña have presented

3
process against COVID-19: the campaign their advances in the work done to renew Navantia work
OUR ROLE IN
was carried out by the Department of centres.
SUSTAINABLE TRANSITION
Health and Families and the Department
of Employment, Training and the Self-
“Hospital 3D” Project: Navantia Employed of the Government of the Navantia and the University of Cartagena renew the

4 PEOPLE AS has been collaborating since Autonomous Region of Andalusia in “Isaac Peral” Chair: Navantia will make a series of
DRIVERS OF CHANGE 2019 with the University of which the medical services of the scholarships available for students; will organise awards
Cádiz and the Virgen del Rocío participant companies, the National for theses; and will promote shipbuilding-related
and Puerta del Mar hospitals Federation of Associations of the Self- research projects, as well as the use of 3D printed and
in Seville and Cádiz, respectively, on Employed (ATA) and the Business artificial intelligence to detect microplastics in Cartagena

5
the manufacturing of 3D parts that help Observatory to Achieve the 2030 Agenda Port.
NAVANTIA, CREATING
children with orthopaedic problems. At (OECA) took part.
OPPORTUNITIES
the request of these hospitals, in 2021 it
Customer relations built eighty orthopaedic parts that have Navantia signs up to the Alliance to consolidate
benefited seven children. Over 100 Navantia employees at Bahía Vocational Education: through this measure Navantia
Value chain run against cancer: staff from the three adheres to the commitment to endow continuity to
S
 ocial initiatives and Navantia shipyards in Bahía de Cádiz those policies that favour the promotion of Vocational
contribution to the “Kits for the blind” Project: the idea supported the Spanish Association Education.
environment of this project is to represent several Against Cancer (AECC) in organising the
Tax information astronomic concepts, such as a black “VII Ongoing race against cancer”.
hole, a galaxy or a planet, by means “From Magellan-Elcano mapmaking to satellite
of additive manufacturing so that, by systems” Course: Navantia participated in this course
touch, the children can get an idea of Blood donation campaign at Navantia

A
organised by the Menéndez Pelayo International
ANNEXES these concepts which are so abstract Cartagena: over fifty donations were University (UIMP) in collaboration with the Chile-Spain
for them. The project was undertaken made. Foundation.
throughout 2021 by the Navantia Additive
Manufacturing Centre of Excellence,
resulting in the delivery of 4 kits. Navantia, “Honorary Fellow” of the Faculty of Business
Sciences at the UPCT: in recognition of the collaboration
of the company with the educational institution in
offering the chance of work practice for its students.

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NAVANTIA GROUP Sustainability Report

Navantia with society Working for diversity Caring for the


1 NAVANTIA, GENERATING
SUSTAINABLE VALUE environment

2
Bahía de Cádiz renews its agreement with
CORPORATE GOVERNANCE Proyecto Hombre: On 26 February, Navantia signed
a collaboration agreement with the Spanish Women engineers at Navantia Navantia volunteers help
Foundation for Solidarity (Proyecto Hombre) to promote STEAM careers among to clean the polluted
continue the relationship both parties maintain for young students: Navantia surroundings of Portmán

3 OUR ROLE IN
SUSTAINABLE TRANSITION
several years now at Bahía de Cádiz shipyards. engineers collaborate with
secondary schools in Ría de Ferrol, Cádiz,
Cartagena, Madrid, the Canary Islands
beach: this initiative
consisted in removing exotic
invasive plants and waste from the
Navantia Ría de Ferrol renews its commitment to its cultural and Santander by giving talks to draw area. The work of these volunteers
heritage: the large number of cultural assets to be found at

4
the attention of current students and helped facilitate subsequent
PEOPLE AS Ría de Ferrol factories has led Navantia to setting up a project future professionals to the company. recovery actions.
DRIVERS OF CHANGE to evaluate them in collaboration with the University of A Moreover, the presence of women
Coruña. engineer colleagues at these talks boosts
the numbers of women opting for STEAM Navantia collaborates with Ferrol

5
careers and drives diversity, inclusion Town Council in creating a forest
NAVANTIA, CREATING New collaboration between Navantia and the Spanish Red and equality in the world of work. at Prior headland: Navantia and
OPPORTUNITIES Cross: Navantia signed an agreement with the Madrid branch Furthermore, Navantia women employees the Ferrol Town Council are
of the Spanish Red Cross to carry out educational actions took part in the conferences held for working together to reforest land
Customer relations about addictions and collaborating in joint projects and International Women’s Day organised by surrounding company facilities.
Value chain activities at the company's head office. the Naval School of Madrid in 2021. This project enabled Navantia
S
 ocial initiatives and to offset part of the greenhouse
contribution to the gases (GHGs) generated by its
environment Navantia Ría de Ferrol and Asfedro collaborate to combat Navantia celebrates International Women activity.
addictions: Navantia and the Ferrol Association for Drug in Engineering Day: Navantia held an
Tax information Dependencies (ASFEDRO) signed an agreement to fight “Empower your future” event with
against the problems caused by addictions, which envisages university students and recent graduates San Fernando organises an
the development by ASFEDRO of the “Addiction prevention at which several employees related their environmental volunteer activity:

A ANNEXES
at Navantia” programme to be implemented at Ría de Ferrol
work centres.
professional experience at the company. Navantia and the Eryteeia Scout
Troop joined forces in carrying out
a volunteer activity comprising
Navantia supports the Inspiring Girls the collection of waste left in
Collection of Christmas products and food for the Cartagena Foundation Week: on the occasion of the the marshes on both sides of the
Shipyard Food Bank: the Dársena de Cartagena shipyard “Mujeres de los Martes” event, Navantia Carraca road, which gives access
carried out a collection campaign in December of products collaborated in activities aimed at to Navantia - San Fernando and
such as: oil, jars of baby food, preserves, pulses, pastas, milk promoting marine sector related careers. the Arsenal de La Carraca shipyard
and flour, along with personal hygiene and cleaning products. and naval base.

