Stakeholders

GRI: 102-40, 102-42, 102-43, 102-44

People Management

In 2017, a year marked by growth of the Group, mainly through new acquisitions in Europe, Cellnex now faces the challenge of integrating the new companies into the group's organisational model, particularly in the personnel management field.

As part of the Group's new organisational vision, and responding to this challenge, in 2017 it implemented a management change project called "Change Management" that aims to ensure the transfer of responsibilities and to provide guidance throughout the transformation process. This project made it possible to identify which jobs were affected by the change and to accompany and monitoring the development of each individual concerned. In addition, roadshows were carried out in all countries to explain the organisational vision and organisational changes. A survey will be conducted in 2018 among all affected employees to evaluate their perception and satisfaction with the way in which the Change Management project is being managed.

In this European context, an international assignments policy was approved in 2017 to frame the situation of displaced workers during the duration of the international project. Through this policy, the idea is to provide workers an opportunity for professional development while ensuring a series of guarantees during their stay and return, related not only to supplements and economic benefits, but also in terms of taxation, work and Social Security.

In addition, the onboarding programme was created in 2017, and will be implemented throughout 2018. The aim is to speed up the adaptation and integration process of new people joining the organisation.

In line with this vision, Cellnex Italia is working to obtain the SA8000 Social Accountability Certification in 2018. The objective of this certification is to ensure diversity and equal opportunities for all members of the Italy team.

Objectives 2018

GRI: 202-2, 401-1

The Cellnex team

The Cellnex team comprises 1,403 people, with a very diverse geographical distribution represented by the 86% of people in Spain, the 9% in Italy, the 1% in France, the 2% in the Netherlands, 1% in the United Kingdom and the 1% in Switzerland. The workforce is characterised by a preponderance of men, which tallies with the situation in the industry, where there is a strong male presence. The 100% of the Senior Managers in Cellnex Spain come from the local community.

That is why Cellnex is looking to increase diversity among its staff and, in accordance with the goal set in 2016, the company has begun to update the Equal Opportunities Plan in Spain, to gradually increase the proportion of women in the company, in all positions and responsibilities, ensuring equal treatment and opportunities for women and men and preventing sexual harassment and sex discrimination, whether indirect or direct. Specifically, the diagnostic phase was completed in 2017, which made it possible to assess the extent of development of equal opportunities in Cellnex and the company's new Equality Plan will be formalised in 2018.

Likewise, in response to the objective established in 2016, a Mobility Plan was drawn up in Spain during 2017 to promote more sustainable and safer mobility within the organisation to achieve the following objectives:

• Reduced impact of mobility, cutting the annual number of km travelled.
• Increased safety, reducing the number of in itinere
• Optimising resources.

Specifically, a survey was carried out during 2017 among employees of the Barcelona and Madrid offices on mobility and the results analysed. It is expected that the comprehensive mobility strategy will be formalised and approved in 2018. 

Staff turnover in Spain remained stable in 2017, with a level of 2%.

GRI: 102-7, 102-8, management approach for market presence (103-1, 103-2, 103-3), 202-2, management approach for employment (103-1, 103-2, 103-3), 401-1, management approach for diversity and equal opportunity (103-1, 103-2, 103-3), 405-1

Commitment to leadership and talent development

The management of the team and development of its talent is one of the Cellnex strategic pillars. During FY 2016, the Cellnex Telecom group implemented a "talent management" model aligned with the business strategy in Spain. 2017 saw the continuation of this model, which made it possible to obtain talent indicators and improvement and development indicators, which facilitated comparability between periods, minimising the subjectivity of people assessment.

In this connection, "The Hub" talent management tool enabled the company to continue to perform its Development Dialogues with all employees, a space for dialogue between workers and their managers in relation to individual worker development in order to define their IDPs (Individual Development Plans). Likewise, specific training was provided for managers in order to improve and equip managers during the holding of development dialogues and IDPs. In addition the company has made available to all employees the possibility of conducting training on the development of the IPDs and has attended all requests received in this regard.

