corporate responsibility and sustainability report 2017 · innovation centre in colombia: konecta...

CORPORATE RESPONSIBILITY AND SUSTAINABILITY REPORT

2017

3

BACK TO TOC

2017 CR&S REPORT

2

1.MESSAGE FROM THE BOARD

3.

KONECTA MOMENTS 2017

2.KEY FIGURES

4.

KONECTA, A NEW BUSINESS MODEL

KONECTA Presentation Konecta in the World

Konecta Milestones

Corporate Governance Mission, Vision and Values

Ethics and Integrity

Awards and Accolades

Certifications

1617_

20_

23_

24_

26_

28_

30_

32_

3435_

35_

38_

40_

41_

44_

62

64_

65_

70_

74_

82_

84_

84_

85_

91_

93_

95_

4850_

54_

56_

58_

OUR CORPORATE RESPONSIBILITY

5.

Contributing to Sustainable Development

Konecta and Corporate Responsibility

Relationship with Stakeholders

Risk Management

UN Global Compact and the SDGD

Leading the fight against climate change

8

6

4

6.

EVOLVING ALONGSIDE OUR CLIENTS

Digital Transformation and Efficiency

Customer Experience

Innovation and new technologies

Operational Management Systems

7.

KONECTA’S SOCIAL DIMENSION

Human Capital

Commitment to employment

A Healthy Company

Equality and Integration

Konecta Foundation: Integration, our greatest asset

Mission, Vision and Values

Governance Bodies

Training and Employment

Research and University

Culture and Sports

Volunteerism

GRI Index – Standard

8.

ABOUT THIS REPORT100

103

9.

ANNEX

122

10.

KONECTA OFFICES

TABLE OF CONTENTS

Point of Contact for questions concerning the content and process of definition of the Annual Corporate Responsibility and Sustainability Report.

KonectaSerrano, 4128001 Madrid

E-mail: [email protected]

Telephone: 902 193 106


4

2017 CR&S REPORT

5

BACK TO TOC

Last year, we expressed our conviction that 2017 would be a year of major changes that would bring about a new phase for Konecta, and this has indeed been the case.

In a highly competitive environment, the Company reported revenues of EUR 768 million, 4.1 % more than in 2016, the highest figure in our history. With regard to profitability, and thanks to the positive evolution of our business, we maintained a sustained growth and raised the EBITDA to EUR 80 million, with a staff of close to 59,000 employees, 75 % of which are located outside the Spanish borders.

This allowed the Group to rank among the 10 leading companies of the sector in the world in terms of turnover, thus leading the Spanish and Colombian markets, and consolidating its position in the rest of the countries in which it operates.

2017 has demanded the best from us: it was a year in which, at an international level, we have resolutely undertaken a plan for the integration with compa-nies recently acquired in LATAM, identifying synergies and drawing processes that contribute to the use of all the resources, the know-how and technology available to continue growing in a way that is consistent, while supporting the success of our clients’ business.

At European level, we have taken important steps to restructure operations in the EMEA region, and in Spain we have continued to work under a philosophy of efficiency that has allowed us to grow and attract new and interesting clients, while retaining our existing portfolio. This shows the success of our diversifi-cation strategy and of the differential that Konecta’s broad portfolio offer: end-to-end, flexible, and highly customizable solutions that adapt to the new ways of engaging consumers.

All this under the umbrella of a strong commitment to technological develop-ment that allows us to respond to the market needs as they appear. Thus, the launch of the Digital Transformation and Efficiency Unit has become a lever for generating value for the Company, as did the opening, in late October, of a new innovation centre in Colombia: Konecta Software Factory, which will develop bespoke technology to support our operations and those of our customers globally.

In this way, we transformed challenges into opportunities, building on the com-

petitive edge provided by the existing knowledge in our Company and the talent of our professionals, to make solutions available to the market, such as the integration of KCRM and Epiron, two powerful tools that together make up a new model for the integrated management of user-brand interactions through social networks.

2017 has been a particularly interesting year in more than one aspect. Simultaneously, we continue to work for devel-oping our operations, and generating revenue for the Company and its shareholders, as well as for our employees and society in general. To this end, we launched a Corporate Responsibility and Sustainability Management System aimed at analysing and implementing the necessary measures to ensure that our activity remains consistent with the values and principles that define our corporate culture: ethics, integrity, social and environmental responsibility.

Along this line, at Konecta we keep on honouring our commitment to employment and equal opportunities, as well as to the career development of our professionals in a challenging, yet healthy, work environment. Also, together with the Konecta Foundation, we promote the integration of groups at risk of exclusion, under an inclusive and normalised perspective, contributing to the progress of the countries in which we operate.

José María Pacheco Guardiola, Konecta PresidentJesús Vidal Barrio Rivas, Konecta CEO

José María Pacheco Guardiola, Konecta President

Jesús Vidal Barrio Rivas, Konecta CEO

MESSAGE FROM THE BOARD

As in previous years, we ratified our commitment to the United Nations’ Global Compact -as founding members of the Spanish network in 2004-, to its ten Operational Principles related to Human Rights, Labour Standards, Environment and the Fight against Corruption, as well as to the Sustainable Development Goals, which are included in this report to illustrate the progress made through 2017 for their implementation.

All these achievements are nothing more than the combined result of the trust from our clients and shareholders, and the professionalism of our team. Thank you all for joining us and supporting us during these years in our commitment to growing and making Konecta the benchmark company in the sector.

720.7 economic value distributed

(EUR million)

768.1in revenue

(EUR million)

58,809 employees

2017 FINANCIAL STATEMENT DATA

76

BACK TO TOC

2017 CR&S REPORT

Economic value distributed (EUR million)

2017

720.72016 2015

685.6 433.2

EBITDA (EUR million)

2017

80.342016 2015

78.8 37.2

Turnover (EUR million)

2017

768.12016 2015

737.7 461.4

% of women in staff

2017

64.472016 2015

67.95 68.99

Konecta Foundation’s capital provided by Konecta (EUR thousands)2017

5202016 2015

300 300

Training hours / Employee 2017 90.962016 2015

41.00 27.80

2017 14.72016 2015

6.6 6.1

Corporate volunteering hours2017

7,2922016 2015

3,157 2,340

Number of employees

2017

58,8092016 2015

54,371 28,216

ECONOMIC DIMENSION

Direct consumption of electric power in Spain (MWh)2017

14,483.92016 2015

15,182.9 16,251.8

Consumption of white paper in Spain (t)2017

109.72016 2015

118.5 745.8

Water consumption in Spain (m3)

2017

32,2922016 2015

44,428 28,676

Indirect emissions in Spain (t of CO2) (3)2017

2,648.22016 2015

1,165.9 2,501.1

Direct emissions in Spain (t of CO2) (2)2017

12,455.52016 2015

13,161.9 12,441.2

ENVIRONMENTAL DIMENSION

SOCIAL DIMENSION

KEY FIGURES

(1) The international environmental data resulting from the Company’s activity is available as of 2017.

Yet, this report reflects the activity data from Spain in order to carry out a comparison of the last three

years.

(2) The emission data related to energy consumption has been calculated bearing in mind the guaran-

tees of origin from energy providers. This factor was not considered in the past. This is the reason why

emissions were calculated based on 100 % of the energy consumed, hence the difference with the data

registered in the 2016 report.

(3) Even if the energy consumed has decreased from 2016 to 2017 in terms of total megawatts, the data

associated to indirect CO2 emissions has increased in the same period due to the percentage of energy

with guarantee of renewable origin that our suppliers have provided us.

(1)

Investment in training (EUR million)

98

BACK TO TOC

2017 CR&S REPORT

A Konecta professional receives an award in the 10th Fortius Awards in 2017

MOMENTS

2017

Konecta BTO signs its Equality Plan in Spain

Volunteers from Konecta Spain participate in a Sports Week event to support Cáritas

JANUARY

ENERO

FEBRUARY

APRIL MAY

MARCH

Over 900 attendees to ExpoContact 2017Graduation of former military victims of the armed conflict in Colombia with the support of Konecta and its Foundation, DKV Integralia Foundation and Matamoros Corporation

1110

BACK TO TOC

2017 CR&S REPORT

Konecta runs to fight against gender-based violence supporting the “Hay Salida” (“There’s a way out”) race

Konecta Argentina launches Epiron Omnicanalidad 3.0

“Hoy deciles que sí” (Tell them Yes today”): 1,100 children visited all three Konecta offices in Argentina to get to know the place where their parents work

Konecta Brazil presents its experience in the integration of professionals with visual disabilities at the OISS

JUNE

Konecta Argentina and Colombia recognised at the ALOIC Latam Awards as Best Organisations for Customer Interaction

MAY

MAY

JULYJUNE

Konecta Peru recognised by the 2017 PAR ranking for promoting gender equality in its organisation

JULY

MOMENTS KONECTA 2017

1312

BACK TO TOC

2017 CR&S REPORT

Volunteers from Konecta Portugal participate in an adapted Sports Day, organised by the Salvador Association

Konecta grows in Montería, boosting employment in this underprivileged community

More than 200 players, with and without disabilities, participate in the 14th Konecta Foundation Paddle Tennis

JULY

SEPTEMBER SEPTEMBER

Konecta is shortlisted in the “Diversity and Equality” category at Iberdrola’s Supplier of the Year Awards

Konecta participates in the 2017 Customer Relations Expo, organised by Ifaes in Spain

OCTOBER OCTOBER

OCTOBER

International Seminar on Entrepreneurship, University and Disability organised by the Konecta Foundation–URJC Research Chair for the promotion of entrepreneurship among people with disabilities


1514

BACK TO TOC

2017 CR&S REPORT

Konecta Foundation rewards the winners of the 8th Internal Call for Social Projects

Konecta Peru receives the “Safe, non-violent and non-discriminating against Women Company” Seal

Delivery of the “Best individual action” award in the framework of the 5th ImplicACCIÓN Awards organised by Konecta Foundation

Awareness workshops to inform on the Equality Plan signed by Konecta

Konecta Foundation receives AON’s 2017 Insurance Solidarity Award

Inauguration of Konecta Software Factory, the Company’s global innovation centre

NOVEMBER

DECEMBER

NOVEMBER

DECEMBER

OCTOBER DECEMBER



16

2017 CR&S REPORT

17

BACK TO TOC

Konecta, a new business model

4.

Konecta, a multinational specialised in Business Process Outsourcing (BPO) and Customer Rela-tionship emphasises the knowledge acquired over

two decades, and its extensive global experience for the development of win-win projects, tailored to customers and companies from areas that include the financial, insurance, utilities, telecommunications and Public Ad-ministrations sector.

In order to guarantee an optimal experience in the Cus-tomer Relationship cycle with the end customer, the Company offers brands a broad portfolio of high-quality solutions under an omni-channel approach, based on management and innovation best practices.

PRESENTATION

Konecta adapts to the new reality of markets to support brands during their digital transformation processes, harnessing the multiple opportunities that new technol-ogies bring.

A deep knowledge of the industry trends, in addition to its international presence and a highly specialised team of professionals, allows providing global coverage to cus-tomers, improving efficiency and business productivity, and identifying the best solution for each process.

WE ARE LEADERS IN SPAIN AND COLOMBIA, AND RANK SECOND AMONG BPO SUPPLIER SERVICES IN PERU AND ARGENTINA

CONTINUING WITH INTERNATIONAL EXPANSION

EVOLVING IN LINE WITH NEW TECHNOLOGIES

PROVIDING COVERAGE FOR GLOBAL CUSTOMERS

VISION


18

2017 CR&S REPORT

19

BACK TO TOC

CUSTOMER SERVICE Swiftness, proximity and effectiveness are the key to Konecta‘s Customer Service, managing a broad portfolio of solutions designed to this end. Through multiple communication channels and the application of business intelligence best practices that incorporate the voice of the customer in the decision-making process, we enhance satisfaction throughout the life-cycle of the relationship with brand users.

SOCIAL MEDIA

Wide range of innovative tools that integrate various service channels within a single CRM to meet the needs of users in social networks. This allows managing real-time interactions with customers through Twitter, Facebook, YouTube, among other social networks, thus complementing the traditional channels and fulfilling the immediacy, quality and efficiency criteria required to achieve the proposed objectives.

DEFAULT RECOVERY MANAGEMENT

Default recovery management services for companies through multiple channels, and unique and specific technological developments, through a comprehensive process of debt claim management. Their strategies are aimed at achieving the recovery goals established for each portfolio, while preserving end-customer confidence and the brand image.

FIELDMARKETING & MARKETING

Fieldmarketing and marketing outsourcing services, based on extensive experience in the design of strategies and commercial campaigns, as well as in their implementation and follow-up with bespoke technological support. The Company also has a dedicated unit for design, advertising, graphic and audio-visual production, as well as for corporate event organisation.

BPO SOLUTIONS

End-to-end management including the planning and execution of internal front and back-office tasks, and control of the activities carried out by external agents. The aim is to increase the efficiency and productivity of our customers’ business processes, providing flexibility for a greater and swifter adaptation to the changes in the market.

BACK OFFICE

Comprehensive solutions to optimise support to business processes. Improvement and automation of routine and repetitive operations based on a prior consulting exercise and on bespoke technological developments that increase efficiency.

SALES

High expertise and experience in sales and multi-channel communication, encompassing planning and production, analysis and follow up of the direct and indirect sales pro-cesses. Konecta uses powerful digital tools to “listen” to end users, their interests and needs, to be able to offer products and services tailored to their expectations.

CUSTOMER-ORIENTED COMPREHENSIVE

SOLUTIONS

CUSTOMER EXPERIENCE

INNOVATION AND NEW TECHNOLOGIES

CUSTOMER SERVICE

BACK OFFICE

BPO SOLUTIONS

FIELDMARKETING & MARKETING

DEFAULT RECOVERY MANAGEMENT

SOCIAL MEDIA

SALES


20

2017 CR&S REPORT

21

BACK TO TOC

KONECTA IN THE WORLD

Konecta closed the year with a highly satisfactory result, in line with its strategic plan characterised by the completion of the integration process of

two major LATAM companies to its business. The acqui-sition of Allus (100 %) in late 2016, and B-Connect (80 %), along with its own organic growth, helped the Company move from a turnover of EUR 738 million in 2016, to more than EUR 768 million in 2017. Here, international opera-tions, close to 60 %, play a key role.

Economic growth is also evidenced in job creation, with a staff of close to 59,000 employees. Thanks to the pos-itive evolution of the business, in terms of profitability, the Company maintained a sustained growth, raising its EBITDA to over EUR 80 million.

So, 2017 has been characterised by a good commercial performance in various markets, particularly in Latin America, where several important deals were closed. At a global level, Konecta continued its efforts to increase the Company’s client portfolio, highly diversified by sec-tors and geographic areas.

With these results, Konecta strengthens its position in the world market among the top ten companies of the sector, maintains its leading position in Spain and Co-lombia, and ranks second among BPO service providers in Peru and Argentina.

KONECTA CLOSED 2017 WITH A TURNOVER OF EUR 768 MILLION, CONSOLIDATING ITS GROWTH, UNDERPINNED BY ITS INTERNATIONALISATION

A key element in this process is Konecta’s capacity to res-pond to the changes seen in the markets thanks to its strong commitment to technology. The evolution from the traditional Contact Centre to a business model that combines the best of Artificial Intelligence with human talent has enabled the Spa-nish multinational to offer a flexible service with a high degree of customisation. This is what sets us apart from the rest.

Konecta’s growth expectations for 2018 are excellent and fo-cus mainly on keep on empowering our domestic business in parallel with the off-shore and near-shore operations, see-king other opportunities that promote its evolution and allow fulfilling its goal to rank among the top five companies of the sector in the world.

All this goes hand in hand with a sustainable develop-ment strategy, evident in the management of the issues identified as relevant by its stakeholders, to continue to grow in a balanced way, generating benefits for society in general and for Konecta itself.

Total positions:

48,754

Total employees:

58,809

Offices:

60

WORLD DISTRIBUTION

ARGENTINA7 offices3,828 positions5,884 employees

MEXICO7 offices6,264 positions6,534 employees

PORTUGAL2 offices952 positions834 employees

BRAZIL2 offices2,411 positions3,704 employees

SPAIN18 offices13,171 positions 14,886 employees

MOROCCO1 offices310 positions117 employees

CHILE2 offices1,496 positions2,116 employees

COLOMBIA11 offices11,534 positions 14,864 employees

PERU8 offices 8,245 positions9,544 employees

UNITED KINGDOM2 offices543 positions326 employees

ABOUT 60 % OF THE COMPANY’S TURNOVER ALREADY COMES FROM OUTSIDE SPAIN


22

2017 CR&S REPORT

23

BACK TO TOC

Konecta set the following challenges for the future in the medium term:

WE MAKE PROGRESS:

International Expansion:To keep on seeking opportunities to expand its business activity at an international level, specifically in Brazil, Europe and the US, and to consolidate a sustainable growth in strategic regions, such as LATAM and EMEA.

Service Transformation:To maintain its service transformation plan, working closely with customers, stressing Customer Experience, talent development and technological innovation, improving operational efficiency, and offering truly differential services. The future of the sector lies in added value.