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Partnerships
1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
Navantia participates in establishing a broad network of partnerships to drive sustainable development. These joining of forces arise from inclusive and all-encompassing collaborations
between the public and private sectors that result in agreements to mobilise human, intellectual and economic resources.

2 CORPORATE GOVERNANCE

Commitments to promote Universities and research centres


3 OUR ROLE IN
SUSTAINABLE TRANSITION
sustainable development
Navantia’s eagerness in pushing innovation has seen it create a collaboration environment in
which universities and research centres come on board the company's innovation programme
The Global Compact seeks to generate an and contribute to its being at the forefront of technological innovation through different collab-

4
international movement of sustainable companies oration initiatives.
PEOPLE AS
to create the type of world we want. It also has an
DRIVERS OF CHANGE
extraordinary capacity to bring together companies
with other actors to work on driving sustainable
development: governments, civil society and the
José Romero Landa José Patiño Rosales

5
United Nations. Navantia signed up to the Compact
NAVANTIA, CREATING Chair Chair
in 2019.
OPPORTUNITIES

Customer relations
Value chain As a Forética member, Navantia has clearly set itself the
goal of boosting the integration of social, environmental
S
 ocial initiatives and and good governance aspects into its strategy and
contribution to the management, while it also participates, for example,
environment in the Sustainability and CSR Action Group in public
Tax information companies.

Forética's mission is to foster the integration of Isaac Peral


social, environmental and good governance aspects Cosme Álvarez de los Ríos Chair

A ANNEXES in the strategy and management of companies and


organisations. With one goal: attaining a sustainable
future.
Chair

Navantia is a partner in the Ministry for the


Ecological Transition and the Demographic Challenge
Biodiversity Foundation to work to strengthen its
commitment to protecting biodiversity.

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Foundations and other associations


1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
As part of its commitment to society, Navantia makes donations to and sponsors not-for-profit organisations and events. Accordingly, in 2021 the company collaborated with:

2 CORPORATE GOVERNANCE
Fundación Museo Naval: A private institution to protect and Fundación Isaac Peral: Foundation to drive technological
disseminate the historical legacy of the Spanish Navy. cooperation between large enterprises and SMEs in the Murcia

3 OUR ROLE IN
SUSTAINABLE TRANSITION
Fundación Museo del Ejército: A private organisation the
Region.

purpose of which is to carry out activities in favour of the Fundación Empresa Universidad Gallega: A foundation

4
defence culture related to the Spanish Army. that specialises in the transfer of knowledge, innovation and
PEOPLE AS
technology from the Galician university system to the world of
DRIVERS OF CHANGE
business and society in general.
Fundación Consejo España Estados Unidos: Private entity to
foster and deepen bilateral relations with the United States of

5 NAVANTIA, CREATING
OPPORTUNITIES
America. Alianza para la FP Dual: Participation in the state network
of educational centres, companies and other institutions
committed to improving young people’s employability.
Customer relations
Fundación Consejo España Australia: Private entity to foster and
Value chain deepen bilateral relations with Australia.
S
 ocial initiatives and CEO por la Diversidad: This alliance seeks to drive innovation
contribution to the in diversity, fairness and inclusion strategies in Spanish
environment companies.
Fundación para la Biodiversidad: Foundation dedicated to
Tax information protecting Spain's natural heritage.

Luxembourg Declaration: This declaration seeks companies

A
to commit to accepting and implementing basic occupational
ANNEXES Fundación Exponav: Foundation to promote knowledge of
health promotion goals and to use them to guide its strategies
shipbuilding and maritime activities.

Fundación Princesa de Girona: Foundation to aid in young


people's development.

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NAVANTIA GROUP Sustainability Report

Shipbuilding culture
1 NAVANTIA, GENERATING
SUSTAINABLE VALUE
Navantia is a company committed to promoting shipbuilding culture related values. This commitment is articulated, among other actions, through showcasing its cultural, industrial
and archival legacy in collaboration with the local communities where it operates. Accordingly, the company is mindful of its close ties with the communities where its shipyards are

2 CORPORATE GOVERNANCE located, which makes it essential to strengthen synergies between them through the extensive dissemination of the company’s heritage. Moreover, the 17 SDGs seek to reinforce these
partnerships to achieve their objectives, which serve as an inspiration and goal for this specific action in the Navantia strategy.