Employees were surveyed at the end of 2016 to find out their opinion on the "talent management" model and specifically on "The Hub" tool and the Development Dialogues. The results were very positive and also served to update the process and modify and adapt The Hub tool, adapting it to the needs of its users.

These changes were made during 2017 and the diagram below shows the results:

As a second assessment of the "talent management" model, a new workers survey will be conducted at the beginning of 2018 to assess their managers directly in the context of the development dialogues to assess their involvement and dedication. The results of the survey will serve to assess the personal objectives of each of the managers on this function as well as to detect possible improvement actions.

The plan is to begin integrating this talent development model in the various countries, starting in Italy throughout 2018.

Training 2017

Cellnex bases its development on the "70:20:10" approach, a development model in which everyone is responsible for their own development and the manager is responsible for accompanying the process while the organisation provides the resources to enable it.

In 2017 technical training sessions were taught associated with the core knowledge of the Department of each partner as well as cross-cutting training such as project management, languages, office automation, skills and Occupational Risk Prevention. Training is face-to-face, online and blended and provided by external experts and/or internal trainers.

In 2017, the staff of Cellnex Spain and Italy received 44,824 hours of training of which 5,058 were based on safety training at the workplace.

Training pathways 2017

In 2017, Cellnex Spain organised a further leadership pathway course. Launched in 2015, it is aimed at managers. The aim of this course was to train new managers in the field of people management, acquiring skills and tools to foster leadership change. In addition, the talent management model for 100% of the staff of Cellnex Spain has been maintained.

The leadership training sessions conducted in Italy in 2017 were also aimed at managers and team leaders. These courses aim to provide the necessary tools to equip them all with the skills and knowledge required in their workplace.

In addition, in 2017 Cellnex carried out several training activities for different job categories. In Cellnex Italy in 2017 a project on “accountability” of senior and middle management has been implemented with the aim to spread a common language of communication able to simplify and support the internal relationship. Cellnex aims to continue the project also in 2018, in order to extend the language of “accountability” also among other levels of organization. In 2017, Cellnex Italy also started a course of Project Management for empowering new resources in managing transversal projects and aimed to support the integration of Companies. In addition, the company’s project ‘Costumer First’ has been promoted by training sessions that had as target to approach technicians to a new job role of “Asset Manager”. It means to put these people in contact with new concept related to soft skill as “communication”, “negotiation”, “accountability”, “time management”, and to new technical skills as “sales technicalities” and “business orientation”.

Also during 2017, coaching sessions were held for Directors, Managers and Heads of Unit in Spain who had previously been through the management audit in 2016, and another leadership skills evaluation was opened up to a new group, consisting of an external assessment (management audit) including a feedback of the results. This group will start receiving coaching sessions in 2018.

GRI: management approach for training and education (103-1, 103-2, 103-2), 404-2

Management by objectives

In Cellnex Telecom Management by Objectives (MBO) is considered as an incentive to stimulate the contribution and additional creation of value in a systematic way, ensuring a global alignment of efforts to achieve the group results expected in the market.

This array of objectives rolls out the group's priority strategy in each country and consistently combines crossed objectives among different areas that cover the main projects of the current year to support the business strategy. The Model is implemented at all levels and profiles of the company and, while there was no significant change during 2017, an update is planned for 2018.

One goal is to express an objective to be attained during the current year. This objective can be established by the line manager, or can be a functional objective assigned and evaluated by a cross-cutting area (resources, finances, etc.) as detailed in the Cellnex Telecom Relational Model.

Each employee can have different types of objectives within the same period:

• Group/Country Objectives.
• Management Objectives.
• Individual objectives.

The weight or importance of each type varies according to the organisational position or work profile of each Cellnex Telecom employee.