Innovation and Technology:To seize the many business opportunities opened by new technologies to boost growth and support customers in their digital transformation processes. To this end, Konecta has increased its R & D & I investments for the development of new tools and the training of its staff to improve the efficiency of the services offered to customers.

Consolidation of the Corporate Responsibility and Sustainability System:Once the system is implemented between 2016 and 2017, the Company seeks consolidation in the coming years in all the countries in which it operates, integrating information and sharing best practices.

Creation of the first Company, Konecta Contact Center

Acquisition of Promofon

1999

2004

2009

2012

2016

2006

2008

2010

2013

2017

Opening of offices in MexicoOpening of offices in Colombia

Acquisition of Universal Support

Acquisition of Allus Global BPO Centre and B-Connect

Start of the international expansion process with the opening of a centre in Portugal

Acquisition of AGM Contacta Creation of Konecta Foundation

2002

2005

2007

Start of activities in Argentina

Opening of offices in Chile and Morocco

Start of activities in the United Kingdom

Opening of offices in Peru

Consolidation in Latin America with the opening of offices in Brazil

Completion of the integration process between Allus Global BPO Centre and B-Connect

with Konecta

KONECTA MILESTONES


24

2017 CR&S REPORT

25

BACK TO TOC

EXECUTIVE BOARD

José Mª Pacheco Guardiola, President

Jesús Vidal Barrio Rivas, CEO

Rosa Queipo de Llano Argote, Secretary to the Board

Armando Baquero Ponte

Francisco Javier Armada Bravo

Nicolás Arenas Montero

Ignacio Moreno Martínez

Ricardo de Serdio Fernández

Federico Conchillo Armendáriz

Laura Muries Fenoll

STEERING COMMITTEE

José María Pacheco Guardiola PRESIDENT

Jesús Vidal Barrio Rivas CEO

Rosa Queipo de Llano Argote GENERAL SECRETARY

Enrique García Gullón GENERAL BUSINESS DIRECTOR

Mónica Serrano Ceballos FINANCIAL DIRECTOR

Miguel Fernández Robledo ORGANISATION AND PROCEDURES DIRECTOR

Ramón Ros Bigeriego CORPORATE DEVELOPMENT AND STRATEGIC PLANNING DIRECTOR

OTHER COMMITTEES

Audit Committee

HR Committee

Operations Committee

National Business Committee

International Business Committee

IT Committee

Expenditure and Investment Committee

Quality and Environmental Committee

Corporate Responsibility and Sustainability Committee

CORPORATE GOVERNANCE

Miguel Fernández Robledo

Enrique García Gullón Rosa Queipo de Llano Argote

José Mª Pacheco Guardiola, President

Jesús Vidal Barrio Rivas, CEO

Mónica Serrano Ceballos

Ramón Ros Bigeriego

31.64 %Apenet and minority

shareholders

34.18 % Jempy Investments, S.A.R.L.

34.18 %Banco Santander, S.A.


26

2017 CR&S REPORT

27

BACK TO TOC

.

EXCELLENCE

INNOVATION SUSTAINABLE DEVELOPMENT

MISSION

Konecta is an organisation aimed at excellence in managing Customer Experience and innovation that provides comprehensive outsourcing services through a sustainable model that contributes to creating value for its shareholders, clients and employees, while maintaining a broad commitment to the environment and society.

VISION

To become the global BPO and Contact Centre leader, offering the best experience to customers.

VALUES

MISSION, VISION AND VALUES

INTEGRITY

PROFESSIONALISM

KONECTA GUIDING PRINCIPLES

Commitment to Clients

• We put our clients’ needs at the core of everything we do.

Trust and Respect

• We work together to create a work environment that is based on the credibility of our leaders, clear and consistent communication, and the pride of belonging.

Integrity

• We are open, honest and transparent in all our relationships.

Success and Collaboration

• We collaborate efficiently to provide an outstanding service that provides both our internal and external clients with exceptional experiences.

Achievement and Contribution

• We strive for excellence. Each person’s contribution is essential if success is to be achieved.

Openness and Innovation

• We are creative when implementing changes in processes that improve the overall customer experience, ensuring the satisfaction of their needs.

Flexibility and Speed

• We have the resources and capability to deploy custom solutions and respond quickly to our clients’ requirements.


28

2017 CR&S REPORT

29

BACK TO TOC

With the purpose of establishing the basic prin-ciples of ethical behaviour that govern internal relations with clients, users, suppliers and oth-

er stakeholders, Konecta has developed codes of con-duct both for employees and for suppliers, as both are fundamental links for the proper development of the Company’s activities.

In this regard, the principles that should govern the actions of all employees are as follows:

Konecta has specific procedures in each country for the registration and approval of its providers, managed through its Procurement Portal. This process promotes compliance with the ethical standards contained in the Code of Conduct for Suppliers, as well as with the 10 principles of the UN Global Compact, and the monitoring of the Company’s Quality and Environmental policies to be incorporated into the portfolio of Product and Services suppliers.

Konecta created a Whistleblowing Channel that is easily accessible to all employees. This channel allows them to inform the Compliance Committee about the detection of an allegedly unlawful act or non-compliance of the Code of Ethics.

Fifteen complaints were received through this channel in 2017. Following an initial analysis, only one of them was considered relevant. However, upon completion of a thorough investigation, the application of corrective measures was not considered necessary.

The purpose of the rest of the complaints did not fit that of the channel and were derived to the appropriate de-partments for providing a proper solution.

ETHICS AND INTEGRITY

Equal opportunities and non-discrimination

In the access to work opportunities and professional promotion, ensuring the absence of situations of exclusion.

Working conditions

• Non-participation and refusal of forced labour.

• Child labour will not be used or tolerated.

• Respect for people and non-discrimination.

• Decent employment.

• Respect for freedom of association and collective bargaining.

Professional ethics

• Carrying out its business activity with integrity, objectivity, transparency and honesty.

• Ensuring independence of the supplier’s performance.

• Confidentiality of information.

Corporate Responsibility and Sustainability Policies

• Preservation, respect and protection of the environment.

• Compliance with legal requirements.

• Reduction of the environmental impact linked to its activities as far as possible.

Work-life balance

With the aim of improving the quality of life of employees and their families.

Respect for persons

Zero tolerance to any cases of harassment, abuse, intimidation, discrimination, lack of respect or any other kind of physical or verbal aggressions.

Occupational risk prevention

Implementation of the Prevention Plan for the attainment of the physical, mental and social well-being of employees.

Collective rights

Related to the freedom of association and collective bargaining.

Environmental protection and sustainability policies

Active and responsible commitment to the preservation of the environment.

EMPLOYEES MAY INFORM THE COMPANY ABOUT A VIOLATION OF THE CODE OF CONDUCT THROUGH

THE WHISTLEBLOWING CHANNEL

IN 2017, KONECTA EXTENDED THE USE OF THE PROCUREMENT PORTAL TO CHILE, MEXICO AND

COLOMBIA

GENERAL CODE OF CONDUCT

CODE OF CONDUCT FOR SUPPLIERS

WHISTLEBLOWING CHANNEL

SUPPLY CHAIN

This code also includes aspects such as conflicts of interest, complaints, bribery and corruption, or money laundering.


30

2017 CR&S REPORT

31

BACK TO TOC

AWARDS AND ACCOLADES - 2017

ALOIC - GOLD - Argentina

• Best Technological Contribution to “Epiron, the First Omni-Channel Software of the Regional Market”

• Best Multi-Channel Strategy “Multiple Customer Service Channels for Memorable Experiences”

ALOIC - SILVER - Colombia

• Best Contribution to Social Responsibility for the “Calls that transform lives”

• Best Collection Management for “Effectiveness is the Target. Affectivity is the Purpose”

ALOIC - BRONZE - Argentina

• Best Strategy in the Organisation “Single Management Model for High Value Operations”

ACDECC Awards to the Excellence in Contact Centres - Colombia

• GOLD: Best Human Talent Management

• GOLD: Best Outsourcing Operations

• SILVER: Best Credit and Collection Management

• SILVER: Best Technological Contribution

Am Cham ABE Award to Occupational Social Responsibility - Peru

• One of the 15 companies in Peru recognised for its improvement of best labour practices

• “Best program for Environmental Development” category for its “Occupational Training and Integration of young people with and without disabilities in Pachacútec”

PAR Ranking for gender equality in organisations - Peru

• 5ª position in the III PAR Ranking among the 10 companies that promote gender equity in their organisations

PAMOIC - GOLD - Argentina

• Best Sales Strategy

• Best Human Capital Management

• Best Technological Contribution

• Best Social Responsibility Contribution

PAMOIC - SILVER - Argentina

• Best Strategy in the Organisation

• Best Outsourcing Company Operation

• Best Multi-Channel Strategy

APCC Award – Portugal

• Gold: Outsourcing Management

• Silver: Insurance and Assistance Customer Service

SRC Socially Responsible Company - Mexico

• SRC management recognition for the second year in a row

“Safe Company” Seal - Peru

• Awarded by the Ministry of Labour of Peru to companies that promote equality and violence against women in their organisations and communities

Family-Friendly Company Seal Mexico

• In recognition for the efforts of the workplace for achieving work-life balance

SOS Company - Peru

• Awarded by the Ministry of Labour of Peru within the “Responsible Peru” program

Iberdrola’s Supplier of the Year Award - Spain

• Finalist in the Diversity and Equality category

Lyreco Award to Sustainable Client 2017 - Spain

• In recognition for the Company’s Environmental Commitment

Corresponsables Awards to Konecta Foundation - Spain

• Finalist in the “Non-Profit Organisations” category


32

2017 CR&S REPORT

33

BACK TO TOC

CERTIFICATIONS

Konecta holds different certifications that guarantee the fulfilment of international norms and standards:

COUNTRY CERTIFICATION

ARGENTINA

COPC Certification of the 3.0 Category of Inbound Services in Argentina

COPC Certification of the 2.4 Category of Inbound Services in Argentina Transaction Monitoring

COPC Certification of the 2.5 Category of Inbound Services in Argentina PPP

GMD COPC GMD Social Media certification

ISO/IEC 27001 Data Security

Registered Controller 2018 National Directorate for the Protection of Personal Data

CHILEISO 9001 Quality Management System

COLOMBIA

ISO 9001 Quality Management System

PCI –DSS Payment Card Industry Data Security Standard

Certificate for Social Responsibility - Fenalco Solidario

COUNTRY CERTIFICATION

MEXICO

Certification from the National Institute for Transparency Access to information and B-Connect data protection for AMEX services



World-class Global CIC model

SEGOB – CNS Safe handling of information

ITIL Certification

ICREA - Level 2

ESR Seal ®2018 Socially Responsible Company

Certification for Personal Data Protection Compliance with the requirements of the Federal Protection Act for Personal Data

PERU


COPC Standardisation of Quality, Work Force (CDG) and HR processes

PORTUGAL


PCI Payment Card Industry

Certification as Life/Non-Life Insurance Agent

SPAIN


ISO 14001 Environmental Management System

PCI Payment Card Industry

UNITED KINGDOM

PCI –DSS Payment Card Industry Data Security Standard




3534

BACK TO TOC

2017 CR&S REPORT

Our Corporate Responsibility 5.

CONTRIBUTING TO SUSTAINABLE DEVELOPMENT

20172004 2016

Konecta follows a responsible management model to guarantee the Company’s sustainable development, based on the ongoing search for economic, social, and environmental balance. This is supported by three fun-damental principles:

Responsible Business

General Code of ConductWhistleblowing Channel and Compliance Committee

Code of Conduct for Suppliers

Transparency

Equality and Integration

Commitment to the Environment

Environmental Management System

Efficient use of water and energy

Responsible Procurement

Sustainable Value Chain

Social clauses in procurement

KONECTA SUPPLIERS MUST COMPLY WITH THE 10 PRINCIPLES OF THE UN GLOBAL COMPACT

KONECTA AND CORPORATE RESPONSIBILITY

ADHERENCE TO THE PRIN-CIPLES OF THE UN GLOBAL

COMPACT

START OF THE IMPLEMENTATION OF THE CORPORATE RESPONSIBILTY AND

SUSTAINABILITY SYSTEM (CR&S)

*CREATION OF A CR&S COMMITTEE

*UPDATE TO THE CR&S POLICY

Also in 2017:

*Implementation of social clauses in procurement in all countries where Konecta operates

*Start of the design of the tool for the monitoring of the CR&S management system

*Integration of the reporting on the CR&S indicators from all the countries in which the Company operates

ENSURING A SUSTAINABLE BUSINESS MODEL

CONTRIBUTING TO THE PROGRESS OF SOCIETY

FULFILLING THE EXPECTATIONS OF STAKEHOLDERS

VISION


3736

BACK TO TOC

2017 CR&S REPORT

The 2017 strategy focused on the implementation of a Corporate Responsibility and Sustainability Management System (CR&S, or REyS, in Spanish) based on the international specification I-QNET SR 10. This process in-volved all levels and departments of the Company through four lines of action. Throughout the year, the CR&S

policy was updated to be more specific and include diversity as the key element to bear in mind in the Company.

They all analyse the most relevant areas related to business performance and the implementation of good practices that ensure sustainable development.

KONECTA’S CORPORATE RESPONSIBILITY IS BASED ON A SUSTAINABLE BUSINESS MODEL WHERE THE PURSUIT OF PROFITABILITY GOES HAND IN HAND WITH THE CONTRIBUTION TO PROGRESS AND THE

WELL-BEING OF THE COMMUNITIES WHERE IT OPERATES

Corporate Committees

Steering Committee

Audit Committee

HR Committee

Operations Committee

National Business Committee

International Business Committee

IT Committee

Expenditure and Investment Committee

Quality and Environmental Committee

Corporate Responsibility and Sustainability Committee

Human Capital

The strategy includes training activities for new staff, as well as continuous training and cross-section training for staff to improve the development of all the profes-sionals in the Company.

In turn, it includes a strong commitment to equality of opportunities, promoting the integration of people at risk of exclusion in its workforce, by means of applying a specific hiring process that encompasses selection, adapted training and specific monitoring of each em-ployee until full integration is achieved.

Another important aspect in the management of human capital is the promotion of a work environment that is safe and healthy from a comprehensive perspective.

Social Action

Konecta and its Foundation develop projects to integrate people at risk of exclusion in the labour market and thereby promote partnerships with clients, public and social organisations.

Commitment to the Environment

The Company implemented an Environmental Manage-ment System that complies with the requirements of the UNE-EN ISO 14001.

Konecta has increased the use of green technologies and one of its environmental goals includes increasing the purchase of green products used on a daily basis.

CORPORATE / FINANCIAL

COMMITMENT TO THE

ENVIRONMENT

SOCIAL ACTION

HUMAN CAPITAL


3938

BACK TO TOC

2017 CR&S REPORT

RELATIONSHIP WITH STAKEHOLDERS

STAKEHOLDERS KONECTA’S COMMITMENT COMMUNICATION MECHANISMS

Employees

Professional development

Equal opportunities

Life-work balance

Occupational safety and health guarantee

Free association

Ethical and responsible behaviour

Employee Portal

Intranet

Internal climate surveys

Employee Newsletter

E-mailings

Suggestion boxes

Follow-up meetings

Pop ups

Whistleblowing Channel

Billboards on platforms

Shareholders

Value creation

Good Governance

Risk Control

Transparency

Corporate website

Board Meetings

Corporate magazine

Clients

Current

Potential

Innovation

Quality

Efficient management

Security and information privacy

Transparency

Cooperation to generate mutual benefits

Customer surveys

Business / Operations Contacts

Events (ExpoContact conference and seminars)

Corporate magazine

Corporate website

KonectaBlog

Newsletters (countries)

STAKEHOLDERS KONECTA’S COMMITMENT COMMUNICATION MECHANISMS

Communities

NGOs

Social Organisations

Ethical business action

Respect for the environment

Corporate website

Social Networks

Press

Corporate magazine

Foundation events

Konecta Foundation Meetings / Con-ferences

Social or CSR forums to which the company or its foundation are attached to

Suppliers

Critical

Non-critical

Fulfilment of commitments

Ethical behaviour

Web Procurement Portal

Corporate magazine

E-mail

Meetings

Expocontact Conference

Sector fairs

Social networks

Public AdministrationRegulatory Compliance Transparency

Press

Corporate website

Institutional meetings

SocietyEthical business actions

Respect for the environment

Press

Corporate website

Social Networks

Konecta identifies and prioritises its stakeholders and defines the framework of relations with them. The two-way dialog channels maintained with stakeholders are aimed at understanding the perception that each of them have on the economic, environmental and social performance of the organisation, as well as at meeting

their expectations.


4140

BACK TO TOC

2017 CR&S REPORT

During 2017, we continued to work on the results of the materiality study conducted in 2016. The process, which identified relevant issues both for Konecta and its stakeholders, determined that the priorities are those related to “Economic Management”, “Employees” and “Corporate Governance.”

One of the main developments stemming from the implementation of the Corporate Social Responsibility Manage-ment System and the adoption of the new UNE-EN ISO 9001:2015 and UNE-EN ISO 14001:2015 standard is risk management. In doing so, we have identified the main contingencies and uncertainties to which the processes of the Company, including those related to the social aspect, essential in the decision-making process, are exposed.