3 OUR ROLE IN
SUSTAINABLE TRANSITION
The Dike Museum Shipbuilding Museum (Ferrol)
(Puerto Real)
4 PEOPLE AS This museum has its origins in the creation of This room takes visitors on a journey of shipbuilding
DRIVERS OF CHANGE What is known as the “El Dique” historic complex in the Fundación Exponav in 1995, sponsored by the at the Ferrol shipyard since the beginning of the 20th
the eastern area of the current Puerto Real shipyard Spanish Navy with a view to fostering knowledge of century. Navantia has contributed human, financial,
constitutes a space in which several different inherited shipbuilding and maritime activities. Navantia has technical and material resources to the museum,
buildings harmoniously combine, all of which date from been a foundation trustee from the outset. After not to mention some of its most historically valuable

5 NAVANTIA, CREATING the important growth the area underwent at the end of years of defining the project and raising funds, mainly exhibits which it had preserved at the shipyard with a
OPPORTUNITIES the 19th century and early 20th century. Standing on the from donations, the museum was recognised by the view to confirming its commitment to showcasing the
Trocadero peninsula, the site was selected on account Government of Autonomous Region of Galicia in 2017 cultural heritage of the shipbuilding industry and of
Customer relations of its ideal location, offering as it did shelter against as the “main maritime museum in Spain dedicated bringing it to the community to whom it belongs.
the Atlantic winds, with the nearby bay fairway greatly to shipbuilding” and came to occupy its rightful place
Value chain among the Galicia Museums Network.
favouring the easy entry and departure of ships.
S
 ocial initiatives and
contribution to the Today, the museum surroundings preserve buildings and The ironworks building of the Ferrol Arsenal houses
environment facilities that attest to the importance of the shipbuilding the museum. This building forms part of the original
industry in the province of Cádiz, while also reflecting the project back in 1761 to build four manufacturing
Tax information buildings in what was known as the “Dike Arsenal”,
impact it has hand on the local economy and society.
which have all been preserved and still function
today as Navy and Navantia facilities. Mid-19th

A ANNEXES
century it came to be used as the Navy School of
Engineers, a function for which its served until 1988.
Comprehensive restoration work was undertaken in
2001 to return it to its original 18th century structure. It
was inaugurated as the Shipbuilding Museum by Their
Majesties the King and Queen of Spain in 2008.

In addition to its role as a foundation trustee, Navantia


is also a friend and neighbour of the museum, and one
of its main donors of pieces for display. The Navantia
Room, opened in the museum in 2018, attests to the
fruitful collaboration between Navantia and Exponav.

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NAVANTIA GROUP Sustainability Report

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE Tax information
2 CORPORATE GOVERNANCE

Results by country

3 OUR ROLE IN
SUSTAINABLE TRANSITION The Navantia Group results for 2021 returned a loss of €86,156,772.75 after taxes.

Broken down by country, these losses corresponded to: Spain €93,529,613.04; Saudi Arabia
€1,570,517.41; and India €379,332.95.

4 PEOPLE AS
DRIVERS OF CHANGE
Profits were distributed as follows: Australia €8,708,825.41; Turkey €539,731.24; and France
€74,134.

5 NAVANTIA, CREATING
OPPORTUNITIES
Capital gains tax
Customer relations
Value chain The Navantia Group paid the following capital gains tax in 2021: €7,966,303.05 in Australia;
S
 ocial initiatives and €41,787 in France; and €58,313.96 in Turkey.
contribution to the
environment None of the other Navantia Group companies paid capital gains tax in 2021.
Tax information The Navantia Group received no subsidies in 2021.

A ANNEXES

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NAVANTIA GROUP Sustainability Report

A
1 NAVANTIA, GENERATING
SUSTAINABLE VALUE

2 CORPORATE GOVERNANCE ANNEXES


3 OUR ROLE IN
SUSTAINABLE TRANSITION

About this report


4 PEOPLE AS
DRIVERS OF CHANGE
Materiality analysis

Creating long-term value with stakeholders

5 NAVANTIA, CREATING
OPPORTUNITIES GRI-law content

A ANNEXES

About this report


Materiality analysis
C
 reating long-term value with
stakeholders
GRI-law content

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NAVANTIA GROUP Sustainability Report

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE About this report
2 CORPORATE GOVERNANCE This report is the Navantia Group Non-financial Information
Statement for the financial year closed on 31 December
2021. Navantia is 100% owned by the state holding company,
Sociedad Estatal de Participaciones Industriales (SEPI), which

3 OUR ROLE IN
SUSTAINABLE TRANSITION
is in turn attached to the Ministry of Public Finance and Public
Administration. Two companies form part of the Navantia Group
for consolidation purposes: Navantia Australia Pty. Ltd. and SAES
Capital, S.A., S.M.E. which in turn has a stake in two subsidiaries:

4
Sociedad Anónima de Electrónica Submarina, S.M.E. and SAINSEL
PEOPLE AS Sistemas Navales, S.A.U., S.M.E.
DRIVERS OF CHANGE
This document has been drafted to respond to requirements
under Law 11/2018 of 28 December on Non-financial reporting
and diversity. Moreover, Navantia seeks to anticipate the

5 NAVANTIA, CREATING
OPPORTUNITIES
change to be called for by the current Proposal for a Corporate
Sustainability Reporting Directive, both with respect to the metrics
to be indicated as well as regards information verification. As
pointed out by the European Commission the current regime
needs to be updated to strengthen companies’ sustainability

A ANNEXES
commitment, aligning it with the ambitious European Green Deal
aims and, of course, with UN Sustainable Development Goals.
The aforementioned anticipation of change will enhance company
About this report competitiveness, not only as regards potential standardised
Materiality analysis measurements, but likewise as regards the additional funding
to drive company activity-based projects, thereby boosting our
C
 reating long-term value with
sustainable efforts and responsibility.
stakeholders
GRI-law content Selected Global Reporting Initiative (GRI) standards, as well as Law
11/2018 of 28 December on Non-financial reporting and diversity,
were used to ensure that the content of this report reflects
the company’s sustainability performance, as was a materiality
analysis, the purpose of which is to detect relevant issues for the
business with a view to reflecting those important economic, social
and environmental impacts during the financial year closed on 31
December 2021.