Commitment to well-being and health at work

Cellnex looks after well-being on its premises, striving to implement the best health and safety measures and ensuring compliance with the relevant rules in all its premises. In order to ensure compliance with existing legislation on occupational health and safety and its integration in all the company's departments and processes, Cellnex Spain and the businesses that make it up are certified according to OHSAS 18001:2007 by the auditing body TÜV Rheinland. In 2018, there are plans to certify Cellnex Italia and the companies that comprise it are certified according to OHSAS 18001:2007 by the auditing body DNV GL Business Assurance. 

Cellnex has also Business Coordination Activities agreements with its customers through which the company defines the audit processes to be made on its customers. These audit processes seek to comply with current regulations concerning occupational hazards; RD171/2004 (the Royal Decree implementing Article 24 of Law 31/1995 of 8 November 1995 on Occupational Risk Prevention, on coordination of business activities) and LPRL 31/1955 (Law on Occupational Risk Prevention).

The company has a proprietary OSS under which it performs a thorough control of access to its centres, thus ensuring strict compliance with the ORP policy and the access procedures by customers and contractors.

Cellnex Spain has a Health and Safety Committee, comprised of 14 members, which handle prevention issues affecting the company as a whole. It also has two Health and Safety Committees, for the Barcelona and Madrid sites, which handle issues specific to the corporate buildings.

There were four Health and Safety committee meetings in 2017 involving the participation of employees of the various work centres who are represented in these committees and represent 97.7 % of the workforce in Spain. Furthermore, there is an e-mail of the Joint Prevention Service and a corporate Intranet application to allow any Cellnex worker to blow the whistle on any situations in which worker safety could be compromised.

In parallel to this, Cellnex Italia has direct communication channels between the Human Resources Department and the staff in order to communicate situations in which safety and prevention of occupational risks could be put at risk, and has defined a procedure for what to do when such communications are received.

In addition, in order to ensure a healthy working environment in which all company staff know the health and safety measures in the workplace, the company provides information and training in occupational health and safety for the whole workforce. In 2017, 4,990 hours of training were imparted in occupational risk prevention and occupational safety at Cellnex Spain. 

Likewise, as regards communication and awareness-raising, during 2017 the signage of the network locations was adapted to the new organisational design and distributed by the national territory.

Furthermore, progress was made in 2017 with the Healthy Company model project. This model establishes the requirements of a management system for organisations committed to existing international principles and recommendations on healthy businesses that wish to promote and continuously protect the health, safety and welfare of their workers.

During 2017, various pilot initiatives were set up to assess the degree of acceptance by the workforce and to continue to make progress in this area during 2018. Among these, we would particularly point to the initiatives organised as part of World Day for Safety and Health at Work, the aim of which is to promote the prevention of occupational diseases and accidents and to create and promote a safety and health culture to help reduce risks at the workplace:

• Distributing a piece of fruit in the offices in Spain.
• Ibervending, the provider for the offices in Spain, is promoting the consumption of "wellness" products by increasing its offer of healthier and lower calorie products and distributing boxes of fruit on one day.
• As part of Cellnex's Wellness Programme, a talk on Healthy Eating was given by a specialist in Occupational health nursing and Master in Nutrition and Health at the offices of Spain.

Shareholders

Cellnex works to maintain investors’ confidence and to meet their expectations. To this end, it set up the Investor Relations Directorate in 2017, dedicated to channelling and making available all financial information to shareholders and analysts, as a key tool for publicising the real value and the potential of the company, plus its growth opportunities. The person in charge of this department is Juan José Gaitán, who was awarded by Extel 2017, a leading survey in the investment community at European level.

2017 was an intense year for the Investor Relations Department, which included contacting more than 300 shareholders and holding meetings in 13 different countries. 31 sell-side analyst actively covered the stock during 2017, issuing investment recommendations on Cellnex, 65% of which are BUY.

Taking into account the strong start of 2018 the aim is to increase the international reach of the Investor Relations Department and to develop new initiatives.