Once identified, they have been assessed under impact and probability parameters to determine the risk inherent in them, and actions have been established for those assessed as extreme risks.

RISK MANAGEMENT

THE UN WORLD COMPACT AND SDGs

The 10 principles of the UN Global Compact are the core values proposed by this body since the birth of the initiative in the year 2000. They are based on

various UN declarations on Human Rights, work stan-dards, environment and anti-corruption, which have uni-versal support.

The United Nations Global Compact has two major goals:

On September 25th, 2015, world leaders adopted a set of global objectives to eradicate poverty, protect the planet and ensure prosperity for all as part of a new sustainable development agenda, namely, the sustainable develop-ment goals (SDGs). Each goal contains specific targets to be achieved over the next 15 years.

Konecta joined this initiative, implementing the princi-ples internally. This report actually showcases the pro-gress made throughout 2017. Through the SDGs, the organisation acts as a development agent, generating positive impacts that affect the Environment and society as a whole.

1. Incorporating the 10 principles into business activities around the world.

2. Channelling actions in support of the broader United Nations’ goals, including the Sustainable Development Goals (SDGs).

HUMAN RIGHTS

LABOUR STANDARDS

THE TEN PRINCIPLES OF THE GLOBAL COMPACT

ANTI-CORRUPTIONENVIRONMENT

PRIORITIES

ECONOMIC MANAGEMENT• Economic

performance

EMPLOYEES• Training and professional

development• Employment generation

and quality employment

HUMAN RIGHTS• Non- discrimination• Child labour

ENVIRONMENTALMANAGEMENT• Waste• Energy

SOCIETY• Impact of the activity

and of suppliers in local communities

CORPORATEGOVERNANCE• Strategic lines and

goals• Ethics and Integrity

SERVICES• Client satisfaction

1. 2. 3. 4.

5.6.7.


4342

BACK TO TOC

2017 CR&S REPORT

THE TEN PRINCIPLES OF THE GLOBAL COMPACT SUSTAINABLE DEVELOPMENT GOALS - SDGs

1. Supporting and respecting the protection of internationally proclaimed Human Rights.

2. Not partaking in the violation of Human Rights.

3. Supporting freedom of association and collective bargaining.

4. Supporting the elimination of all forms of forced and compulsory labour.

5. Supporting the eradication of child labour.

6. Supporting the abolition of discriminatory practices.

7. Maintaining a precautionary approach to environmental challenges.

8. Undertaking initiatives to promote greater environmental responsibility.

9. Encouraging the development and dissemination of environmentally-friendly technologies.

10. Fighting against corruption in all its forms.

1 2 3 4 5 6 7 8 10 11 16 17

Konecta offers its employees quality employment (Chapter 7).

Both in the General Code of Conduct and the Code of Conduct for Suppliers, as well as in the CR&S Policy, Konecta rejects any practices that violate Human Rights.

3 10 16 17

Konecta follows an Ethical Code of Conduct that governs the Company globally. The Company has deployed a policy that integrates its values into the decision-making process of each employee, from senior management to all its re-presentatives. To date, there has been no record of corrupt practices at Konecta.

1 3 5 8 9 10 16 17

Konecta promotes the right of affiliation and collective bargaining of employees and promotes the social and labour in-clusion of groups at risk of exclusion and equal opportunities for all, engaging all areas of the Company and combining the efforts of other public and private entities that work for the same ideals.

Konecta will provide training on self-leadership for girls in Peru in 2018. In Peru, we have been awarded the Safe Com-pany Seal (Chapter 7) and received the award granted by the American Chamber of Peru in the category of Best Program for the Development of the Workplace for our training and labour insertion in Pachacútec.

2 6 7 11 12 13 14 15 17

Konecta has an Environmental Management System in place.

A series of improvement plans focused on reducing GHE emission have been defined, and several actions aimed at reducing consumption of raw materials and energy have been implemented as well. Also, several different environ-mental awareness campaigns have been conducted.

#4

EQUALITY EDUCATION

#5

GENDER EQUALITY

#6

CLEAR WATER AND SANITATION

#7

AFFORDABLE AND CLEAN ENERGY

#8

DECENT WORK AND ECONOMIC GROWTH

#9

INDUSTRIAL INNOVATION AND INFRASTRUCTURE

#10

REDUCING INEQUALITIES

#11

SUSTAINABLE CITIES AND COMMUNITIES

#12

RESPONSIBLE PRODUCTION AND CONSUMPTION

#13

CLIMATE ACTION

#14

UNDERWATER LIFE

#15

LIFE OF TERRESTRIAL ECOSYSTEMS

#16

PEACE, JUSTICE AND SOLID INSTITUTIONS

#17

PARTNERSHIPS TO ACHIEVE GOALS

#2

ZERO HUNGER

#3

HEALTH AND WELFARE

#1

END OF POVERTY

HUMAN RIGHTS

LABOUR STANDARDS

ANTI-CORRUPTION

ENVIRONMENT

SUSTAINABLE DEVELOPMENT GOALS - SDGs


4544

BACK TO TOC

2017 CR&S REPORT

INTERNACIONAL

Argentina

Programa Unite (“Join us” Programme)

“We are part of everything that surrounds us. Care for the world, care for your-self.”

Comprehensive program focused on the reduction of paper, energy and wa-ter consumption, and general protection of the environment and the health of Konecta employees, through the modification of behaviour and the optimisation of equipment. In 2017, we have achieved energy savings of 20 % with respect to 2016.

Proyecto “Digitalizando sonrisas” (“Digitising smiles” Project)

Refurbished PCs are donated to educational institutions that work with disadvan-taged sectors, thus improving the life of communities and promotes the “Re-use and Recycle” culture for electronic devices.

“Lo que va, vuelve” (“What comes around goes around”)

Collaboration with the protection of the environment and improvement of the qua-lity of life of communities through the donation of used paper and plastic caps to governmental institutions and children’s hospitals.

Brazil

“Juntos podemos hacer la diferencia” (“Together, we can make a difference”)

Delivery of educational material and communiques to employees to raise awareness about the use of resources and its impact on the forest and natural heritage (water, energy):

• Printing only when needed.

• Using both sides of paper.

• Turning off computers at the end of the day.

Mexico

Chapultepec forest reforestation

Forty B-Connect volunteers have participated in the reforestation actions of the most important green lung of Mexico City, which meant a contribution of approximately 22,300 Mexican Pesos in favour of the environment.

THE “UNITE” PROGRAMME RAISES AWARENESS FOR MORE ENVIRONMENTALLY-FRIENDLY HABITS, BOTH AT THE WORKPLACE AND IN LIFE

LEADING THE FIGHT AGAINST CLIMATE CHANGE

The Company integrates respect to environment in its corporate culture as a fundamental aspect of its strategy to ensure the sustainability of its busi-

ness. To do so, and despite its low environmental impact, different actions to reduce their environmental footprint and to fight climate change are carried out.

In 2017, the Company carried out awareness campaigns at national and international levels, aimed at employees, with the purpose of developing a sense of responsibility to achieve a sustainable future for all through the preserva-tion of the environment. Such campaigns include:

FIRST PHOTOGRAPHIC CONTEST TO MOTIVATE AND EDUCATE STAFF ON THE PROTECTION OF

THE ENVIRONMENT

AWARENESS CAMPAIGNS

The Environmental Management System used in Konecta, based on the requirements of International Standard UNE-EN ISO 14001, articulates and coordinates the implementation of programs designed for consuming resources responsibly, managing waste properly, and reducing both direct and indirect emissions.

NATIONAL

Spain

“Ayúdanos a reciclar” (“Help us recycle”)

With notions and basic instructions for recycling different types of waste.

“Vacaciones sostenibles” (“Sustainable holidays”) Guidelines to minimise the environmental impact caused by employees during their holidays.

Collection of electronic waste in Avilés The Avilés platform has placed electronic micro-collection points to monetise and transform them into contributions for various social organisations.


4746

BACK TO TOC

2017 CR&S REPORT

In 2017, Konecta made a great effort in defining envi-ronmental criteria in relation to procurement Equipment, and new developments and facilities, so that the con-sumption of materials is as sustainable as possible. The focus has been on the following projects:

Reducing paper consumption: an increased number of electronic invoices, publication of relevant information on the Intranet, and paper recycling. In 2017, we continued with the digitisation project of documents and their filing in the document manager system. Furthermore, Mexico, Chile and Colombia have joined the Procurement Portal, thus avoiding the use of paper for contracts and other information.

87,84 % of the chairs acquired for the different Span-ish platforms correspond with Let’s B and Pleasede Steelcase models, which consist of a 6 and 32 % of re-cycled materials, respectively. Between 93 and 99 % of their components are recyclable, as well as 100 % of their packaging.

58 % of the headsets used in Spain have the TCO Certifi-cate, which guarantees that manufacturers bear in mind work conditions during the manufacturing process, as well as negative environmental effects, energy consump-tion, and the generation of toxic substances.

15.6 % of the total office supplies purchased in 2017 in the country was classified as “environmentally-friendly”. This led to Konecta being awarded the “Sustainable Cli-ent” prize by one of its suppliers. For instance, 99.9 % of the paper purchased and used in all Konecta facilities in Spain holds the European Eco-friendly Label (Ecolabel).

In 25.77 % of the total area of the platforms in Spain, we have installed paving pavement with various environ-mental certifications that guarantee VOC emissions well below the European requirements (Floorscore), and are free of toxic substances (Oeko-Tex 100). In addition, 3 % of said paving is 100 % recyclable.

CONSUMPTION OF RESOURCES

Paper consumption (t)*

2017

2016

2015

Water consumption (m3)*

2017

2016

2015

32,292.00

109.71

44,428.50

118.53

28,676.15

745.75

In Peru, we have executed a project for not delivering payrolls in paper, but in a digital format. In this way, we have managed to stop printing approximately 9,500 pay-rolls per month, with the corresponding reduction in the consumption of paper and ink that this entails.

Iberdrola, with Konecta’s support, created a space within the platform to serve the Multi-Channel Customer Cen-tre in Spain that manages to properly recycle virtually everything that is discarded.

In 2017, Konecta achieved, once again, a reduction in the consumption of energy thanks to the following initiatives, carried out both in Spain and in other countries:

Spain increased the areas illuminated with LED lights, which now reach 40.22 %.

The LED installation program has been deployed to oth-er offices, particularly in Peru, where fluorescent lights are being gradually changed to 40-watt LED panels, or Argentina, where deployment has reached 100 % thanks to the renovations made in the various work centres, which are now more efficient and sustainable.

100 % of the printers located on the Spanish platforms have international Eco-Label Energy-46 star (ener-gy-saving system offering the same efficiency and per-formance levels). Additionally, these printers have a self-defined Ecomode that allows saving up to 86 % of energy when the machine is in standby mode.

Comprehensive program for preventive maintenance of systems that consume energy, ensuring proper op-eration and preventing high energy consumption due to leaks or poor operability.

Spain signed a contract with “Aire limpio”, a company that guarantees the improvement of the conditions in the workplace by maximizing the efficiency of air-condition-ing systems.

Also, Spain has established a minimum order for de-livery for office equipment suppliers, thus reducing the emissions from transportation for each delivery.

ENERGY CONSUMPTION AND EMISSIONS

Direct consumption of electric power in Spain (MWh)*

2017

2016

2015

Direct emissions (t CO2 eq)*

2017

2016

2015

Indirect emissions (t CO2 eq)* and **

2017

2016

2015

2,648.2

12,455.5

14,483.88

1,165.91

13,161.86

15,182.90

2,501.14

12,441.22

16,251.80

*Data from activity in Spain collected to carry out a comparison of the last three years. Data from Spain and the rest of countries where Konecta operates will be indicated in the GRI index.

*Data from activity in Spain collected to carry out a comparison of the last three years. Global energy consumption integrated data are included in the GRI index.

**Even though electricity consumption has declined from 2016 to 2017 in terms of total megawatts, the associated data from indirect emissions of CO2 has increased within the same period, due to the decrease in the percentage of electricity with guarantee of origin provided by our suppliers.

EVOLVING HAND IN HAND WITH OUR CLIENTS

4948

BACK TO TOC

2017 CR&S REPORT

OUR BUSINESS STRATEGY FOCUSES ON TWO PILLARS: CUSTOMER EXPERIENCE AND DIGITAL TRANSFORMATION

OVER 200 NATIONAL AND INTERNATIONAL CLIENTS

243 COMMENDATIONS RECEIVED IN SPAIN IN 2017

OVER 500 ROBOTS IN OPERATION

In the face of changes in the market, Konecta has focused its strategy on efficiency and technology. On the one hand, efficiency means achieving customer satisfaction and cost saving processes, and on the other hand, new technologies support the development of the sector in the pursuit of excellence in Customer Experience through

customisation as a differentiating element.

With the incorporation of new technologies, systems and next-generation communications to its business processes, Konecta aims at leading the challenge to stay ahead of technology.

Evolving hand in hand with our clients

6.

In the framework of its strategy for continuous improve-ment of processes and its search for greater productivi-ty, Konecta works on two main lines:

• Reviewing and adjusting the roles and responsibilities of its experts and teams, to provide a more effective operational organisation that allows meeting the goals set by the client, in line with the requirements imposed by the new times in the market.

• Modifying the indicators’ scorecard to achieve a thorough management control and facilitate the identification of opportunities for improvement.

OPTIMIZING THE MANAGEMENT OF SERVICES AND RESOURCES, BY MAKING THEM MORE AGILE AND EFFECTIVE

ENSURING THE TECHNICAL QUALITY OF THE SERVICE DELIVERED

SUPPORTING CLIENTS IN THEIR DIGITAL TRANSFORMATION PROCESSES

DIGITAL TRANSFORMATION


CUSTOMER EXPERIENCE

CLIENT ORIENTATION

INCREASING INTERNAL EFFICIENCY

VISION


5150

BACK TO TOC

2017 CR&S REPORT

Digital Transformation and Efficiency Unit

GOALSSupporting clients in their digital transformation processes.

Evolving from the conventional contact cen-tre models to digital models.

ACTIONS

Konecta, on the basis of a preliminary analysis process, supports the customer throughout all the stages of a digital transformation process, from auditing their current situation, to the design of a strategy, and the implementation of the techno-logical tools and automated solutions that opera-tions require.

To build on the Company’s experience and professional capacities for the implementa-tion of improvements in processes, selection of optimal tools, and boosting human talent management.

Konecta is key in this process thanks to the trust placed in us from our clients, our knowledge on procedures and operations control.

New technologies are setting the course in all in-dustries and this, of course, also affects the area of Contact Centre and BPO.

Today, a massive number of consumers communicate randomly through a multiplicity of channels, and expect immediate responses to their needs, and thus demand-ing companies to be omni-channelled, flexible and agile in managing their requirements.

To cater to this reality, and in the quest for adding differ-ential value to its services, Konecta launched the Digital Transformation and Efficiency Unit in 2016, leveraging its strengths to offer clients a second-phase evolution in the services provided through the automation and simplifi-cation of processes, with the aim of optimizing the use of Artificial Intelligence and consolidating a new business model, focused in efficiency and customer engagement.

DIGITAL TRANSFORMATION AND EFFICIENCY

This change involves a challenge not only at a technolog-ical level, but also having a professional staff that works actively with agents, analysts and developers.

Through outreach to end-users, and an accurate data analysis, we can provide an increasingly customised ser-vice with higher success rate.

THE TOOLS DEVELOPED BY KONECTA, TOGETHER WITH ITS “SOCIAL MEDIA”, SOLUTIONS’ EXPERIENCE AND “ORAL AND VISUAL SELF-SERVICE”, GIVE THE COMPANY A MAJOR

DIFFERENTIAL VALUE

The Digital Transformation and Efficiency Unit focuses on:

Operations Control and Audits

Compliance and Security

Process Automation and Data Analytics

Customer Engagement

Transformation and Development of Business Processes with Clients

THE DIGITAL TRANSFORMATION AND EFFICIENCY UNIT

Over 500 robots in operation

Over 15 million executions

Data analysts with more than 10 years of

experience

1 ,500 agents handling transactions through

social media in private channels

STRENGTHS


5352

BACK TO TOC

2017 CR&S REPORT

Solutions developed

EventCovers the entire recovery life-cycle, through multiple channels and technologies.

• 30 different portfolios

• 1 million cases.

K-BotsAutomation of routine processes and seam-less integration between different systems.

• 500 robots

• 15 million automatic processes

Game-KApplication focused on the philosophy of ga-mification, aimed at motivating tele-shopping sales and recovery agents.

• Increase of up to 50 % in AOTs - average ope-ration times - in sales campaigns

• 30 % reduction in non-productive time

AnalitikaSet of strategies and solutions aimed at the use of data for the optimisation of operations.

• More than 10 million annual records ana-lysed

• Team of 20 data scientists

• Improvements of 14 % in contactability, 12 % in sales, and 8 % in retention

Main projects – 2017

Plan to improve the efficiency, automation and implementation of KCRM for an international bank, and for major client specialised in the provision of payment services.

Clients’ data analytics for managing demand. Segment analysis, classification by consumption, affinity and repeatability for an American airline.