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NAVANTIA GROUP Sustainability Report

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE Materiality analysis
2 CORPORATE GOVERNANCE
Navantia has conducted a SDG-based The following matrix shows the position of the different SDGs according to their internal and external importance.
materiality analysis to identify and define

3 OUR ROLE IN those issues the nature of which are


SUSTAINABLE TRANSITION important to company business and SDGs important for Navantia Priority SDGs

Importance for Navantia


activity. This study made it possible
to identify priority areas from both an
in-house and stakeholder perspective.

4 PEOPLE AS
DRIVERS OF CHANGE Moreover, the analysis has enabled
Navantia to prioritise sustainability
plan actions, as well as to manage and
report the information according to its

5 NAVANTIA, CREATING importance for both internal and external


OPPORTUNITIES stakeholders. Furthermore, Navantia
intends to continue developing this
analysis exercise in future reporting years.

An in-house created, two-dimensional Other relevant SDGs SDGs important for

A ANNEXES analysis method was used to conduct


this materiality analysis based on the
importance given by external opinion
stakeholders

About this report


leaders to the SDGs and their internal
Materiality analysis relevance via the perceptions collected
C
 reating long-term value with from a working group created for this
stakeholders purpose.
GRI-law content

Importance for stakeholders

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NAVANTIA GROUP Sustainability Report

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE Creating long-term value
with stakeholders
2 CORPORATE GOVERNANCE

Navantia has a “Stakeholders and context analysis procedure” in place to identify the stakeholders with which it engages, as well as to determine their needs and/or expectations and

3 OUR ROLE IN
SUSTAINABLE TRANSITION
tools to meet them. Moreover, each centre manages its relations with local entities and agents.

On implementing this procedure, relationships with local community actors are conducted as indicated in the following table:

4 PEOPLE AS
DRIVERS OF CHANGE STAKEHOLDERS NEEDS AND/OR EXPECTATIONS TOOLS/ACTIONS TO CATER FOR NEEDS/EXPECTATIONS

Navantia Employees (1) ▪ Job contract compliance ▪ Labour agreements

5
▪ Work safety and guarantees ▪ Occupational Health and Safety Management System
NAVANTIA, CREATING
▪ Work load and assignment ▪ Environmental Management System
OPPORTUNITIES
▪ Professional development (motivation, training and talent management) ▪ Compliance Management System
▪ Business ethics and anti-crime compliance ▪ Compliance Committee
▪ Working at an environment-friendly organisation ▪ Target driven system

A ANNEXES
▪ Occupational health and safety
▪ Data protection
▪ Control of access to information
▪ Succession Plan
▪ Training programmes
▪ Corporate University
About this report
▪ Digital identity management ▪ Talent Management
Materiality analysis
▪ Diversity and inclusion ▪ Knowledge Management Plan
C
 reating long-term value with
▪ Code of Conduct - Whistleblowing channel
stakeholders
▪ Corporate Compliance, Transparency and Good Governance Standards
GRI-law content
▪ Data protection regulation
▪ Cybersecurity awareness raising
▪ Access control by two-step authentication
▪ Digital identity management
▪ Information Security Management System (ISMS)
▪ Exercise of fundamental rights; Privacy and Data Protection Management
System processes
▪ Corporate Data Protection and Privacy Regulation

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NAVANTIA GROUP Sustainability Report

STAKEHOLDERS NEEDS AND/OR EXPECTATIONS TOOLS/ACTIONS TO CATER FOR NEEDS/EXPECTATIONS

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE Subsidiaries (1) ▪ Information
▪ Cooperation
▪ Boards of Directors
▪ Normal business relationship

2
▪ Transparency ▪ Code of Conduct - Whistleblowing channel
CORPORATE GOVERNANCE ▪ Business ethics and anti-crime compliance ▪ Corporate Compliance, Transparency and Good Governance Standards
▪ Unification of corporate image and corporate processes ▪ Compliance Committee
▪ Privacy and Data Protection Management System

3 OUR ROLE IN ▪ Corporate Data Protection and Privacy Regulation


SUSTAINABLE TRANSITION
Shareholders: SEPI (1) ▪ Transparency ▪ Board of Directors - Audit Committee
▪ Compliance ▪ Regular passing on of information

4
▪ Profitability ▪ Bilateral meetings
PEOPLE AS
▪ Business ethics and anti-crime compliance ▪ Code of Conduct
DRIVERS OF CHANGE
▪ Risk management ▪ Corporate Compliance, Transparency and Good Governance Standards
▪ Compliance Committee
▪ Privacy and Data Protection Management System.

5 NAVANTIA, CREATING
OPPORTUNITIES
▪ Corporate Data Protection and Privacy Regulation

Customers: Spanish ▪ Contractual compliance, agreements and regulations ▪ Corporate business relations procedures and standards, customer
Navy, foreign navies ▪ Information satisfaction and trade fair impact
and merchant ▪ Code of Conduct - Whistleblowing channel

A
▪ Cooperation
navies, shipbuilders,
ANNEXES wind power sector ▪ Strategic partnerships ▪ Corporate Compliance, Transparency and Good Governance Standards
customers, etc. (1) ▪ Performance guarantee ▪ Customer satisfaction survey and interview
About this report ▪ Transparency ▪ Cybersecurity awareness raising
Materiality analysis ▪ Contract guarantees ▪ Access control by two-step authentication
▪ Business ethics and anti-crime compliance ▪ Digital identity management
C
 reating long-term value with
stakeholders ▪ Data protection
▪ Cybersecurity incident management
▪ Control of access to information
GRI-law content ▪ Privacy and Data Protection Management System.
▪ Digital identity management
▪ Corporate Data Protection and Privacy Regulation
▪ Information on relevant cybersecurity incidents
▪ Smooth communication channels with the company to resolve conflicts
▪ Contract information security
and meet contract-related needs
▪ Security, continuity and speed of information and communication systems
▪ Product/service safety
▪ Recycling/waste management
▪ Smooth communication channels with the company to resolve conflicts and
meet contract-related needs