Similarly, on 14 November 2017, the Barcelona offices hosted "Capital Markets Day 2017", a meeting which not only presented the third quarter of 2017 results, but also provided analysts and investors with the opportunity to learn details of the company's progression and future prospects at first hand from the Cellnex management team.

On the same dates, Cellnex took part in the Morgan Stanley European Technology, Media & Telecom Conference event where more than 160 companies and more than 600 investors gathered in Barcelona to discuss the latest developments and trends for the technology, communication and telecommunications sectors.

Participants at Capital Markets Day 2017

Customers

Cellnex Telecom has defined a relationship model with its customers based on proximity, transparency and the search for constant improvement.

One of the key factors of this model is the continuous interaction with the customer throughout the process of providing the service, from commercial to incident management, reporting and possible consultations and complaints during provision, operation and maintenance. That is why customer dialogue takes place from areas that are specialised in the various phases and aspects of the service, responding to the customer's needs at all times.

To ensure a personal and stable customer relationship, we have defined the figure of account manager, represented by a person from the company who looks after the relationship with the external customer and aims to provide personalised service in real time, improving customer satisfaction across the board.

In Spain, no customer complaints were registered in 2017. Meanwhile in Italy, seven complaints have been registered through direct contact and eight via mailbox, but all have been resolved or treated.

As part of the effective management of significant events and incidents, there are various business continuity guidelines and plans designed to ensure that critical services can continue to be provided in the event of failure in any system, either by protecting these or by redundancy. 

In Spain, switching is performed automatically in the event of a failure in redundant systems. The Control centres from which the network is operated and monitored are available 24/7. The equipment supporting the delivery of core services is controlled remotely from the control centres and, if necessary, can force the manoeuvres necessary for the proper provision of the service. Operational units are also available in all provinces of Spain so that a qualified technician can be sent to the site of the fault, when necessary, to provide a solution within the time stated in the service level agreements. Since the company provides its services and operates its network 24/7 in all locations, there is no downtime on any sites.

With the provision of new network services such as Smart Cities and IoT services, Cellnex is beginning to experience a change in the type of its customers. Specifically, the new services entail managing a greater number of customers and players from different sectors that are also geographically disparate. This new scenario involves a change in the customer management model, which requires the implementation of new communication channels in addition to the account manager, web or email. In this new scenario, it is particularly important for Cellnex to be present in forums, conferences and events in which Cellnex plays an active role.

Likewise, Cellnex has established a number of communication channels with customers, such as those contained in the service-level agreement (SLA) reports, or the biennial studies of perceived customer satisfaction, the outcome of which feeds into action and improvement plans.

These studies were established with the following specific objectives:

• To have a complete picture of customers’ overall perception of the company.
• To learn about the level of customer satisfaction, breaking down and parametrising overall levels of satisfaction into the various values and attributes in the study.
• To produce a map of customer indicators with the services provided by the company for each activity and segmented by business area and type of customer.
• To determine company recommendation and loyalty rates relating to each service, activity, business area and customer type.
• To determine the critical points and strengths and establish an action plan based on the external customer satisfaction study.

Satisfaction survey 2017

The customer satisfaction survey in Cellnex Spain is carried out on a biennial basis. In 2017 the survey was updated, with very positive results result, achieving satisfaction rates of 92% of all Cellnex Telecom customers who are satisfied or very satisfied with the service offered by the company.

In 2017, Cellnex Italia has drafted a questionnaire as a previous step of the customer survey that will be carried out with the aim to measure the level of satisfaction with the company's performance and quality of service. In the survey, Cellnex Italia customers are asked about their relationship with the company, the sales process, the Cellnex management of the project, the after sales service, the administrative service, general satisfaction and their general satisfaction in comparison with competitors in the market.

Commitment to customers

Working and management procedures with Cellnex customers are defined through values of responsibility and commitment and are reflected in price setting and information, with a constant focus on communication and proximity across the board.