Virtual agents for two clients from the financial and retail sectors, using IBM Watson and Google cognitive services. First virtual agent created entirely with human talent from Konecta, and operational for the cam-paign of a major Colombian company.

Video Assistance Project, which became an opportunity to develop a tool to help improve productivity in companies whose services are provided or presented physically, such as technical repairs, roadside assistan-ce, medical care, among others. In early 2018, Konecta will join a pilot project together with one of its most important clients in the insurance sector.

Pilot omni-channel experience in the preferential segment of a large financial institution, which includes the integration of digital channels such as Chat, Click-to-Call, e-mail, SMS and Web Call Back, where the service representative can solve the needs of the user during their first contact, using any of the above communica-tion channels, and see information such as contact history, pending cases, etc.

Change from a traditional contact centre to an omni-channel service model in 15 LATAM client companies, through Konecta’s management solution.

This Unit has consolidated within the Company through the development of bespoke projects aimed at customers from different sectors and, as part of its objectives for 2018, will expand its scope outside Spain.

ACHIEVEMENTS – 2017 PLAN FOR 2018

Consolidation of the Digital Transformation and Efficiency Unit

8 projects: Banking sector | Telecommunications | Tourism

Implementation in Spain, Colombia, Peru and Argentina

Expansion to Mexico, Chile, United Kingdom and Portugal


5554

BACK TO TOC

2017 CR&S REPORT

In 2017, Konecta focused its Customer Experience (CEX) strategy to develop two main lines of action: to continue to provide value to brands through the identification of their needs and continuous measurement of their levels of satisfaction with the service, and to facilitate new management patterns to the operational structure, to reinforce

their interaction skills with end users.

CUSTOMER EXPERIENCE

2017 also bore witness to the incorporation of KCEM (Konecta Customer Experience Management) as a tool that supports the new management model of perceived quality, in sectors as diverse as the financial and the food industry.

Regarding the development of the internal team, the incorporation of experiential management services allows for the evolution of the service, development and training model offered by Konecta. In this regard, we are currently monitor-ing methodologies via working sessions with operational and customer-experience multidisciplinary teams, where the direct contribution of proposals for improvement has served to reinforce actions and remove obstacles.

IN LINE WITH ITS “CUSTOMER CENTRIC” STRATEGY, KONECTA DEVELOPED A PARTICULARLY NOTEWORTHY PROJECT IN 2017 FOR A CLIENT IN THE AUTOMOTIVE SECTOR. IN THIS PROJECT, WE ANALYSED THE WAY IN WHICH THE BRAND WAS PERCEIVED DURING THE INTERACTIONS WITH KONECTA‘S CONTACT CENTRE, THROUGH DIFFERENT ORAL AND WRITTEN CHANNELS, WITH THE AIM OF DESIGNING A COMMUNICATION STYLE MANUAL, WITH PRACTICAL EXAMPLES THAT BRING CUSTOMERS CLOSER TO THE BRAND AND HELP IMPROVE THEIR RECOMMENDATIONS. IN 2018, WE WILL CONTINUE WITH THE IMPLEMENTATION, TRAINING AND TOOL FLEXIBILISATION PHASE.

DIFFERENTIAL VALUE: CUSTOMISATION

EXPERIENCE EXCHANGE:

In 2017, we started a major project in the financial sector, whose ultimate goal is the collaboration between two international institutions to share experiences, thus drawing on the best practices that have worked in each one of them. More customers are expected to take part in this project in 2018.

INDIVIDUALISED SUPPORT:

Konecta is a leading Company in the provision of services for the telecommunications sector. In this market, the implementation of an Individualised Service Centre for a major telephone operator, based on a price-per-customer model, underpinned by greater autonomy in management to increase the satisfaction and reduce Call Rate was especially important.

This methodology is complemented by internal sessions where responses to customers during critical manage-ment moments are analysed and quantified to allow for the establishment of new guidelines to generate greater satisfaction.

We will remain committed to this model, aimed at im-proving loyalty and recommendation in 2018.

THE INCORPORATION OF KCEM ALLOWS FEELING THE PULSE OF CUSTOMERS AND DESIGNING MORE POSITIVE EXPERIENCES

THE INCORPORATION OF AN EXPERIENTIAL MANAGEMENT MODEL HAS INCREASED BRAND

RECOMMENDATIONS BY END USERS

Customer Experience

GOALS Achieving customer satisfaction, while saving in processes and costs.

Excellence in Customer Experience.

ACTIONS • Improved efficiency.

• Improved processes via:

-Service re-shaping.

-Ensuring compliance with targets.

• Supporting new technologies in the search for improved Customer Experience.

• Designing more efficient interactions with end users, through oral and written channels.

• Incorporating models that enable immediate knowledge of the quality perceived by the client via the 100 %-made Konecta software: KCEM.

FOCUS Evolution from traditional Contact Centres towards a smart business model, focused on customisation.


5756

BACK TO TOC

2017 CR&S REPORT

Konecta, thanks to a team of over 400 professionals specializing in technology, is prepared to develop tools and processes to ensure competitiveness and sustainability over time, within the framework of an open market for new solutions that respond to the realities of the different generations of consumers coexisting today.

With the aim of preparing to meet such needs, Konecta made significant investments in R & D & I in 2017, aimed at the development of innovative technological solutions, as well as at the training of its experts, in accordance with the new service models that brands require.

A specific example of the efforts made in this regard is the opening in Medellin (Colombia) of our Innovation Centre, Konecta Software Factory.


EPIRON 3.0 IS THE LEADING SOFTWARE IN THE LATAM MARKET, AND WAS DEVELOPED ENTIRELY BY THE COMPANY. IT HAS BECOME ONE OF THE MOST IMPORTANT RETURN ON INVESTMENTS IN TERMS OF INNOVATION, AS IT POSITIONED KONECTA AT THE FOREFRONT OF THE SPECIALISED CONTACT CEN-TRE AND BPO MARKETS IN THE REGION.

EPIRON 3.0

ACHIEVEMENTS

Konecta Software Factory

GOALS Staying at the forefront of technology

Adapting to the new market realities

Supporting large companies in their digital transformation process

ACTIONS Design of all kinds of technological solutions for customers and business development.

Epiron Omnicanalidad – One Experience Project

First software to ever integrate on/off line channels in a single CRM, fully designed to manage a high volume of users and multiple channels at the same time, generating smart reports for each case.

Most important social media operation in the LATAM market.

Konecta is the first company in the world to have COPC-GMD1 certificates for all its social media operations.

EPIRON 3.0 CONFIRMS KONECTA’S LEADERSHIP IN END-USER EXPERIENCE

Konecta Software Factory has more than 100

engineers engaged in a collaborative environment to promote the generation

of new high-value technology services.

This recently-launched innovation centre exports

all generated solutions from Colombia to the

rest of countries in which Konecta is present.

Reinforced R & D & I team, thanks to

the know-how of the recently- acquired

companies.

Incorporation of the “business partner”

figure as a link between Business and IT.

EPIRON / KCRM allow managing interactions with customers on real time, across multiple channels and social networks.STRENGTHS

1 Guide for Performance Improvement COPC (Customer Operation Performance Centre).

WITH EPIRON 3.0, KONECTA DEVELOPED A MAN-AGEMENT MODEL TO SUIT THE NEEDS OF END USERS, OFFERING A PERSONALISED SERVICE THAT EVOLVES IN REAL-TIME.


5958

BACK TO TOC

2017 CR&S REPORT

With the goal of improving the management of its processes and achieve a greater focus on clients, Konecta developed its own quality management system that adds to the requirements of the ISO 9001 standard.

In the future, we will continue working on the integration of different systems owned by the Company in each of the countries in which it operates, and which come from the acquired companies, to develop a Global Management System with shared policies, procedures and tools.

Along this line, at the beginning of last year, an application launched in Spain in 2016 for KPIs (both internal and con-tractual) was implemented, to enable the detection of deviations, analysing their causes, and establishing the neces-sary measures to correct them. As part of this follow up, Konecta also uses the 2Mares monitoring tool, through which detailed reports on the quality of service is obtained to design specific actions adapted to each particular contract.

Also, Spain has a web repository where all interactions with end users (calls, e-mails, social networks) are collected, thus achieving greater traceability, through which the efficiency of each project can be measured.

OPERATIONAL MANAGEMENT SYSTEMS CUSTOMER SATISFACTION

We expect to launch a new tool for managing specific campaign training data in 2018, to facilitate knowing the number of training hours delivered to the staff and the effectiveness thereof.

To simplify the administrative work linked to opera-

Area Customer Satisfaction Survey

Spain

• 257 surveys sent

• 47.5 % participation

• 56.3 % of customers think that interacting with Konecta is extremely easy or very easy

LATAM

• 106 surveys sent


• 69.4 % of clients think that their relationship with suppliers is very easy

• 55.6 % of participants are agents

Portugal

• 8 surveys


• 62.5 % thinks that it is easy to interact and get help from Konecta

Commendations from Clients

Spain243 commendations. Almost 39 % for the work of agents, and 36 % for the positive results obtained.

Mexico 10 commendations received, 70 % in recognition of the daily work.

Peru27 commendations received, most of them for good results and recognition to the work of the structure team.

Chile 25 commendations formalised, 60 % for customer service.

In addition to the information provided by the customer satisfaction surveys, the analysis of the commendations re-ceived allows to establish success case models and best practices that may be applied to other clients.

Konecta follows up on the level of customer satisfaction through surveys specially designed for this purpose. Re-sponses are analysed by areas and business units, levels of recommendation or detractions.

NEW CORPORATE QUALITY AND ENVIRONMENTAL POLICIES WERE APPROVED IN

2017

KONECTA ARGENTINA MAINTAINS CERTIFICATION OF ITS INFORMATION SAFETY MANAGEMENT SYSTEM UNDER THE ISO/IEC 27001 STANDARD. THE RESULTS OF THE 2017 AUDIT CONFIRMED THE EVOLUTION IN THE IMPLEMENTATION OF THE WORLD CLASS INFORMATION MANAGEMENT MODEL.

ISO/IEC 27001 Standard

tions, Konecta launched Skynet. Accessible to all staff and very flexible, this technological solution changes work methods, automating tasks with less added value, by merging in a single web tool, data related to Service, such as KPIs, and information related to personnel, such as working hours or holidays. Its advantages include allowing imme-diate communication between different departments, such as Planning, Training, HR, and Operations.


6160

BACK TO TOC

2017 CR&S REPORT

Also, in the spirit of sharing innovations and best practices, Konecta organised, in late 2017, a session aimed at its clients to present the progress made in its Digital Transformation and Efficiency Unit, as well as its new channel ma-nagement model, Epiron Omnicanalidad-One Experience, that stems from a different way of conceiving the relation-ship between brands and consumers in social networks with measurable strategic goals, and under monitoring and continued improvement method.

B CONNECT - KONECTA IS THE ONLY CALL CENTRE IN MEXICO CERTIFIED UNDER THE FEDERAL PERSONAL DATA PROTECTION LAW

IN A WORLD IN A METEORIC AND UNSTOPPABLE EVOLUTION, BEING AT THE FOREFRONT OF TECHNOLO-GICAL BREAKTHROUGHS IS THE ONLY WAY OF IMPROVING EFFICIENCY IN PROCESSES AND CUSTOMER EXPERIENCE. FOR THIS REASON, KONECTA ORGANIZES EXPOCONTACT, THE ANNUAL LEADING CONFE-RENCE OF THE CONTACT CENTRE SECTOR.

ITS 13TH EDITION TOOK PLACE IN MAY 2017, UNDER THE MOTTO “EFFICIENCY AND PRODUCTIVITY IN DIGITAL ENVIRONMENTS”. THE CONFERENCE INCLUDED OVER 40 ACTIVITIES THAT DEALT WITH THREE INTERRELATED CONCEPTS: EFFICIENCY, DIGITAL TRANSFORMATION AND CUSTOMER FOCUS, KEY FOR UNDERSTANDING THE NEW DIGITAL ENVIRONMENTS.

ATTENDEES WERE ABLE TO LEARN ABOUT THE LATEST TRENDS, INNOVATIONS, AND TECHNOLOGICAL DEVELOPMENTS IN THE SECTOR, THROUGH DISCUSSIONS AND EXCHANGE OF EXPERIENCES WITH TOP EXPERTS, AND THE MOST COMPREHENSIVE AND UP-TO-DATE INFORMATION.

EXPOCONTACT

MORE THAN 900 ON-SITE ATTENDEES

KEY STRENGTHS

Konecta turns its strengths into value services to customers

The ultimate goal is that brands continue perceiving Konecta as their main ally to manage their customers and pro-cesses in the new business scenarios provided for by digital transformation, placing value on human talent, and the Company’s team experience and capabilities.

E-LEARNING PLATFORM

COMPLIANCE AND SECURITY

DIGITAL CHANNELS AND

SOCIAL NETWORKS

CUSTOMER EXPERIENCE

CEX

PROCESS AUTOMATION

DATAANALYTICS

VALUE SERVICES


6362

BACK TO TOC

2017 CR&S REPORT

Having the best professionals is essential to ensure that our clients keep trusting Konecta. The importance that the Company gives to people management lies on our conviction that human capital is our greatest asset.

The integration of Allus and B-Connect to Konecta in 2017, required managing the implications that this tran-sition has had on the companies’ staff. During this process, the aim has been to maintain business continuity, ap-pealing to the high specialisation of the teams for identifying and exploiting the synergies generated, and reinforcing leadership in the countries concerned. The result is a portfolio of professionals able to offer diverse and innovative solutions that adapt to each type of customer.

In this sense, Konecta made a major effort in retaining talent and keeping the key skills of all staff, as they endow the Company with specialised, diverse and competitive know-how.

In 2017, the well-being of our staff has remained a primary goal, and thus, we have carried out various measures to ensure quality of life in the company (the social dimension of work), equal treatment, the integration of people at risk of social exclusion, and health and safety in the workplace.

In addition, given its great capacity to generate employment, Konecta continues to rely on its Foundation to further develop its social responsibility strategy, through the promotion of initiatives aimed at the social and labour insertion of people at risk of exclusion-particularly of persons with disabilities-, and the investment on R&D initiatives that im-prove physical and technological accessibility in all its facilities.

Our social dimension

7.

ATTRACTING AND RETAINING TALENT

PROMOTING PROFESSIONAL DEVELOPMENT

BOOSTING JOB CREATION

CREATING A SAFE AND HEALTHY WORK ENVIRONMENT

ENSURING COMMITMENT TO EQUALITY AND SOCIAL INTEGRATION

VISION

MORE THAN 64 % OF WOMEN ON STAFF

5,110,517 TOTAL TRAINING HOURS

OVER 58,800 EMPLOYEES

30.6 % OF PEOPLE AT RISK OF EXCLUSION ON

STAFF


6564

BACK TO TOC

2017 CR&S REPORT

2017

2015

OUR TEAM IN FIGURESNumber of employees

2016 54,371

58,809

HUMAN CAPITAL

In late 2016, the number of employees on staff doubled, and this trend continued in 2017, in line with the growth of the Company’s activities, especially in Latin America.

28,216

Gender distribution

Women

Men

64 %

36 %

Permanent

Temporary

% of permanent contracts worldwide

56 %

44 %

Workforce distribution

Spain

International

25.31 %

74.69 %

MORE THAN 31 % OF THE COMPANY EMPLOYEES HAVE A SENIORITY HIGHER THAN

36 MONTHS

Age distribution

‹20 4.7 %

20-30 50.7 %

30-46 35.8 %

46-60 8.2 %

›60 0.6 %

The average age of staff stands at 31.2 years old

Konecta combines its commitment to internal talent with the pursuit of outside professionals who can add value to the Company, offering them a challenging job based on a continuous training that complements their pro-fessional and personal development, and implementing various measures to ensure their quality of life in the

Company.

The Company launched in 2017 a work climate survey, developed locally in each country, which had a very high partic-ipation rate, particularly in Argentina, which produced 97 % of answers.

In order to provide employees with the opportunity to acquire new knowledge and fine-tune skills that allow them to improve in the performance of their daily tasks and be more competitive in the job market, the Company develops an annual specific and tailor-made training plan, which includes the following areas:

Welcome training:

New hire initial training.

Ongoing Training Programs:

Focused on areas for improvement, identified during the staff performance assessments, to contribute to their professional development.

In addition, it ensures employees as much access as possible to courses through different training options, such as face-to-face sessions and e-learning.

TALENT MANAGEMENT

APPROXIMATELY 80 % OF RESPONDENTS IN ARGENTINA STATED THAT KONECTA IS

A GREAT PLACE TO WORK

COMMITMENT TO EMPLOYMENT

The results of this survey at a global level allowed us to confirm a continuous improvement in the general as-sessment that professionals make of the work climate, to identify areas that enable the implementation of action plans to strengthen the satisfaction of employees.

Investment in training

Training hours / year

€ 6,140,511

149,359

€ 6,614,980

1,072,488

€ 14,691,362

5,349,514

2015 2016 2017


6766

BACK TO TOC

2017 CR&S REPORT

COUNTRY TRAINING

Argentina

Development of in-house and external training plans backed by academic institutions that include con-tent on first-aid assistance, languages, management, effective communication, negotiation, leadership, conceptual and analytical thinking, computer tools, project management, ISO 27001, among others.