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NAVANTIA GROUP Sustainability Report

STAKEHOLDERS NEEDS AND/OR EXPECTATIONS TOOLS/ACTIONS TO CATER FOR NEEDS/EXPECTATIONS

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE Quality Assurance
Representative (QAR) (1)
▪ Compliance with quality system requirements
▪ Compliance programme/contract quality requirements
▪ Quality Management System
▪ Code of Conduct

2
▪ Safety guarantees ▪ Corporate Compliance, Transparency and Good Governance Standards
CORPORATE GOVERNANCE ▪ Transparency and communication ▪ Customer satisfaction surveys
▪ Data protection ▪ Cybersecurity awareness raising
▪ Control of access to information ▪ Access control by two-step authentication

3
▪ Digital identity management ▪ Digital identity management
OUR ROLE IN
SUSTAINABLE TRANSITION ▪ Information on relevant cybersecurity incidents ▪ Contingency and disaster recovery plans
▪ Security, continuity and speed of information and communication systems ▪ Cybersecurity incident management
▪ Privacy and Data Protection Management System.

4
▪ Corporate Data Protection and Privacy Regulation
PEOPLE AS
DRIVERS OF CHANGE
Suppliers: Supplies ▪ Occupational health and safety and the environment regulation compliance ▪ Corporate procurement procedures and regulations
and services providers, ▪ Contract compliance ▪ Quality management procedures
Auxiliary Industry (1)
▪ Procurement continuity ▪ Supplier communication channel

5 NAVANTIA, CREATING
OPPORTUNITIES
▪ Business ethics and anti-crime compliance
▪ Information security in contract relations
▪ Occupational Health and Safety Management System
▪ Corporate Environmental Management System
▪ Security, continuity and speed of information and communication systems ▪ Code of Conduct
▪ Product/service safety ▪ Corporate Compliance, Transparency and Good Governance Standards

A
▪ Waste management ▪ Other one-off tools
ANNEXES ▪ Data protection ▪ Cybersecurity incident management
▪ Control of access to information ▪ Suppliers Panel
About this report
▪ Digital identity management ▪ Information Security Management System
Materiality analysis ▪ Energy consumption ▪ Privacy and Data Protection Management System.
C
 reating long-term value with ▪ Guarantee of the required training to take part in internal management ▪ Corporate Data Protection and Privacy Regulation
stakeholders processes ▪ Guarantee of the required training to take part in internal management
GRI-law content ▪ Full integration into project planning processes
▪ Assessment of supplier information security ▪ Full integration into project planning
▪ Assessment of supplier information security

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NAVANTIA GROUP Sustainability Report

STAKEHOLDERS NEEDS AND/OR EXPECTATIONS TOOLS/ACTIONS TO CATER FOR NEEDS/EXPECTATIONS

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE Trade Unions (1) ▪ Transparency
▪ Cooperation
▪ Negotiations
▪ Bilateral meetings

2
▪ Response to demands ▪ Labour agreements
CORPORATE GOVERNANCE ▪ Job security and guarantees ▪ Code of Conduct
▪ Business ethics and anti-crime compliance ▪ Corporate Compliance, Transparency and Good Governance Standards
▪ Freedom to join trade unions

3 OUR ROLE IN
SUSTAINABLE TRANSITION Spanish administration,
City Councils and
▪ Transparency
▪ Information
▪ Trade relations
▪ Bilateral and multi-lateral meetings
Corporations. Foreign
▪ Cooperation ▪ Code of Conduct - Whistleblowing channel
government authorities.

4
(2) ▪ Regulatory compliance. Commitment ▪ Corporate Compliance, Transparency and Good Governance Standards
PEOPLE AS
▪ Business ethics and anti-crime compliance ▪ Environmental Management System (identification and assessment of
DRIVERS OF CHANGE
▪ Information on relevant cybersecurity incidents legal requirements)
▪ Smooth communication channels ▪ Cybersecurity incident management
▪ Information Security Management System (ISMS)

5 NAVANTIA, CREATING
OPPORTUNITIES
▪ Privacy and Data Protection Management System.
▪ Corporate Data Protection and Privacy Regulation

Companies, institutions, ▪ Information ▪ Trade relations


associations and clusters.

A
▪ Cooperation ▪ Bilateral and multi-lateral meetings
Universities and Research
ANNEXES Centres. Classification
▪ Regulatory compliance ▪ Navantia representation in entities, in its own name or through national
▪ Strategic partnerships and international associations
Societies (BV, LR, DNV GL,
About this report ABS, etc.). European and ▪ Sponsorship ▪ Membership in and sponsorship of entities

Materiality analysis multi-lateral bodies (EU, ▪ Business ethics and anti-crime compliance ▪ Code of Conduct - Whistleblowing channel
NATO, EDA, SEA EUROPE, ▪ Corporate Compliance, Transparency and Good Governance Standards
C
 reating long-term value with OCCAR, etc.) (2) ▪ Smooth communication channels
stakeholders
GRI-law content
Financial institutions (2) ▪ Loan collection ▪ Trade relations
▪ Financial guarantee compliance ▪ Bilateral and multi-lateral meetings
▪ Business ethics and anti-crime compliance ▪ Retaining fees
▪ Financial risk management ▪ Code of Conduct
▪ Data protection ▪ Corporate Compliance, Transparency and Good Governance Standards
▪ Privacy and Data Protection Management System.
▪ Corporate Data Protection and Privacy Regulation