Regarding the television signal broadcast carrier service, Cellnex Spain has to provide its nationwide network access services to third-party operators, as stated in the resolution of 30 April 2013 of the National Commission for Markets and Competition (CNMC). The obligations laid down in the resolution include publishing a reference offer for the provision of wholesale access service that is sufficiently disaggregated to ensure that they do not have to pay for resources that are not needed for the regulated service. In order to fulfil this obligation, Cellnex Spain developed the reference offer for access to Cellnex, S.A's transmission centres (ORAC) for the first time in October 2009. The ORAC describes the centres and services, procedures for providing them, the technical conditions and prices for providing the wholesale access service that will give authorised operators access to the broadcasting centres in the Cellnex national network on transparent, objective, non-discriminatory and cost-oriented terms. This information is updated regularly.

Providers

Cellnex has a supplier management model based on cooperation and joint improvement. This model aims to implement more efficient procurement procedures and find technological solutions to bring about improvements, both in internal management and in providing services to customers. It should be underlined that the model is governed by the use of best practices in procurement processes undertaken.

Cellnex's providers and suppliers have to know the corporate policies and ensure that they comply with each of them. Cellnex publishes a series of policies on its corporate website for suppliers, concerning quality, environment, occupational risk prevention, information security, corporate responsibility and R&D+i as well as the code of ethics. Suppliers must comply with these requirements in the course of their work, and must also make available these rules and requirements to all contracted and subcontracted personnel.

In 2017, Cellnex drafted a Purchasing Policy, which establishes and promotes a guide for action in the procurement process that goes beyond product and service price and quality to also impact social, ethical, environmental, privacy and continuous improvement aspects in the performance of Cellnex Group suppliers.

Cellnex is committed to local value generation by using 98.8% local suppliers in Italy, and 93.8% in Spain. Wherever possible, priority is given to purchasing goods and services from local suppliers, meaning from within the same country.

In terms of Occupational Risk Prevention, Cellnex Telecom establishes coordination requirements between the company and its suppliers of works and services, in order to comply with the obligations established in the Law on Prevention of Occupational Risks and other regulations that complement it. It has specific guidelines for suppliers that access the company's facilities, mainly those involved in supply and maintenance projects, and cubing services. Likewise, Cellnex informs suppliers of the environmental requirements for works, with which it must comply to avoid generating negative environmental impacts while performing their work. If these do occur, the necessary corrective measures must be implemented to address them.

GRI: 102-9, 102-10, management approach for procurement practices (103-1, 103-2, 103-3), 204-1

Evaluation, selection and monitoring of suppliers

Cellnex's companies apply a procedure for evaluating and selecting suppliers in order to ensure that suppliers are aligned and comply with corporate policies and values.

In the case of Cellnex Spain and Cellnex Italia, there is a system for evaluating, selecting and monitoring suppliers that includes an internal procedure detailing the criteria and phases to be followed to become a Cellnex supplier.

• Initially, suppliers' performance is evaluated using quality and time criteria to obtain a grading by levels according to the result obtained. For suppliers with unsatisfactory results, while there is a desire to continue the business relationship, an action plan is established to correct and adjust their service level to that required by Cellnex. If a supplier does not improve its results and is unable to make the appropriate improvements, commercial relations may be terminated. This evaluation phase extends to all countries with the SAP financial system in place, such as Spain and Italy, and will also be extended to France in 2018.
• In a second phase, Cellnex Spain evaluates the performance of suppliers in terms of Corporate Social Responsibility including issues on ethics, the environment and labour relations. The aim of this evaluation is to better understand the suppliers from which the highest percentage of company procurement is made, in terms of sustainability. The universe of suppliers consulted in Spain was 286, from which 8 incidents related to negative social impacts such as the overcoming of the number of overtime hours, the interpretation of the norm between the Social Security and Labour Inspection and the difference of contribution in transferred workers were detected. In 2018, it is planned to implement this second phase in Cellnex in Italy and France.