9,593 hours of training in 2017, mainly on the following topics: Customer Experience, leadership and emergency management.

Colombia

Over the past year, the Leadership and Management School in Colombia trained 370 persons, includ-ing staff from the new offices. The purpose of this initiative is to empower agents as part of their path towards specialised positions and leadership development.

In Colombia, we also organised training activities with great impact, around different areas of activity of the Company:

• “Sales School”, 5,980 participants in workshops and talks with experts.

• “Recovery School”, with awareness-raising actions delivered to 340 persons.

Finally, a series of external training programs provided up-to-date knowledge on issues such as planning, design, management skills and innovation.

MexicoB-Human Program: human talent management program through internal promotion. In 2017, 38 em-ployees were promoted.

Peru

Konecta Peru develops an annual training plan divided into 4 lines of action:

• Konecta tu día (“Konnect” your day): initiation process of future contributors where they receive in-formation about the Company and its relevant procedures. 420 initiation processes were held in 2017.

• Training Plan for Middle Management: 15-to-20-hour training plan, aimed at people who are new to the middle management position, to provide them with the necessary tools to carry out their work properly. This training was delivered to 110 employees in 2017.

• Training Plan for Heads of Unit: 8-hour training program designed to generate a change focused on “Customer Experience”, where internal customers are at the core of creating an unforgettable service experience.

• Training Plan for Managers: training workshops seeking the integration of teams, enhancing lead-ership, as well as establishing an effective and efficient communication.

Furthermore, we signed various agreements with vocational training centres, aimed at promoting professional training and employee career development.

Outside Spain, various training actions have been carried out in 2017, especially in the countries where we acquired companies, and where the unification of knowledge has been fundamental to Konecta’s growth.

INTERNATIONALSPAIN

Once again, Konecta received the support from PUNTOFORM Consulting, particularly for improving communication, service quality, and Customer Experien-ce in Spain. To engage as many employees as possible, the Company developed an e-learning platform.

Training hours by topic - 2017

50,365 Professional Effectiveness

22,185 Computer skills

10,398 ORP

9,556 Occupational Health

5,162 Management

4,111.5 Languages

2,564 Personal Effectiveness1,770 Oral and written Communication

606 CEX strategies

390 Corporate law

340 New Technology law

Training by professional category

Rest of staff

3 %2 %

73 %

22 %

Middle Management

Technicians Executive Management

MORE THAN 14 MILLION EUROS INVESTED IN TRAINING IN 2017 GLOBALLY

KONECTA IDENTIFIES THE EXISTING TALENT IN THE ENTERPRISE GLOBALLY. IN FACT, 90 % OF MANAGERS COME FROM INTERNAL PROMOTIONS


6968

BACK TO TOC

2017 CR&S REPORT

WELL-BEING OF EMPLOYEES

Konecta has many measures in place for improving the quality of life of its professionals. The goal of these measures is to offer initiatives that favour a balance between the personal life and career development of its employees, bearing in mind the reality of each of the countries where the Company is present. For this reason, we have implemented di-verse actions and policies:

KONECTA OFFERS EMPLOYEES DIFFERENT MEASURES DESIGNED TO FACILITATE AND FOSTER FAMILY RELATIONSHIPS, WHICH VARY ACCORDING TO THE REALITY OF EACH COUNTRY. THE FOLLOWING AC-TIONS WERE PARTICULARLY SIGNIFICANT IN 2017:

THE SENSE OF BELONGING AND THE IMPROVEMENT OF FELLOWSHIP IS ESSENTIAL FOR ACHIEVING A GOOD WORKING ENVIRONMENT. TO THIS END, WE CONDUCT SEVERAL INITIATIVES:

THE FOLLOWING MEASURES AIMED AT WORKSTATION DESIGN AND IMPROVEMENT OF THE WORKING CONDITIONS WERE IMPLEMENTED:FAMILY SUPPORT

STRENGTHTENING TIES WITH THE COMPANY

QUALITY EMPLOYMENT

• Family-oriented events:

- Company employees could show their children the place where they work. This initiative was developed in Argentina where 1,100 children visited all three Konecta offices.

- In Colombia, we organised a Sports Olympics event for employees and their families, with 3,600 participants.

• Actions to improve aspects such as reduction of the working hours or time flexibility.

• The Company signed agreements with different organisations, in particular with early childhood education centres close to the platforms.

• Priority in the choice of holidays. Although there are several criteria that prioritize the choice of holidays, the needs of divorced parents are considered.

• Epiphany (Reyes Magos) event in Spain. Konecta celebrates celebrates the feast of the Three Kings on all its platforms in Spain every year. In 2017, more than 100 volunteers handed out toys to more than 3,000 children of Konecta employees.

• Positive message exchange day: Colombia launched an activity for exchanging positive messages about gratitude and pride of belonging with the collaboration of 11,400 employees.

• Contests and giveaways: several work centres of the Company give employees the opportunity to take part in various internal contests where they can win prizes for their participation. Gifts are also given out on special dates.

• Programs for performance recognition and incentive systems adapted to each country that seek to reward the best employees, according to their performance in each area. A prominent case is Colombia, whose system of incentives “Enjoy Points”, rewarded 4,672 persons. Argentina and Colombia also recognize the seniority of employees, which significantly affects the retention of talent. In this sense, 3,265 employees were recognised for their trajectory at Konecta Colombia.

• Workstation redesign. A comfortable, sustainable and safe workplace is essential to ensure the wellbeing of employees. With this in mind, several spaces have been refurbished in different work centres in Argentina and Colombia, including breastfeeding rooms, which have been favourably received by Konecta employees.

• Greater efficiency at working meetings. There are several measures carried out for the improvement of time management, which have resulted both in a much greater efficiency in the workplace, and an improvement of the work-life balance of employees. The use of online tools to reduce traveling time and avoid holding meetings after 6 pm are clear examples of this.

• Partnerships and agreements to improve the quality of life of employees. Several Konecta offices offer teams a series of agreements with organisations that allow them to access discounts and other benefits. These include life, health or disability insurance. “Fun People “, developed by B-Connect in Mexico; “Enjoy” in Argentina, and the various campaigns offering competitive offers to the Company staff in Peru bear witness to this.

• Preference in voluntary geographical mobility

B-CONNECT, PARTLY OWNED BY KONECTA IN MEXICO, ACHIEVED THE FRC SEAL(FAMILY-RESPONSIBLE COMPANY) IN 2017


7170

BACK TO TOC

2017 CR&S REPORT

Konecta makes important efforts to achieve the implementation of different programs for the prevention of occupational risks, and the promotion of healthy habits among employees. While working at a Contact Centre cannot be described as dangerous, the

Company closely follows up on the safety of all employees, and prioritises the adaptation of workstations and equipment, and the improvement of the health and well-being of its staff, fostering greater comprehensive awareness in the entire organisation. In 2017, the accident frequency rate was 4.16 and 0.11 of which were considered serious.

Training and awareness campaigns on job security and well-being

Konecta launches regular campaigns to educate employees about the importance of practices aimed at ensuring their safety and health. In 2017, we conducted the following campaigns:

• World Cancer Day

• Tips to avoid the flu

• Health improvement: reduction of salt intake

• Donate bone marrow, donate life

• United to achieve gender equality

• Balance your body and your mind, promotion of physical activity

• Tips for sleeping better

• Awareness campaign for healthy eating habits. We distributed informative brochures to 1,500 employees in Spain.

Extension of health and safety procedures to suppliers

• Konecta has an Approval System for Suppliers that extends its safety and health procedures to them. In Spain, suppliers and subcontractors who develop their activity in the facilities of the Company must comply with the safety and health standards established in accordance with both, the current legislation and the internal rules of the Company.

Monitoring systems for psychosocial risks

• Prevention of psychosocial risks through evaluations in this area. In Spain, 4,500 psychosocial evaluations were conducted in 2017.

• Healthy breaks, training in emotional demands, yoga sessions and massages, are some of the actions put in place in LATAM countries, as a result of such assessments

Ergonomic risk prevention systems

• Improvement of the facilities, Musculo-skeletal school, Back school, training in postural hygiene school, support in health cases that generate labour recommendations.

Healthy lifestyle programs

• Healthy eating, consumption of alcohol and drug prevention, promotion of physical activity, blood donations, programs for the prevention of diseases.

Drills

• Annual training to the designated emergency teams to carry out evacuation from the work centres and drills to verify that the implemented measures are necessary and sufficient so that in case of an incident, the staff can leave the premises in a fast and safe way. In Spain, 14,806 employees took part in these drills, and in Colom-bia we trained and maintained 297 brigade’s volunteers in all the domestic work centres.

A HEALTHY COMPANY

3.58Rate of

absenteeism in 2017, compared to

5.44 in 2016

Given the nature of Konecta’s activity, absenteeism is a key aspect to control. Thanks to the follow-up conducted by the HR committees and the Management Committees, based on daily measurements of this indicator, as well as on the results of the monthly monitoring and the specific assessments for country, platform and region, we have managed to reduce the rate of absenteeism in 2017 with respect to 2016 to 3.58.


7372

BACK TO TOC

2017 CR&S REPORT

Additionally, in 2017, we conducted other noteworthy actions in other Konecta centres:

COUNTRY INITIATIVE IMPACT

Brazil

Promotion of Safety and Health:

Through activities developed during the Inhouse Work Accident Prevention Week, to raise aware-ness among teams on these aspects.

All employees.

Colombia

Program on Public Health and Safety in the Workplace: Several initiatives and awareness programs on Safety Rules were carried out during 2017.

• 6 drills with the participation of 2,888 per-sons.

• 260 inspections that allowed mitigating 76 % of the identified risks.

• Training to 40% of the “Brigade volunteers” and 3,100 employees.

Medicine at Work Program: Permanent on-site nursing service that allows for the promotion of greater self-care and preventive behaviours. Promotion and risk prevention activi-ties were carried out in 2017.

• 8,731 healthy break sessions.

• 5,749 participants.

• Reduction in the accident rate, from 2.20 in 2016 to 1.59 in 2017.

Peru

Specific Safety and Health Training: First aid, emergency and evacuation plan, ergo-nomics, identification and risk control plan.

All employees.

Promotion of Health through sports: Konecta soccer and volleyball Cup.

Employees from all our offices in Lima are invi-ted to participate.

COUNTRY INITIATIVE IMPACT

Portugal

Study to minimise eyestrain: Conducted to determine the presence of the eyestrain syndrome among frequent computer users. It concluded in a set of measures to minimise the needs of employees associated with eyestrain.

All employees.

Promotion of Health and Sport: BMI measurement, blood pressure and heart rate. Additionally, employees have access to discounts at gyms.

26 participants.

Chile

Activities in the Risk Prevention area: Carried out throughout the year to contribute to the occupational safety and health of employees: active breaks, “Best colleague with preventive awareness” contest, training, etc.

All employees.


7574

BACK TO TOC

2017 CR&S REPORT

Konecta assesses the skills, effort and talent of its professionals to promote promotion and career development focusing only on their skills and knowledge, and rejecting any conducts that contravene these principles on grounds of age, gender, disability, etc.

The Company has a strong commitment to equal opportunities, promoting the integration of people at risk of exclusion in its staff.

Konecta establishes and develops policies, promoting measures that guarantee gender equality in the organisation.

EQUALITY AND INTEGRATION

A DIVERSE TEAM WITH EQUAL OPPORTUNITIES

KONECTA BTO SPAIN SIGNED A PLAN FOR EQUALITY IN 2017

EQUALITY

In 2017, Konecta signed a Plan for Equality in Spain. With this initiative, we want to ensure equal opportunities, on equal terms, between men and women, and non-discri-mination on the ground of sex as a regulating principle for each business action, applying them in all policies, proce-dures and activities of the Company.

As part of the strategy for the implementation of its Plan for Equality, an internal awareness campaign was implemen-ted through 2017. The content of the document and its relevance was shown through a training course to the structure personnel, Committee workers’ representatives. A total of 86 people participated in this campaign (11 top managers, 29 middle managers, 55 agents and 15 staff members).

Similarly, we started delivering the “Fight Against Discrimination” to the entire Konecta Spain team.

Furthermore, the Company is attached to the “Companies for a society free of gender-based violence” initiative, pro-moted by the Spanish Ministry of Health, Social Services and Equality.

KONECTA SPAIN PUBLISHED THE “GUIDE TO NON-SEXIST LANGUAGE”, DISSEMINATED THROUGH THE INTRANET AND INTERNAL NEWSLETTERS, REACHING ALL EMPLOYEES OF THE COMPANY

6. IT RESPECTS DIVERSITY, PROMOTING NON-DISCRIMINATION

1. KONECTA ADVOCATES FOR A DIFFERENT ORGANISATIONAL MODEL

2. IT BUILDS ON THE POTENTIAL AND SKILLS OF THE ENTIRE STAFF

3. IT ENSURES EQUALITY OF OPPORTUNITY FOR ALL ITS PROFESSIONALS

4. IT ESTABLISHES GENDER EQUALITY AS PART OF ITS ORGANISATIONAL IDENTITY

5. IT DEVELOPS A WORK WITH AND FOR THE COMMUNITY, WHERE WOMEN ARE INDISPENSABLE FOR KONECTA


7776

BACK TO TOC

2017 CR&S REPORT

Labour inclusion of women victims of violence

• Goal: benefiting women who are victims of any type of violence, providing a bespoke training at the Contact Centre that enables them to perform their work in optimal conditions.

Prevention of gender-based violence

• Goal: raising full awareness among the Company employees in terms of prevention of gender-based violence, discrimination, promotion of equality and reduction of stereotypes.

First course on female leadership at Konecta

• Goal: providing tools that encourage the development of the necessary skills to occupy key positions within the Organisation, aimed at participants selected, based on three fundamental criteria: leadership with dedi-cation to service, performance, and teamwork.

First self-leadership course for girls in areas where Konecta is present

• Goal: empowering participants as future leaders, key in their community, with the support of employees trai-ned in Konecta’s women leadership course.

On the other hand, among its goals for 2018, Konecta Peru began to develop a specific strategy that comprises 4 projects:

As one of the signatories of the “Lima Declaration “, aimed at promoting the participation of women in business through a series of commitments for equality. The role that Konecta Peru is playing in this field is worth emphasizing.

KONECTA PERU WAS AWARDED THE “SAFE COMPANY” SEAL, A RECOGNITION GIVEN BY THE MINISTRY OF WOMEN AND VULNERABLE POPULATIONS TO COMPANIES THAT PROMOTE NON-VIOLENCE AGAINST

WOMEN AND EQUALITY BETWEEN MEN AND WOMEN

KONECTA PERU WAS RECOGNISED BY THE PAR RANKING 2017 AS ONE OF THE 10 COMPANIES THAT BEST PROMOTE GENDER EQUALITY IN ITS ORGANISATIONS


7978

BACK TO TOC

2017 CR&S REPORT

SOCIAL INTEGRATION

30.57 % OF KONECTA’S TEAM IN SPAIN BELONGS TO

GROUPS AT RISK OF EXCLUSION

420 KONECTA EMPLOYEES IN MONTERÍA (COLOMBIA)

36 WOMEN ON STAFF ARE VICTIMS OF GENDER-BASED

VIOLENCE

Konecta works hand in hand with its Foundation since its inception, for the development of different programs that benefit one hundred persons with disabilities or with employability challenges.

The Company has a multicultural and diverse staff, and advocates for a labour market integration in which all its pro-fessionals can develop their skills, to achieve their potential and improve their quality of life.

Konecta is an organisation concerned with the generation of local employment through the implementation of diffe-rent initiatives that include training, implementation of advanced technologies, R & D programs, etc. The following prominent initiatives took place in 2017:

Profile of persons with disabilities in Konecta Spain

66 %women

48.4 %older than

45 years old

7 % hold middle mana-gement positions

30.57 % OF KONECTA EMPLOYEES IN SPAIN BELONG TO GROUPS AT RISK OF EXCLUSION, WHICH INCLUDE 27.06 % OF EMPLOYEES OVER 45 YEARS OLD

INITIATIVE IMPACT

Boost to youth employment:

• Opening of an office in Chaco (Argentina) that engages, through a training system led by the Secretariat for Employment, young people trained and prepared for their first work experience.

• The “40,000 entry-level jobs” program in Colombia, which has enabled the generation of job opportunities for young people bet-ween 18 and 28 years in the country.

• Creation of 500 new jobs in Chaco.

• 1,190 youth in Colombia’s employ-ment program.

Konecta Montería (Colombia)

Konecta Montería is the first Contact Centre that operates in this Co-lombian region, and seeks to integrate into the Company people who have had few employment opportunities.

Montería is an area that has suffered greatly from the guerrillas, whose population lives in highly unfavourable conditions. This fact makes the project, which includes public-private collaboration, particularly impres-sive, as it gives the region and its inhabitants the possibility of achieving a better life.

• 420 employees after two years of operation, 166 of which are working for the first time.

• 120 new professionals in 2017.

• 34 % of workers have managed to improve their living conditions.