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STAKEHOLDERS NEEDS AND/OR EXPECTATIONS TOOLS/ACTIONS TO CATER FOR NEEDS/EXPECTATIONS

1 NAVANTIA, GENERATING
SUSTAINABLE VALUE Media (2) ▪ Information flow
▪ Transparency
▪ Corporate Communication Regulation
▪ Code of Conduct

2
▪ Truthfulness ▪ Corporate Compliance, Transparency and Good Governance Standards
CORPORATE GOVERNANCE ▪ Business ethics and anti-crime compliance ▪ Privacy and Data Protection Management System
▪ Appropriate and timely information ▪ Corporate Data Protection and Privacy Regulation

3
Social environment: ▪ Regulatory and environmental compliance ▪ Navantia website and social networks
OUR ROLE IN
nearby and remote ▪ Positive impact of Navantia activity, particularly in terms of noise, landscape, ▪ Code of Conduct - Whistleblowing channel
SUSTAINABLE TRANSITION geographical areas of environmental pollution, communication channels, employment ▪ Corporate Compliance, Transparency and Good Governance Standards
influence (society, NGOs,
▪ Business ethics and anti-crime compliance ▪ Environmental Management System
social groups) (3)
▪ Display of socio-cultural legacy (museums, exhibitions, guided visits, etc.)

4
▪ Collaboration agreements with local universities
PEOPLE AS ▪ Inequality prevention ▪ Privacy and Data Protection Management System
DRIVERS OF CHANGE
▪ Corporate Data Protection and Privacy Regulation

External control and ▪ Information ▪ Corporate regulations

5 NAVANTIA, CREATING
OPPORTUNITIES
supervision bodies
(Audit Office, State
Comptroller, Tax Office,
▪ Cooperation
▪ Transparency
▪ Legislative requirements compliance
▪ Passing on of information through the established channels
▪ Bilateral meetings
▪ Exercise of fundamental rights; Privacy and Data Protection Management
Regulatory bodies:
National Competition System processes
Commission, Dept. ▪ Corporate Data Protection and Privacy Regulation

A ANNEXES
Social Security, etc.),
Control, Investigating and
Sanctioning Authority
About this report (Spanish Data Protection
Materiality analysis Agency and European
Data Protection and
C
 reating long-term value with Privacy Authorities)
stakeholders
GRI-law content Website (digital) users. ▪ Website users data protection and privacy policy
Any individual who ▪ Corporate data protection and privacy regulation
engages with Navantia
over our website

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1 NAVANTIA, GENERATING
SUSTAINABLE VALUE GRI-law content
2 CORPORATE GOVERNANCE CODE NON-FINANCIAL INFORMATION LAW REQUIREMENTS GRI LINKS RESPONSE TO
REQUIREMENTS

0. GENERAL INFORMATION

3 OUR ROLE IN
SUSTAINABLE TRANSITION
102-2 Activities, brands, products and services
102-3 Location of headquarters
102-4 Location of operations
102-6 Markets served

4 PEOPLE AS
DRIVERS OF CHANGE
0.A A brief description of the group’s business model
102-7 Scale of organization
102-14 Statement from senior decision-maker (vision and strategy
with respect to managing the significant economic, environmental, pgs. 3-13, 20-25
and social impacts)
102-18 Governance structure

5 NAVANTIA, CREATING
OPPORTUNITIES
102-22 Composition of the highest governing body and its
committees
102-26 Role of the highest governing body in setting purpose,
values and strategy

A ANNEXES 0.B
A description of the policies applied by the group regards the said
questions
103-2 The management approach and its components pgs. 35-36

About this report 103-2 The management approach and its components Indicated in detail in the
0.C The results of these policies following sections of this
Materiality analysis 103-3 Evaluation of the management approach table
C
 reating long-term value with
stakeholders 102-15 Key impacts, risks and opportunities
0.D The main risks related to these questions 102-16 Values, principles, standards and rules of behaviour pgs. 26-34
GRI-law content
102-30 Effectiveness of risk management processes

103-1 Explanation of the material topic and its boundary


Key indicators of non-financial results that are relevant with respect 103-2 The management approach and its components pgs. 102-103 and indicated
0.E to specific business activity and which meet the comparability, in detail in the following
materiality, relevance and reliability criteria. 103-3 Evaluation of the management approach sections of this table
102-54 Claims of reporting in accordance with GRI standards

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RESPONSE TO

1
CODE NON-FINANCIAL INFORMATION LAW REQUIREMENTS GRI LINKS REQUIREMENTS
NAVANTIA, GENERATING
SUSTAINABLE VALUE 1. ENVIRONMENTAL MATTERS

1.1 GENERAL INFORMATION

2 CORPORATE GOVERNANCE
1.1.1
On the current and foreseeable effects of the company's activities on
the environment and, where appropriate, on health and safety
- pgs. 41-44

1.1.2 On environmental assessment or certification procedures - p. 45

3 OUR ROLE IN
SUSTAINABLE TRANSITION 1.1.3 On resources dedicated to environmental risk prevention - pgs. 43-44

1.1.4 On the application of the precautionary principle 102-11 Precautionary principle or approach p. 46

4
1.1.5 On the amount of provisions and guarantees for environmental risks - p. 46
PEOPLE AS
DRIVERS OF CHANGE 1.2 POLLUTION

Measures to prevent, reduce or remedy emissions that severely affect


305-7 Nitrogen oxides (NOx), sulphur oxides (SOx) and other
1.2.1 the environment; taking into account any form of activity-specific pgs. 46, 50-54

5
significant air emissions
NAVANTIA, CREATING atmospheric pollution, including noise and light pollution
OPPORTUNITIES
1.3 CIRCULAR ECONOMY AND WASTE PREVENTION AND MANAGEMENT

Measures for waste prevention, recycling, re-use, and other forms of


1.3.1 306-2 Waste by type and disposal method pgs. 55-58
waste recovery and disposal

A ANNEXES 1.3.2 Actions to combat food waste.

1.4 SUSTAINABLE USE OF RESOURCES


No material for Navantia activity

About this report


Materiality analysis 303-1 Interaction with water as a shared source
1.4.1 Water consumption and water supply in accordance with local limits pgs. 48-49
C
 reating long-term value with 303-5 Water consumption
stakeholders
Consumption of raw materials and measures taken to improve the
GRI-law content 1.4.2 301-1 Materials used by weight or volume p. 59
efficiency of raw material use

1.4.3 Direct and indirect energy consumption 302-1 Energy consumption within the organisation p. 53

302-3 Energy intensity


1.4.4 Measures to improve energy efficiency p. 53
302-4 Reduction of energy consumption

302-1 Energy consumption within the organisation (broken down


1.4.5 Use of renewable energies p. 54
into renewables and non-renewables)

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RESPONSE TO

1
CODE NON-FINANCIAL INFORMATION LAW REQUIREMENTS GRI LINKS REQUIREMENTS
NAVANTIA, GENERATING
SUSTAINABLE VALUE 1.5 CLIMATE CHANGE

305-1 Direct (Scope 1) GHG emissions

2
Important greenhouse gas emission elements generated as a result of
CORPORATE GOVERNANCE 1.5.1 the company's activities, including the use of the goods and services 305-2 Energy Indirect (Scope 2) GHG emissions pgs. 50-51
it produces. 305-3 Other Indirect (Scope 3) GHG emissions

201-2 Financial implications and other risks and opportunities due


1.5.2 Measures adopted to adapt to the consequences of climate change pgs. 51-52

3 OUR ROLE IN to climate change


SUSTAINABLE TRANSITION Voluntary medium- and long-term reduction targets set to reduce
1.5.3 305-5 Reduction of GHG emissions p. 52
greenhouse gas emissions and the means implemented in this regard

1.6 PROTECTING BIODIVERSITY

4 PEOPLE AS
DRIVERS OF CHANGE 1.6.1 Measures taken to preserve or restore biodiversity 304-3 Habitats protected or restored pgs. 60-62

304-2 Significant impacts of activities, products and services on


1.6.2 Impacts caused by activities or operations in protected areas p. 62
biodiversity

5 NAVANTIA, CREATING
OPPORTUNITIES
2. SOCIAL AND PERSONNEL MATTERS

2.1 EMPLOYMENT

Total number and distribution of employees according to 102-8 Information on employees and other workers
2.1.1 pgs. 71-72

A
representative diversity criteria (gender, age, country, etc.) 405-1 Diversity of governance bodies and employees
ANNEXES
Total number and distribution of types of employment contracts, average
About this report 2.1.2 annual number of permanent, temporary and part-time contracts by 102-8 Information on employees and other workers p. 72
gender, age and job category
Materiality analysis
C
 reating long-term value with 2.1.3 Number of redundancies by gender, age and job category p. 73
stakeholders
Average remuneration and evolution thereof broken down by gender,
GRI-law content 2.1.4 - pgs. 73-74
age and job category or equal value

Wage gap, remuneration for equal jobs or average remuneration at the


2.1.5 405-2 Ratio of basic salary and remuneration of women to men p. 74
company

Average remuneration of directors and executives, including variable


2.1.6 remuneration, allowances, indemnities, payments to long-term - p. 25
savings schemes and any other payments, broken down by gender

2.1.7 Implementation of disconnection policies - p. 80

2.1.8 Employees with a disability 405-1 Diversity of governance bodies and employees p. 68

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1
CODE NON-FINANCIAL INFORMATION LAW REQUIREMENTS GRI LINKS REQUIREMENTS
NAVANTIA, GENERATING
SUSTAINABLE VALUE 2.2 ORGANISATION OF WORK

2.2.1 Organisation of work schedule - pgs. 77-79

2 CORPORATE GOVERNANCE
2.2.2 Number of hours of absence
403-2 Types of accidents, accident rate, occupational diseases,
days lost, absenteeism and number of deaths per occupational p. 80
accident or occupational disease

3 OUR ROLE IN
SUSTAINABLE TRANSITION
2.2.3
Measures aimed at enhancing work-life balance and encouraging the
enjoyment of work-life balance by both parents
401-3 Parental leave pgs. 66-67

2.3 HEALTH AND SAFETY

4
2.3.1 Occupational health and safety conditions pgs. 81-84
PEOPLE AS
DRIVERS OF CHANGE 403-2 Types of accidents, accident rate, occupational diseases,
Workplace accidents, in particular its frequency and severity, as well
2.3.2 days lost, absenteeism and number of deaths per occupational p. 84
as occupational diseases; broken down by gender.
accident or occupational disease