COLOMBIA, AN EXAMPLE OF SOCIAL INTEGRATION. KONECTA IS THE MAIN INTEGRATOR OF THE MONTERÍA REGION


8180

BACK TO TOC

2017 CR&S REPORT

PARTNERSHIPS AND FORUMS FOR EQUALITY AND DIVERSITY

KONECTA AND ITS FOUNDATION

Konecta is part of several organisations and forums that work together for the employability of groups at risk of ex-clusion:

Konecta works closely with its Foundation to boost its social strategy.

The Company donates 1 % of its net profit to its Foundation, which supports the development of projects for employing underprivileged groups in society, with emphasis on persons with disabilities, creating partnerships with other com-panies, organisations and agencies to create a multiplier effect of its initiatives.

Companies for a Society Free of Gender-based Violence:

Initiative launched in 2012 by the Ministry of Health, Social Services and Equality, to promote awareness against gender-based violence. 91 public and private entities are already attached to the project, showing their commitment through the campaign “There’s a way out”.

Foro “Inserta Responsable” (“Responsible Inclusion” Forum):

Networking platform to share reflections on employability practices for persons with disabilities on their staff.

Recruitment of Victims of Terrorism:

Developed between 2013-2014, thanks to the “Employment Agreement” signed with the Ministry for Home Affairs, whose purpose is boosting labour insertion of victims of terrorism.

KONECTA ANNUALLY DONATES 1 % OF ITS NET PROFIT TO ITS FOUNDATION

Each year, staff from the Company joins the team of vol-unteers, to support altruistic social activities social and humanitarian projects promoted by Konecta and its Foun-dation, helping to improve the quality of life of the most vulnerable groups.

INITIATIVE IMPACT

Labour inclusion of persons with disabilities and vulnerable popula-tions in Colombia:

Thanks to the support of Konecta Foundation and DKV Integralia Foun-dation, several programs in Colombia that allow linking the following groups have been carried out:

• Integration of former military members with disabilities in the Technical Program for Commercial Management and Telemarketing.

• Incorporation of victims of the armed conflict into the labour market.

• 15 apprentices incorporated in 2017 as Business Management and Tele-marketing technicians.

• Training to 30 women victims of the armed conflict.

Integration in Peru:

• Konecta is working with the Ministry of Labour in the “Boost Peru” program, which benefits people with and without disabilities, aged over 30, with a training for agents in various regions of the country.

• Professional career at the Contact Centre of Pachacútec University.

6 persons inserted thanks to the “Boost Peru” program in 2017:

• 3 with motor disabilities.

• 3 persons in extreme poverty condi-tions.

53 participants in the Pachacútec program

Boost of employment for persons with visual disabilities:

Brazil and Chile have integrated persons with visual impairment as Con-tact Centre Qualities, thanks to the collaboration of Konecta, its Founda-tion and FOAL (ONCE Foundation for Latin America).

13 persons employed.

KONECTA FOUNDATION: INTEGRATION, OUR GREATEST ASSET

8382

BACK TO TOC

2017 CR&S REPORT

Konecta Foundation: Integration, our greatest asset

8. MORE THAN 52,600 DIRECT AND INDIRECT

BENEFICIARIES

Foundation is a non-profit organisation created in 2005 by Konecta to channel the Company’s social action, and support the social and labour insertion, and training of people at risk of social exclusion. For this purpose, it works both with volunteers of the organisation itself, as well as with other companies and institutions that de-

velop innovative projects and provide a multiplier effect to its initiatives.

Its activity develops around 4 major areas:

TRAINING AND EMPLOYMENT

RESEARCH AND UNIVERSITY

VOLUNTEERISM CULTURE AND SPORTS

PROMOTING EMPLOYMENT AND TRAINING AS METHODS FOR INTEGRATION

EDUCATING THE BUSINESS SECTOR ADDING VALUE TO PARTNER COMPANIES

SUPPORTING RESEARCH AND DEVELOPMENT TO IMPROVE THE QUALITY OF LIFE OF PEOPLE WITH DISABILITIES

ENHANCING OUTREACH TO UNIVERSITIES AND BUSINESS SCHOOLS

PROMOTING PROJECTS LINKED TO NEW TECHNOLOGIES, BUILDING AN ACCESSIBLE ENVIRONMENT FOR ALL

CONTRIBUTING TO THE SOCIAL INTEGRATION OF PEOPLE AT RISK OF SOCIAL EXCLUSION THROUGH ART, CULTURE, AND SPORTS

VISION

39 PROJECTS: 28 IN SPAIN AND 11

ABROAD DEVELOPED IN COLLABORATION

WITH OTHER ENTITIES

OVER 7,782 VOLUNTEERS IN

THE WORLD

OVER EUR 9 MILLION INVESTED IN SOCIAL

PROJECTS SINCE 2005

LINES OF ACTION


8584

BACK TO TOC

2017 CR&S REPORT

KONECTA FOUNDATION: MISSION, VISION AND VALUES

GOVERNANCE BODIES

TRAINING AND EMPLOYMENT

BOARD OF DIRECTORS

José Mª Pacheco Guardiola

Rosa Queipo de Llano Argote

Graciela de la Morena Carra

Mónica Serrano Ceballos

BOARD OF TRUSTEES

Antonio Escámez Torres PRESIDENT

Santiago Gil de Biedma MEMBER

Rafael Esteban Muguiro 1º VICE-PRESIDENT

Catalina Luca de Tena García-Conde MEMBER

Mariano Aísa Gómez 2º VICE-PRESIDENT

Ricardo de Serdio Fernández MEMBER

José María Pacheco Guardiola MEMBER

Rosa Queipo de Llano Argote SECRETARY OF THE BOARD

In 2017, we continued with the expansion of the integration model applied in Spain, to several countries in Latin America where the Company is present, carrying out the following projects:

Training and recruitment projects

Konecta and ONCE Foundation (FOAL)

The ONCE Foundation for Solidarity with Blind Persons in Latin America (FOAL) and Konecta signed a cooperation agreement aimed at promoting the employment of visually-impaired people in:

BRAZIL *Inclusion of 8 blind persons to the staff for listening assessing calls and Qualities’ tasks at Contact Centres.

*With the collaboration of the Brazilian National Organisation for the Blind (ONCB) that encompasses 86 repre-sentative organisations for people with visual disabilities.

CHILE

*5 persons with visual disabilities hired since its implementation.

Konecta Foundation works to achieve the inclusion and training of underprivileged persons, following this itinerary:

Supporting social and business development through innovative projects related to Konecta’s activity and en-vironment, using its business resources, and in collabo-ration with other organisations.

Being a point of reference in social and labour integra-tion of people at risk of exclusion and promoting the so-cial commitment of other companies, generating a mul-tiplier effect. 629 PERSONS WITH DISABILITIES

EMPLOYED IN 2017

RECRUITMENT THROUGH SOCIAL ORGANISATIONS

ACCREDITED TRAINING

EMPLOYMENT JOB ADAPTATION AND FOLLOW UP

MISSION:

VALUES:

VISION:

RELIABILITY INNOVATIONCOMMITMENT AND EXCELLENCE


8786

BACK TO TOC

2017 CR&S REPORT

As part of this agreement, Konecta collaborates in the selection of staff to ensure that it fits to the professional profiles required, designs training plans tailored to their needs, and establishes a support program to facilitate a normalized integration. Moreover, FOAL detects candidates with visual disabilities with the proper profile to participate in these recruitment processes, either through its AGORA program (Occupational Management Classrooms in the LATAM Re-gion), or in collaboration with organisations of persons with visual disabilities in the area, or other entities.

Along these same lines, Colombia committed to training programs to support the employability of former military mem-bers with disabilities, unemployed women victims of the armed conflict, or victims of the guerrilla.

KONECTA SUPPORTS THE EMPLOYABILITY OF FORMER MILITARY PERSONNEL WITH DISABILITIES, VICTIMS OF THE GUERRILLA AND WOMEN VICTIMS OF THE ARMED CONFLICT IN COLOMBIA

8th and 9th Professional Training Course in Contact Centre (Peru)

This initiative was recognised in the “Best Program for Development of the Environment” category, promoted by the American Chamber of Commerce in Peru, for its remarkable contribution in the training and inclu-sion of persons with and without disabilities.

TRAINING COLLABORATORS

Technical course on Commercial Management and Telemarketing (training approved by the Colombian National Learning Centre, SENA). *30 former members of the military with disabilities benefited from this 1-year course. All of them signed a Konecta trainee con-tract from the first day of training.

*In the 2nd course, we selected 23 apprentices with physical dis-abilities, to receive this training, with the goal of achieving a 60 % labour insertion rate.

• Matamoros Corporation

• DKV Integralia Foundation

• Family Compensation Funds (CA-FAM)

• Public Employment Service, SENA

Training to women victims of armed conflicts or with disabilities. This project seeks the inclusion of these women to the labour mar-ket, training them to work in customer and job placement services.

It consisted of 2 short courses with a total of 30 participants, 21 of which joined Konecta Colombia.

• Matamoros Corporation

• Family Compensation Fund (CA-FAM)

• Public Employment Service, SENA

Project for Productive Transformation in Montería.

367 displaced persons by the guerrilla were hired in 2017 (51% of the workforce in this office).

• Government of Colombia

• Bancolombia

• Konecta

THE GOAL OF THIS TRAINING, WITH THE COLLABORATION OF DKV INTEGRALIA FOUNDATION AND PACHACÚTEC FOUNDATION AND APPROVED BY THE LOCAL GOVERNMENT, IS TO FACILITATE LABOUR INTEGRATION OF YOUNG PERSONS WITH LIMITED MEANS, OR DISABILITIES, IN THE CONTACT CENTRE SECTOR. * 53 PARTICIPANTS IN BOTH EDITIONS* 36 PERSONS EMPLOYED

SINCE ITS CREATION:- OVER 286 ON-SITE TRAINEES- 199 INCORPORATIONS TO KONECTA


8988

BACK TO TOC

2017 CR&S REPORT

In Spain, through 2017 we continued to collaborate with different companies and organisations for the development of training and employment projects.

2ND CALL FOR SOCIAL PROJECTSKonecta Foundation is responsible for the Technical Office for this initiative, framed within the Corporate Volunteering Program, and organised to support projects that pursue the employability of underprivileged persons, proposed by the employees of this Company. *48 projects analysed in 2017 *3 winning organisations

JUNTOS SOMOS CAPACES (TOGETHER, WE ALL ARE ABLE)Support to persons with intellectual disabilities and mental illness so that they can integrate in a job with a work project that allows them to carry a normalised life. *More than 2,500 incorporations since 2010*4,657 participating companies in total*414 persons with disabilities employed in 2017

ACCEDEMOS (WE ACCESS) Call created to promote the employment of unemployed persons in Spanish SMEs. * 600 contracts in 2017* 4,500 grant per contract

FAMILY-ORIENTED PROGRAMSInitiative designed to guide and incorporate relatives of employees from MAPFRE and its foundation, with any type of disability. *6 users incorporated in 2017 *54 beneficiaries in 2017

6ª “SEMBRANDO ILUSIÓN” (“SOWING SEEDS OF HOPE”) AWARENESS SEMINARAimed at MAPFRE employees who, through the purchase of Easter flowers during the Christmas season and other plants for Mother’s Day, support social organisations representing people with disabilities, and collaborate with the “Juntos somos capaces” programme. *26 events *1,560 attendees * More than €37,500 raised

Support for entrepreneurs at risk of exclusion, mainly people with disabilities. Developed within the fra-mework of the Chair on Entrepreneurship for people with disabilities of the Konecta Foundation-URJC:

3RD MENTORING PROGRAM Offers bespoke advice and support to various projects developed by this group, helping in the design of strate-gies, solving operational problems, leading and motivating teams, and adapting to changing environments. *12 mentored projects

SEMINAR ON ENTREPRENEURSHIP AND DISABILITY *80 attendees

“APOSTAMOS POR TI” MICRO-LOANING PROJECT Funding for entrepreneurs at risk of social exclusion. Organisation of an event for greater promotion. *20 entrepreneurs have applied for the “Apostamos por ti” (“We believe in you”) micro-loan

TRAINEESHIPS FOR PERSONS WITH ACQUIRED DISABILITIES For students enrolled in FREMAP’s Professional Retraining Centre, so they can train in professional areas suitable to their profile. *48 persons took part in internship programs in 2017 *6 persons employed ENTREPRENEURSHIP COURSE FOR PERSONS WITH ACQUIRED Training in entrepreneurship as a path for occupational reorientation. *16 students trained INTERNSHIPS AT KONECTA For students of the Contact Centre course, approved by the Community of Madrid. The program meets two objectives, raising awareness among Konecta employees, and the integration of people with disabilities. *18 students trained


9190

BACK TO TOC

2017 CR&S REPORT

PROFESSIONAL RE-TRAINING FOR MUTUAL CLIENTS AND THEIR RELATIVES Through two projects: “Help your Family” and “Employment for Patients”, aimed at mutual clients with full permanent disability and family members with disabilities. Also, this initiative supports self-employment. *24 cases handled *7 persons employed

SUPPORT FOR TRAINING AND LABOUR INCORPORATION OF PERSONS WITH INTELLECTUAL DISABILITIESDevelopment of the approved course “Assistant in Social Institutions”; hands-on training course that, throughout its 380 hours, provides people with intellectual disabilities with tools for learning and improving their skills to work in care for the elderly who attend social institutions.

The project is funded by the Community of Madrid, in collaboration with Aprocor Foundation and Ademo Foundation. *13 participants *9 students incorporated to ASISPA staff

6TH CALL FOR GRANTS TO INCLUSIVE PROJECTSCall for proposals launched to develop employment, education, sport, research and cultural initiatives to promote inclusion and the autonomy of persons with disabilities. *232 proposals submitted *8 winning projects

RESEARCH AND UNIVERSITY

MORE THAN 300 PEOPLE TRAINED IN 2017

MORE THAN 100 CONSULTATIONS ON ACCESSIBILITY RESOLVED IN THE “LIBERTY

RESPONDE” PROJECT

Konecta Foundation contributes to the elimina-tion of physical, technological and social barriers through the dissemination and support to re-

search and innovation projects..

In 2017, we worked on the following initiatives:

PROJECT IMPACT COLLABORATORS

Konecta Foundation - Universidad Rey Juan Carlos (URJC) Chair on Entrepreneurship and Disability

It promotes and facilitates the development of specialised education for qualified professionals with disabilities, promoting self-employment with a view to achieving a normalised labour integration on equal terms.

In its second call for grants, we awarded €10,000 to 5 projects: DXTAdaptado, Psicodosis, Ilusion+, Educa Inventions, and Emprendedores de Vida.

Additionally, we held a pioneering International Day to create a space for learning and discussing important issues related to this topic.

This project was shortlisted in the 2017 Corres-ponsables Awards.

• 244 entrepreneurs trained in 2017 (1,616 since 2014)

• 332 entrepreneurs trained in mentoring and coaching (1,116 since 2014)

• 60 businesses created by 82 entrepreneurs with disabilities (11 in 2017)

• URJC

• Madrid Town Hall

• Mostoles Town Hall

• Alcorcon Town Hall

• Madrid Emprende Tres Cantos Town Hall

• PAI Partners

• Popular Santander Group

• Santander Ayuda

• OHL

• CERMI

• Juan XXIII Foundation

• Amás Group

• COCEMFE


9392

BACK TO TOC

2017 CR&S REPORT


Proyecto “Liberty Responde” (“Liberty Responds” Project)

Advice on accessibility, delivered by a multidiscipli-nary team that provides practical solutions, adapted to the needs of each person free of charge.

Inquiries resolved by topic: • Accessibility to housing: 28 %

• Regulation and / or legislation: 29 %

• Accessibility to common areas: 19 %

• Technical assistance: 14 %

• Accessible transportation: 10 %

As a result of the experience accumulated in 2017, a Guide for Accessibility with FAQs was created.

• 106 inquiries solved in 2017

• 234 inquiries received in 3 years

• 94.4 % of those who received assistance considered that the report received fits their needs

• 15 social organisations adhered since 2015

• 9 organisations in 2017

Konecta-UCM Aula TIC (ICT Classroom)

Training project on Information and Communication Technologies, aimed at young people with intellec-tual disabilities, who also develop their cognitive abilities.

• 8th edition:14 graduates

• 9th edition: 22 students in Training in 2017

• Telefónica

• Complutense University of Madrid

• Down Madrid

Support to the “Independent living” Project

Collaboration agreement to strengthen accommo-dation services provided by the University to stu-dents with functional diversity.

The project helps students with disabilities to un-dertake University studies and develop their profes-sional projects.

• 4 beneficiaries in 2017

• 50 % reduction of the monthly fees to students with disabilities

• Autonomous University of Madrid (UAM)

• Juan Luís Vives Student Residence

CULTURE AND SPORTS

Since its creation, Konecta Foundation has developed cultural and sports projects aimed at promoting inclu-sion, personal development and the improvement of self-esteem of people with functional diversity, and other disadvantaged groups.

CHARITY TOURNAMENTS WITH THE PARTICIPATION OF 240 ATHLETES

OVER 180 PARTICIPANTS IN ITS ART AND CULTURE INITIATIVES


Support to ALALÁ Foundation

Aimed at the social integration fostering Roma chil-dren and teens with limited means, when training in values, and using culture and art as a motivation tool.

Youth perform activities related to theatre, visual arts, dance, singing, percussion and guitar, in addi-tion to participating in the Soccer School.

In 2017, we gave support to the Sewing Workshop aimed at mothers of students who attend the Foun-dation’s Art School. This workshop, funded by the MAPFRE Foundation and inaugurated by HRH the Infanta Doña Elena, seeks to provide professional training to these women, promoting their learning and developing personal and social skills.

• 117 children with limi-ted means participated in different activities

• 15 women trained in the Sewing Workshop

• 15 volunteers from Konecta

• ALALÁ Foundation

• MAPFRE Foundation


9594

BACK TO TOC

2017 CR&S REPORT


14th Konecta Foundation Paddle Tennis Charity Tournament

Every year, Konecta employees and sector profes-sionals participate in this event organised to raise funds, this time for projects aimed at the integra-tion of people with intellectual disabilities developed by the Talisman Association and Juan XXIII Roncalli Association.

• More than 200 players

• About 2,400 players in the 14 years of this tournament

• AON Foundation

• Popular Santander Group

• Konecta

9th Wheelchair Paddle Tennis National - También Foundation / Foundation Konecta Cup

This tournament has turned into one of the most important events of the year, and is a top venue in this modality. This year, a Women’s category was officially included.

• 40 athletes (16 men’s couples and 4 women’s couples)

• También Foundation

VOLUNTEERISM

The promotion of volunteer work is among Konecta Foundation’s points of action. In this sense, various volun-teering activities are carried out with the participation of Konecta employees and other companies with which the Foundation collaborates.

MORE THAN 20,000 PEOPLE BENEFITED

7,292 HOURS OF VOLUNTEER TIME

MORE THAN 6,000 KONECTA VOLUNTEERS

2017 CAMPAIGNS COUNTRY IMPACT

Food collection

• ”Operation Kilo” International Campaign, aimed at soup kitchens.

Argentina, Brazil, Colombia, Mexico, Peru and Spain

More than 13,000 kg in total

• Food drives for underprivileged groups.Mexico 14,000 benefited children

Clothing drives for social organisations.Spain and Argentina

282 volunteers in Spain and 15 in Argen-tina 1,410 kg collected / 300 beneficiaries

Storybook collection for underprivileged children. Spain

30 volunteers 90 units / 120 beneficiaries

Blood donationSpain and Argentina

281 volunteers in Spain and 17 in Argentina 300 beneficiaries

Toy collection for underprivileged children.Brazil and Spain

1,900 toys collected in Brazil and 300 in Spain


9796

BACK TO TOC

2017 CR&S REPORT

IN 2017, WE SIGNED A PARTNERSHIP AGREEMENT WITH THE BIENAVENTURANZAS ASSOCIATION IN PERU TO PROVIDE SUPPORT, SHELTER, AID, FOOD AND HEALTH CARE TO CHILDREN, YOUNG PEOPLE AND

ADULTS IN EXTREME POVERTY


SOLIDARITY CAMPAIGNS

Donation of toys with the collaboration of the Company SIMBA.

Spain

1,778 toys distributed to: Alalá Foundation, Francisco Coll Educational Foundation, Save the Children, and the Manuel Beato Domingo y Sol parish

Support to victims of natural disasters:

• Floods in Lima y Chiclayo, Peru: food and per-sonal care product collection campaign.

• Earthquakes in Mexico: collection of food, personal care products, and tools, as well as support from Konecta volunteers in rescue missions.

Peru and Mexico

50 volunteers

2,500 kg food collected

1,500 collected for donations

Christmas hats charity sale in collaboration with the Salvador Association to improve the quality of life for people with motor disabilities. Portugal

5 volunteers

10 beneficiaries

Proyecto “Digitalizando sonrisas” (“Digitising Smiles” Project): delivery of PCs to public edu-cational institutions in underprivileged areas. Argentina

23 volunteers

187 beneficiaries

Proyecto “Construyendo el mañana” (“Buil-ding tomorrow” Project): delivery of school kits; tables, chairs, desks, couches, etc were donated.

Argentina16 volunteers

154 children

Charity Christmas markets to raise funds for various social associations. Spain

618 volunteers/ 300 beneficiaries

€3,094 collected

Mother’s Day Market: sales of flowers grown by people with intellectual disabilities to raise funds for various social organisations in the country.

Spain852 volunteers/ 240 beneficiaries

€4,263 collected


LEISURE AND SPORTS

Carrera “Hay Salida” (“There’s a way out” Race) against gender-based violence. An information awareness campaign and bracelets referring to this topic were also given out to the staff.

Spain80 participants from Konecta

100 registrations sponsored by the Company

Sports week in favour of Caritas: organised to celebrate the International Sports Day to collect food.

Spain225 volunteers/1,800 hours of volunteer time

More than 1 ton of food collected

1st Charity Soccer Tournament organised by Obrero de Oleiros S.C., to collect food for people at risk of exclusion. Spain

125 volunteers/500 hours of volunteer time

More than 1,000 beneficiaries

7-Inter-Company Soccer Championship within the framework of the 4th Prodean Solidarity Sports Festival to support social projects of this social entity.

Spain12 volunteers

1,285 beneficiaries

APECCO Marathon (Peruvian Association for Contact Centres). Peru

100 volunteers

80 athletes from Konecta

Sports Volunteering Day - Salvador Associa-tion aiming to encourage people with disabili-ties to practice any sports activity. Portugal

20 volunteers

70 participants with disabilities


9998

BACK TO TOC

2017 CR&S REPORT

RECIPIENT PROJECT PRIZE

“Sueños y Huellas del Mañana” Corporation (Medellin, Colombia)

“Una mano en el camino” (“A lending hand along the way”), helps street youth from rehabilitation programs for users of psychoactive substances, favouring their social reintegration.

• €2,500

My Little Kingdom Foundation (Montería, Colombia)

“Art Kids – Art and Culture for children” , artistic and cultur-al education workshops for underprivileged children, victims of the armed conflict in Montería.

• €2,500

8TH INTERNAL CALL FOR SOCIAL PROJECTS

In 2017, we held the 8th Konecta Foundation Internal Call for social projects, through which employees of the Company are provided the opportunity to present a pro-posal for supporting training and social and labour in-tegration of groups at risk of exclusion, along with any non-profit organisation close to their heart and with which they work regularly.

ADDITIONALLY, THE JURY GAVE TWO INTERNATIONAL SPECIAL PRIZES:

THE THREE WINNING PROJECTS IN 2017 WERE THE FOLLOWING:

*38 RECIPIENTS IN ALL EIGHT CALLS.

*€230,000 DISTRIBUTED IN TOTAL. CATEGORY DESCRIPTION

Best Individual Action Rewarding the commitment of the Company employees with the various initiatives carried out by the Foundation.

Best Social Integration Action Recognizing employees who work in inclusion and support in the integration process of people with disabilities.

Best Territorial Action Highlighting the work of a team especially involved in social issues.

5TH IMPLICACCION AWARDS

SUPPORT TO VOLUNTEERISM IN OTHER ORGANISATIONS

These awards recognise the active participation of the Company employees, either individually or collectively, in social action initiatives.

The Foundation helps reinforce the social action plans of various organisations.

A good example is the 10 years of cooperation with OHL, where Konecta Foundation organises volunteering days with employees of this Company. In the framework of this celebration, OHL recognised Konecta Foundation for its 10-year involvement.

ORGANISATION PROGRAM IMPACT

AON Support for the AON Global Day of Service: organisation of the “Let’s design a green corner” activity, to raise awareness among employees, and to promote the integration of young people and people with intellectual disabilities.

• 16 volunteers

• Recipient: Apadis

Perkin Elmer Organisation of Impact Day, Perkin Elmer International Volun-teering Day: in which employees from that Company parti-cipated in various sports activities together with people with intellectual disabilities.

• 32 volunteers

• Recipients: Apadis and Atendis

RECIPIENT PROJECT PRIZE

Oxiria Foundation (Madrid)

“Connecting generations through employment”: on-the-job training for persons with intellectual disabilities.

• €5,000

Asperger Association (Madrid)

“Business prospects for social and labour insertion”, aimed at educating the business sector about the capabilities of persons with Asperger’s syndrome.

• €5,000

New Health Foundation (Sevilla)

“Sevilla contigo, Ciudad Compasiva” (Sevilla with you, a Hu-mane City): to turn Seville into the first Spanish city prepared to provide care for people with advanced diseases.

• €5,000

100 101

BACK TO TOC

2017 CR&S REPORT

About this report 8. COVERAGEThis is the third year that Konecta publishes this Corporate Responsibility and Sustainability Report, which has been prepared in accordance with the Global Reporting Initiative (GRI) guide, following the principles and contents defined in GRI Standards. This report accounts for its sustainability commitments under an economic, social and environmental approach.

SCOPE The information contained in this document adds continuity to the baseline prepared in the previous report, to assess the evolution of Konecta’s performance as a responsible Company over time. The contents herein included refer to 2017 and cover the activities of the Company, prioritizing material information, without omitting relevant information.

MATERIALITYThis document gives special attention to the issues identified as relevant in the materiality analysis carried out through 2016, whose process of elaboration and results are shown in the Corporate Responsibility and Sustainability chapter.

Furthermore, this document includes other optional GRI Standards sections which, while not relevant for the Organisa-tion, contribute to increasing transparency and understanding of Konecta’s activities.

103102

BACK TO TOC

2017 CR&S REPORT

Annex9.

105104

BACK TO TOC

2017 CR&S REPORT

GRI STANDARD SUMMARY/ DESCRIPTION PAGE / COMMENT

COMPANY PROFILE

102-1 Name of the organisation Konecta.

102-2 Activities, brands, products, and services

See Presentation.

All the Group companies operate in the world under the Konecta brand.

102-3 Location of Headquarters Konecta offices in the world.

102-4 Location of Operations Argentina, Brazil, Chile, Colombia, Spain, Mexico, Morocco, Peru, Portugal, United Kingdom.

102-5 Ownership and Legal Form See Presentation - Corporate Governance. Grupo Konectanet SL with registered address at C/ Serrano 41, 28001 Madrid, Spain.

102-6 Markets and services ser-ved (broken down by location, sectors, and types of clients and beneficiaries)

See Presentation.

102-7 Scale of the organisation See Presentation, page 3.

102-8 Information on employees and other workers

See Our Social Dimension, Human Capital, Our Team in Figu-res.

102-9 Supply Chain See Presentation - Ethics and integrity.

The main procurement categories at Konecta are IT servic-es, facilities and travel agencies, as well as IT equipment and facilities.

There is a centralised Procurement Committee responsible for supervising the purchase processes throughout the Group worldwide.

Konecta’s Organisational and Procedural Department devel-oped a procedure for the approval of suppliers for the whole group, which includes social commitment as part of the Com-pany’s selection criteria.

Konecta’s Environmental Management System also includes their commitment to favour energy suppliers holding certifi-cates of Guarantee of Origin for renewable energy.


COMPANY PROFILE

102-10 Significant changes to the organisation and the supply chain

See Presentation - Konecta in the world.

See Our Social Dimension, Human Capital, Our Team in Fig-ures.

102-11 Precautionary principle or approach

See Presentation - Ethics and Integrity.

See Corporate Social Responsibility and Sustainability – Risk management

102-12 External initiatives See Presentation - Mission, Vision and Values

See Corporate Social Responsibility and Sustainability - Contri-buting to sustainable development.

See Corporate Social Responsibility and Sustainability - The UN Global Compact and SDGs

See Corporate Social Responsibility and Sustainability - Lea-ding the fight against climate change.

See Our Social Dimension - Well-being of the employees, A Healthy Company, and Equality and Integration.

See Konecta Foundation: Integration, our greatest asset.

102-13 Membership of associations Spanish Contac Center Association (ACE)

Spanish Association of Customer Relations Experts (AEERC)

STRATEGY

102-14 Statement from senior deci-sion-maker responsible for decision-making

See Message from the Board.

102-15 Key impacts, risks and oppor-tunities


ANNEX

107106

BACK TO TOC

2017 CR&S REPORT


ETHICS AND INTEGRITY

102-16 Values, principles, standards and norms of behaviour

See Presentation - Mission, Vision and Values

See Corporate Responsibility and Sustainability - Contributing to sustainable development.

102-17 Mechanisms of advice and concerns about ethics

See Corporate Responsibility and Sustainability - Contributing to sustainable development. Committees.

See Presentation Section -Ethics and integrity. Whistleblowing channel.

GOVERNANCE

102-18 Governance structure See Presentation - Corporate Governance.


102-19 Delegating authority See Presentation - Corporate Governance.

The Corporate Responsibility and Sustainability team depends on the Board Secretariat (to report directly to the Board) and has quantified goals established with the collaboration from other areas.

To implement Corporate Responsibility and Sustainability poli-cies locally level, there is a person in each country in charge of the compilation of the requested information. Frequent contact with this network of decision makers is established.

102-20 Executive level responsibility for economic, environmental and social topics

See Presentation - Corporate Governance

102-21 Consulting stakeholders on economic, environmental and social topics

See Corporate Responsibility and Sustainability - Relationship with stakeholders.

102-22 Composition of the highest governance body and its com-mittees

See Presentation - Corporate Governance.



GOVERNANCE

102-23 Chair of the highest governan-ce body


102-24 Nominating and selecting the highest governance body


102-25 Conflicts of interest See Presentation - Ethics and integrity.


102-26 Role of the highest governance body in setting purpose, values and strategy



102-27 Collective knowledge of the highest governing body

The Board of Directors is regularly informed about the progress made in the Corporate Responsibility and Sustainability System on issues related to the economic, social and environmental management that such system provides.

102-28 Evaluating the highest gover-nance body’s performance



In the case of Konecta Foundation, performance is assessed through the Board of Trustees in their quarterly meetings.

102-29 Identifying and managing economic, environmental and social impacts

See Corporate Responsibility and Sustainability – Risk Manage-ment.

102-30 Effectiveness of risk manage-ment processes

See Presentation - Corporate Governance

See Corporate Responsibility and Sustainability - Contributing to sustainable development. Committees

102-31 Evaluation of economic, envi-ronmental and social issues

See Corporate Responsibility and Sustainability – Risk Manage-ment.

ANNEX

109108

BACK TO TOC

2017 CR&S REPORT


GOVERNANCE

102-32 Highest governance body’s role in sustainability reporting

Corporate Responsibility and Sustainability Committee.

102-33 Communicating critical concerns

The Steering Committee analyses and informs the Board of Directors about the relevant issues that affect the organisation.

102-34 Nature and total number of critical concerns

See Presentation - Ethics and Integrity, Whistleblowing channel

102-36 Process to determine compensation

In Spain, wages are regulated by the sectoral agreement. Chile and Brazil have two major Company agreements. In other countries where Konecta is present, wages are associated to their applicable legislation.

102-37 Stakeholders’ involvement in remuneration


STAKEHOLDER ENGAGEMENT

102-40 List of stakeholder groups See Corporate Responsibility and Sustainability - Relationship with stakeholders.

102-41 Collective bargaining agreements

The collective agreement for Spain, which covers 100 % of em-ployees, was renewed in 2017. In Chile and Brazil, the agree-ment also applies to 100 % of the employees.

102-42 Identifying and selecting stakeholders


102-43 Approach to stakeholder engagement


102-44 Key topics and concerns raised See Corporate Responsibility and Sustainability - Relationship with stakeholders.


MATERIAL ASPECTS AND COVERAGE

102-45 Entities included in the consolidated financial statements

See Indicator 102-5.

102-46 Defining report content and topic boundaries


102-47 List of material topics See Corporate Responsibility and Sustainability – Relationship with stakeholders.

102-48 Restatements of information See About this Report.

102-49 Changes in reporting There have been no significant changes.

REPORTING PROFILE

102-50 Reporting period 2017.

102-51 Date of most recent report 2016.

102-52 Reporting Cycle Annual.

102-53 Contact point for questions regarding the report

[email protected]

102-54 Critical topics and concerns listed


102-55 Claims of reporting in accordance with the GRI Standards

Not subject to verification.

102-56 External assurance Not subject to verification.

ANNEX

111110

BACK TO TOC

2017 CR&S REPORT


MANAGEMENT APPROACH

103-1 Explanation of the material topics and its boundaries

See Corporate Responsibility and Sustainability -Relationship with stakeholders.

103-2 The management approach and its components


See Presentation - Mission, Vision and Values.

ECONOMIC PERFORMANCE

MANAGEMENT APPROACH: ECONOMIC PERFORMANCE

201-1 Direct economic value gener-ated and distributed

See Key Figures.

MANAGEMENT APPROACH: MARKET PRESENCE

202-1 Ratios of standard entry level wage by gender compared to local minimum wage

Standard pay wage without sex differences.

202-2 Proportion of senior man-agement hired from the local community

70 % of executives come from the local community. 100 % of executives are from the Region in which operations take place.

MANAGEMENT APPROACH: INDIRECT ECONOMIC IMPACTS

203-1 Infrastructure investments and services supported

See Key Figures.