5 NAVANTIA, CREATING
OPPORTUNITIES
2.4 SOCIAL RELATIONS

Organisation of social dialogue, including procedures for informing,


102-43 Approach to stakeholder management
2.4.1 403-1 Workers representation in formal joint management–worker pgs. 78-79
consulting and negotiating with staff
health and safety committees

A ANNEXES 2.4.2
Percentage of employees covered by collective bargaining agreements
by country
p. 77

About this report Taking stock of collective bargaining agreements, particularly in the
2.4.3 pgs. 81-84
Materiality analysis sphere of occupational health and safety

C
 reating long-term value with 2.5 TRAINING
stakeholders
404-2 Programmes for upgrading employee skills and transition
GRI-law content 2.5.1 Training policies implemented pgs. 75-76
assistance programmes

2.5.2 Total training hours by professional category 404-1 Average hours of training per year per employee p. 76

2.6 UNIVERSAL ACCESSIBILITY FOR PEOPLE WITH A DISABILITY

2.6.1 Universal accessibility for disabled people - pgs. 67-68

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NAVANTIA GROUP Sustainability Report

RESPONSE TO

1
CODE NON-FINANCIAL INFORMATION LAW REQUIREMENTS GRI LINKS REQUIREMENTS
NAVANTIA, GENERATING
SUSTAINABLE VALUE 2.7 EQUALITY

Measures taken to promote equal treatment and opportunities for

2
2.7.1 401-3 Parental leave p. 68
women and men
CORPORATE GOVERNANCE
Equality plans (Chapter III of Organic Law 3/2007 of 22 March on the
effective equality of women and men), measures adopted to promote
2.7.2 - pgs. 64-67
employment, protocols against sexual and gender-based harassment,

3 OUR ROLE IN
SUSTAINABLE TRANSITION
2.7.3
integration and universal accessibility for people with a disability

Policy against all types of discrimination and, where appropriate,


- p. 64
diversity management policy

4
3. RESPECT FOR HUMAN RIGHTS
PEOPLE AS
DRIVERS OF CHANGE 3.1 HUMAN RIGHTS

3.1.1 Implementation of human rights due diligence procedures 102-16 Values, principles, standards and rules of behaviour

5 NAVANTIA, CREATING
OPPORTUNITIES
3.1.2 Complaints relating to human rights breaches
419-1 Non-compliance with laws and regulations in the social and
economic area

Promotion and enforcement of the provisions of International Labour p. 40


Organization core conventions concerning respect for freedom of
association and the right to collective bargaining; the elimination

A
3.1.3 406-1 Incidents of discrimination and corrective actions taken
of discrimination in respect of employment and occupation; the
ANNEXES elimination of forced or compulsory labour; the effective abolition of
child labour.
About this report
4. FIGHT AGAINST CORRUPTION AND BRIBERY
Materiality analysis
C
 reating long-term value with 4.1 CORRUPTION AND BRIBERY
stakeholders
102-16 Values, principles, standards and rules of behaviour
GRI-law content
102-17 Advice mechanisms and concerns about ethics
205-1 Operations assessed for risks related to corruption
4.1.1 Measures taken to prevent corruption and bribery pgs. 37-38
205-2 Communication and training about anti-corruption policies
and procedures
205-3 Confirmed incidents of corruption and actions taken

4.1.2 Measures to combat money laundering - p. 38

4.1.3 Contributions to foundations and non-profit entities 201-1 Direct economic value generated and distributed pgs. 92-94

113
NAVANTIA GROUP Sustainability Report

RESPONSE TO

1
CODE NON-FINANCIAL INFORMATION LAW REQUIREMENTS GRI LINKS REQUIREMENTS
NAVANTIA, GENERATING
SUSTAINABLE VALUE 5. COMPANY INFORMATION

5.1 COMPANY COMMITMENTS TO SUSTAINABLE DEVELOPMENT

2 CORPORATE GOVERNANCE
5.1.1
The impact of the company’s activity on local employment and
development
413-1 Operations with local community engagement, impact
assessments and development programmes
pgs. 95-99

The impact of the company's activity on local communities and the 413-1 Operations with local community engagement, impact

3
5.1.2 pgs. 95-99
OUR ROLE IN territory assessments and development programmes
SUSTAINABLE TRANSITION
102-43 Approach to stakeholder management
Relations with local community actors and methods of engagement
5.1.3 413-1 Operations with local community engagement, impact pgs. 104-108
with them.
assessments and development programmes

4 PEOPLE AS
DRIVERS OF CHANGE 5.1.4 Partnership or sponsorship actions

5.2 SUBCONTRACTING AND SUPPLIERS


pgs. 98-99

Inclusion of social, gender equality and environmental issues in the

5 NAVANTIA, CREATING 5.2.1 - p. 91


procurement policy
OPPORTUNITIES
308-1 New suppliers that have been screened using environmental
In relations with suppliers and subcontractors, consideration of their criteria
5.2.2 pgs. 90-91
social and environmental responsibility
414-1 New suppliers that were screened using social criteria

A ANNEXES 5.2.3 Monitoring and audit systems and audit results

5.3 CONSUMERS
p. 90

About this report


Materiality analysis 5.3.1 Consumer health and safety measures pgs. 86-89
C
 reating long-term value with 418-1 Substantiated complaints concerning breaches of customer
stakeholders 5.3.2 Complaint systems, complaints received and its resolution p. 86
privacy and losses of customer data
GRI-law content
5.4 TAX INFORMATION

5.4.1 Profits by country -

5.4.2 Income tax paid - p. 100

5.4.3 Public subsidies received 201-4 Financial assistance received from government

114
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