203-2 Significant indirect economic impacts

See Key Figures.

MANAGEMENT APPROACH: PROCUREMENT PRACTICES

204-1 Proportion of spending on local suppliers

Konecta hires mainly local suppliers.


ECONOMIC PERFORMANCE

MANAGEMENT APPROACH: ANTI-CORRUPTION POLICY

205-1 Operations assessed for risks related to corruption

In all centres.

205-2 Communication and training about anti-corruption policies and procedures

See Presentation - Ethics and integrity, Whistleblowing channel.

205-3 Confirmed incidents of corrup-tion and actions taken

0 cases confirmed.

MANAGEMENT APPROACH: ANTI-COMPETITIVE BEHAVIOUR

206-1 Legal actions for anticompe-titive behaviour, antitrust, and monopoly practices

0 legal actions.

ENVIRONMENTAL PERFORMANCE

MANAGEMENT APPROACH: MATERIALS

301-1 Materials used by weight or volume

Not applicable.

301-2 Recycled input materials used See Corporate Responsibility - Fight against climate change. Consumption of material resources.

MANAGEMENT APPROACH: PRODUCTS & SERVICES

301-3 Reclaimed products and their-packaging materials

Not applicable.

ANNEX

113112

BACK TO TOC

2017 CR&S REPORT



MANAGEMENT APPROACH: ENERGY

302-1 Energy consumption within the organisation

See Corporate Responsibility - Fight against climate change. Energy consumption.

Energy consumption in other countries:

ARGENTINA: 4,722,414 kWh

BRAZIL: 2,064,175 kWh

CHILE: 1,398,085 kWh

COLOMBIA: 10,739,972 kWh

PORTUGAL: 539,448 kWh

MOROCCO: 265,500 kWh

MEXICO: 5,891,160 kWh

PERU: 8,320,523 kWh

302-2 Energy consumption outside the organisation

See Corporate Responsibility - Fight against climate change. Consumption of material resources.

302-3 Energy intensity See Corporate Responsibility - Fight against climate change. Consumption of material resources.

302-4 Reductions in energy consumption


302-5 Reductions in energy requirements of products and services




MANAGEMENT APPROACH: WATER

G4-EN8 Total water withdrawal by source

Water consumed at Konecta comes from the public water network.

Water consumption (in m3):

BRAZIL: 9,873

CHILE: 31,342

COLOMBIA: 64,281

MOROCCO: 837

MEXICO: 15,535

PERU: 43,804

PORTUGAL: 5,056

SPAIN: 32,292

G4-EN9 Water sources significantly affected by withdrawal of water

None.

G4-EN10 Recycled and reused water Water is poured into the public network entirely.

MANAGEMENT APPROACH: BIODIVERSITY

304-1 Operational sites owned, leased, managed in, or adja-cent to, protected areas and areas of high biodiversity value outside protected areas

Konecta centres are not located in protected areas.

304-2 Significant impacts of activi-ties, products, and services on biodiversity

Konecta centres are not located in protected areas, and their activities do not generate significant impacts on biodiversity.

304-3 Habitats protected or restored See Corporate Responsibility - Fight against climate change.

ANNEX

115114

BACK TO TOC

2017 CR&S REPORT



MANAGEMENT APPROACH: BIODIVERSITY

304-4 IUCN Red List species and na-tional conservation list species with habitats in areas affected by operations

Not applicable.

MANAGEMENT APPROACH: EMISSIONS

305-1 305-2

Direct and indirect GHG emissions

Indirect GHG emissions when generating energy

See Corporate Responsibility – Fight against climate change.

305-3 Other indirect GHG emissions (scope 3)

See Corporate Responsibility – Fight against climate change.

305-4 GHG emissions intensity Information not available.

305-5 Reduction of GHG emissions Information not available.

305-6 Emissions of ozone-depleting substances

Information not available.

305-7 Nitrogen oxides, sulphur oxides, and other significant air emissions


MANAGEMENT APPROACH: EFFLUENTS AND WASTE

306-1 Water discharge by quality and destination




MANAGEMENT APPROACH: EFFLUENTS AND WASTE

306-2 Waste by type and disposal method

Data for the rest of the countries is not available. It is expected that data will be available for future CR&S reports.

306-3 Significant spills No spills recorded to date.

306-4 Transport of hazardous waste Konecta does not transport waste.

Hazardous waste generated are managed according to the legislation in force.

306-5 Water bodies affected by dis-charges of water and / or runoff

Not applicable.

MANAGEMENT APPROACH: REGULATORY COMPLIANCE

307-1 Non-compliance with environ-mental laws and regulations

There have been no fines.

MANAGEMENT APPROACH: SUPPLIER ENVIRONMENTAL ASSESSMENT

308-1 New suppliers that were screened using environmental criteria

100 % of suppliers.

GENERATED RECYCLED

Household waste gen-erated (t)

Hazardous waste pro-duced (t)

Hazardous waste recy-cled (t)

Recycled plastic (t)

Household waste re-cycled (t)

Recycled paper and board (t)

ARGENTINA 117.00 2.14

BRAZIL 80.33 9.60

CHILE 1.92

COLOMBIA 199.00 11.34 11.34 0.50 46.00

MEXICO 86.40 120.00

PERU 135.92

PORTUGAL 23.40

SPAIN 588.49 6.67 6.67 5.44 111.19

TOTAL 1232.46 18.01 18.01 5.94 175.60 114.03

ANNEX

117116

BACK TO TOC

2017 CR&S REPORT



MANAGEMENT APPROACH: SUPPLIER ENVIRONMENTAL ASSESSMENT

308-2 Negative environmental im-pacts in the supply chain and actions taken

See Presentation - Ethics and integrity.

SOCIAL PERFORMANCE: LABOUR PRACTICES AND DECENT WORK

MANAGEMENT APPROACH: EMPLOYMENT

401-1 New hires and employee tur-nover

See Our Social Dimension - Human Capital. Turnover rate: 4.60 %.

401-3 Parental leave 0.78 % of Konecta’s workforce in the world enjoyed parental leaves in 2017.

MANAGEMENT APPROACH: LABOUR / MANAGEMENT RELATIONS

402-1 Minimum notice periods regar-ding operational changes

Regulated by collective agreement.

MANAGEMENT APPROACH: OCCUPATIONAL HEALTH AND SAFETY

403-1 Workers representation in formal joint management– worker health and safety committees

All employees.

403-2 Types of injury and rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities



MANAGEMENT APPROACH: OCCUPATIONAL HEALTH AND SAFETY

403-3 Workers with high incidence or high risk of diseases related to their activity

Not applicable.

403-4 Health and safety issues ad-dressed in formal agreements with unions

See Our Social Dimension – Human Capital, Occupational Health and Safety.

MANAGEMENT APPROACH: TRAINING AND EDUCATION

404-1 Average hours of training per year / employee

See Our Social Dimension - Human Capital, Commitment to employment.

404-2 Programs for upgrading employee skills and transition assistance programs

See Our Social Dimension – Human Capital, Commitment to employment.

404-3 Percentage of employees receiving regular performan-ce and career development reviews

100 % of operational employees in Spain and Portugal. The rest of countries will be incorporated into the tool designed for performance measurement in 2018.

MANAGEMENT APPROACH: DIVERSITY AND EQUAL OPPORTUNITIES

405-1 Diversity of governance bodies and employees


See Our Social Dimension – Human Capital.

405-2 Ratio of the basic salary and remuneration of women to men

Wages are regulated by the relevant collective agreement for each location, without sex differences.

Nº of workrelated

fatalities

N º of work - related accidents

with lost days

Nº days lost due to workrelated

accidents

Accident frequency

index

Accident Severity rate

ARGENTINA 17 286 1.67 0.03

BRAZIL 6 18 0.98 0.003

CHILE 11 178 2.66 0.04

COLOMBIA 93 1,859 2.37 0,05

MOROCCO 1 101 4.48 0.45

MEXICO 12 98 11.96 0.11

PERU 17 51 0.75 0.0023

PORTUGAL 10 299 6.90 0,21

SPAIN 143 4,306 5.69 0.17

UNITED KINDOM 2 19 4.15 0.04

ANNEX

119118

BACK TO TOC

2017 CR&S REPORT



MANAGEMENT APPROACH: NON-DISCRIMINATION

406-1 Incidents of discrimination and corrective actions taken

No cases of discrimination have been identified.

MANAGEMENT APPROACH: FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING

407-1 Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk

See Corporate Responsibility and Sustainability - The UN Global Compact and SDGs.

Code of Ethics for Suppliers.

MANAGEMENT APPROACH: CHILD LABOUR

408-1 Operations and suppliers at significant risk for incidents of child labour



MANAGEMENT APPROACH: FORCED OR COMPULSORY LABOUR

409-1 Operations and suppliers at significant risk for incidents of forced or compulsory labor



MANAGEMENT APPROACH: SECURITY MEASURES

410-1 Security personnel trained in human rights policies or procedures

Not applicable.

Konecta does not have security personnel in staff. In Spain, we work with a major group that offers different security services, attached to the UN Global Compact, and which also indicate that the implementation of the rights set forth in the Universal Declaration of Human Rights (UDHR), adopted by the General Assembly of United Nations, are respected.

MANAGEMENT APPROACH: RIGHTS OF INDIGENOUS PEOPLES

411-1 Incidents of violations involving rights of indigenous peoples

0



MANAGEMENT APPROACH: HUMAN RIGHTS ASSESSMENT

412-1 Operations that have been subject to human rights reviews or impact assessments

0

MANAGEMENT APPROACH: INVESTMENT

412-2 Employee training on human rights policies or procedures

Approval of the Code of Conduct for Employees and training on the subject. Training in equality, respect for people, etc. Trai-ning in customer treatment.

412-3 Significant investment agree-ments and contracts that in-clude human rights clauses or that underwent human rights screening

100 % of the contracts signed with suppliers include human rights clauses.

MANAGEMENT APPROACH: LOCAL COMMUNITIES

413-1 Operations with local commu-nity engagement, impact as-sessments, and development programs

See Our Social Dimension - Equality and Integration.

See Konecta Foundation.

413-2 Operations with significant actual and potential negative impacts on local communities

No negative impacts on any local community have been generated.

ANNEX

121120

BACK TO TOC

2017 CR&S REPORT



MANAGEMENT APPROACH: SUPPLIER SOCIAL ASSESSMENT ON HUMAN RIGHTS, LABOUR PRACTICES AND SOCIAL IMPACT

414-1 New suppliers that were screened using social criteria

100 %

414-2 Negative environmental impact to the supply chain and actions taken

0

MANAGEMENT APPROACH: CUSTOMER HEALTH AND SAFETY

416-1 Assessment of the health and safety impacts of product and service categories

The services offered by Konecta do not have an impact on the health and safety of customers.

416-2 Incidents of non-compliance concerning the health and safety impacts of products and services

0

MANAGEMENT APPROACH: MARKETING AND LABELING

417-1 Requirements for product and service information and labelling

Not applicable.

417-2 Incidents of non-compliance concerning product and servi-ce information and labelling

Not applicable.

417-3 Incidents of non–compliance concerning marketing commu-nications

0



MANAGEMENT APPROACH: CUSTOMER PRIVACY

418-1 Substantiated complaints con-cerning breaches of customer privacy and losses of customer data

0

MANAGEMENT APPROACH: REGULATORY COMPLIANCE

419-1 Non-compliance with laws and regulations in the social and economic area

0

ANNEX

123122

BACK TO TOC

2017 CR&S REPORT

KONECTA OFFICES

ARGENTINA

CÓRDOBA Oficinas Centrales Argentina Rosario de Santa Fe 89 X5000ACA. Ciudad de Córdoba

Rosario de Santa Fe 71X5000ACA. Ciudad de Córdoba

25 de Mayo 1440X5004FWR. Ciudad de Córdoba CHACO Monteagudo 55H3500CLA. Resistencia

9 de Julio 1445H3508AZG. Resistencia BUENOS AIRES Leandro N. Alem 896. Piso 2. 1001. Ciudad Autónoma Buenos Aires

MENDOZA Gutiérrez 50M5500GKB. Mendoza

BRAZIL

SAO PAULO Rua Sérgio Tomás 415 - Bom Retiro

Rua: Inocêncio Tóbias 185 - Barra Funda

CHILE

SANTIAGO DE CHILERodrigo de Araya 1045,Macúl - Santiago de Chile

Av. Zañartu 1300Ñuñoa - Santiago de Chile

COLOMBIA

MEDELLÍN Oficinas Centrales ColombiaCr. 37A No 8-43 Edificio Rose Street Of. 602

Puerto SecoCll. 8B No 65-191

CEOHCr. 52 No 14-30

Buró ItagüiCalle 50 40-17 Interior 103

Centro BancaféCalle 49 No 50-21 BOGOTÁ Buró 24Av. Calle 24 #86 - 49 Lote 2

DoradoTransversal 93 No 51-98

NizaCalle 116 No. 71 D 46

Calle 17Calle 17 NO 65 B 95 MONTERÍATrav. 9 No. 1 A - 97

CALICalle 6 Norte No. 1 – 42

BARRANQUILLA

Cra 53 No. 68 B 85

MOROCCO

CASABLANCA Lotissement La Colline Immeuble les Quatre Temps Sidi Maarouf 20190 Casablanca

MEXICO

CIUDAD DE MÉXICOAv. Añil 611, Col. Granjas México, Del. Iztacalco, Ciudad de México 08400

Av. Río Churubusco y Añil S/N, Col. Granjas México, Del. Iztacalco, Ciudad de México 08400

Av. Uno 61-63, Col. San Pedro de los Pinos, Ciudad de México 03800

Av. Eugenia 197, Pl. 5, Col. Narvarte, Ciudad de México 03020

DURANGOCalzada Carlos Herrera Araluce #544, Parq. Ind. Carlos Herrera, 35078 Gómez Palacio Durango

PUEBLACalle 11 Sur 1109, Col. Barrio de Santiago,72000 Puebla

PERU

LIMA Centro Negocios Lima Cargo CityAv. Elmer Faucett, Edificio B, Piso 32889 Callao

Edif. Fénix Av.Nicolás de Piérola 1014 Cercado de Lima

Mall Av Plaza Av. Oscar R. Benavides, Edif. 2 Urb. El Águila, Bellavista3866 Callao

Sede de SudamericanaCarabaya 933 - Cercado de Lima

Surquillo Av. República de Panamá 4575, Piso 4 y 5 - Surquillo Av.Nicolás de Piérola 589 - Cercado de Lima

CHICLAYOS Av. Saenz Peña 35 - Chiclayo

SPAIN

KONECTA HEADQUARTERSC/Serrano, 41 28001 Madrid

ANDALUCÍACtra. Prado de la Torre s/n Parc 77-7941110 Bollullos de la Mitación - Sevilla

C/ Leonardo Da Vinci, 5 41092 Isla de la Cartuja - Sevilla

Polígono Industrial El PalmarNave 2 Bis11500 El Puerto de Santa María - Cádiz

ASTURIASCamino de los Heros, 433401 Avilés

CANARIASEdificio Fundación Puertos Las PalmasMuelle Santa Catalina s/n. Explanada de los Vapores Interinsulares35008 Las Palmas de Gran Canaria

Dársena Pesquera del Puerto de SantaCruz de Tenerife, edificio SOFITESA38180 Santa Cruz de Tenerife

CATALUÑAComplejo de Oficinas Illacuna. Edf. BCalle Llacuna, 56-6808005 Barcelona

C/ Marqués de Sentmenat, 3508010 Barcelona

CASTILLA Y LEÓNComplejo San CristóbalEdif. 3.2 C/ Plata 4147012 Valladolid COMUNIDAD DE MADRIDAvda. de la Industria, 4928108 Alcobendas - Madrid

C/ del Comercio, 6-828760 Tres Cantos - Madrid

C/ Viento, 6-828760 Tres Cantos - Madrid

C/ San Romualdo, 2628037 Madrid

Parque Empresarial AvalonC/ Santa Leonor, 6528037 Madrid

COMUNIDAD VALENCIANAC/ Joaquín Martínez Marciá, 1403205 Elche - Alicante

EXTREMADURAC/ Luis Montero Béjar, esq. AlfonsoIglesias Infante S/N06200 Almendralejo - Badajoz

GALICIAPolígono de Bergondo, parcela B-1815165 Bergondo - La Coruña

PAÍS VASCOC/ José Miguel Arrieta Mascarua, 148840 Güeñes - Bilbao

PORTUGAL

LISBOARua Gregorio Lopes, LT 1596B1400-195 Lisboa

Praça José Queirós Nº1Olivais, 1800-237 Lisboa

UNITED KINGDOM

MILTON KEYNESStation House, 1st Floor South. 500 EldergateCentral Milton Keynes, Milton Keynes MK9 1LA

GLASGOWCommonwealth House16 Albion StreetGlasgow G1 1LH

KONECTA OFFICES

124

Serrano, 41. 2nd Floor28001 Madrid | Spain |

Tel: +34 902 193 106www.grupokonecta.com

corporate responsibility and sustainability report 2017 · innovation centre in colombia: konecta...

Documents