In 2017, Cellnex Spain incorporated a specific information clause of the company's Code of Ethics into the general ordering conditions. In 2018, this clause will be extended to all countries that have the SAP financial system. Following this approach, a review of the general contracting conditions is envisaged in 2018 to add information related to the Code of Ethics and the Ethical Channel more broadly to these conditions. 

GRI: management approach for procurement practices (103-1, 103-2, 103-3), 204-1, management approach for supplier environmental assessment (103-1, 103-2, 103-3), 308-1, management approach for supplier social assessment (130-1, 103-2, 103-3), 414-1

Public administration and regulatory bodies

Cellnex has a close relationship with the various public administrations in Spain and throughout Europe.

As an Operator with significant market power (SMP) for the broadcast carrier service of the television signal in Spain, Cellnex is regulated by the National Commission for Markets and Competition (CNMC) in the wholesale access service to its broadcast centres.

Moreover, responsibility for security, the environment and construction is shared between the Autonomous Community and local administrations. 

Finally, Cellnex's level of internationalisation and the sector's significant level of globalisation means that the European level of administration and regulation is even more relevant. The European Commission and European Parliament, along with the key players in the telecommunications sector, are involved in defining the regulatory framework and creating policies at European level. In this area, Cellnex plays an active role in defending the industry’s positions, especially with regard to the allocation of radio spectrum to audiovisual broadcasting services.

Cellnex's participation in relevant initiatives

Cellnex action and participation in relevant industry associations

In 2017, Cellnex continued to participate in sectoral initiatives. Cellnex belongs to the following associations:

Likewise, Cellnex has taken part in the following key international events:

GRI: 102-13

Membership of Corporate Responsibility initiatives

Year after year, Cellnex shows its commitment to society by joining and organising numerous initiatives on Corporate Social Responsibility. Below are the most important initiatives of 2017.

The company worked together with the Seres Foundation, whose aim is to "Build a healthier, stronger society with competitive businesses that can stand the test of time". The foundation aims to foster and promote strategic business actions that contribute to an overall improvement of social reality. Cellnex has signed an agreement with the foundation through which it undertakes to:

• Work together with Seres Foundation to help it consolidate as an innovative benchmark entity.
• Disclose the collaboration between both entities in all possible communication initiatives.
• Share its knowledge in social best practices to make them available to society as a whole to enable Seres Foundation to become a platform for spreading and exchanging the social actions of companies.
• Participate in meetings between partners and other entities for social purposes.

In 2017 Cellnex collaborated with Fair Logistics Foundation, an organisation that works towards equal opportunities for groups at risk of exclusion from society and the labour market. Through this collaboration, Cellnex takes on the foundation's commitment to responsible consumption and the development of social logistics by importing fair trade and social economy products.

Cellnex collaborates with the AMPANS foundation through the hire of the company's Christmas batch. The AMPANS foundation is an entity from Bages that works to promote education, the quality of life and the labor insertion of people with intellectual disabilities, as well as mental illness and other groups that are in risk of exclusion, creating and managing centers, services, programs, supports and business activities with excellence criteria.

Cellnex was actively involved in the event for promoting sustainable development organised by the International Academy for Social Economic Development (AISES) held in 2017 through the participation of the CEO of Galata, SpA. This year's event was organised to discuss the commitment to sustainable growth through the "Sharing Economy, Smart Technologies and Social Innovation". 

In 2017, Cellnex signed a collaboration agreement with IESE to establish itself as a Trustee company of IESE, and defines its collaboration in various projects promoted by the Public-Private Sector Centre of the Business School. Thanks to these Trustee companies, IESE is able to improve its educational mission in the field of management and to make future projects a reality. 

In 2017 Cellnex took part in the Carbon Disclosure Project (CDP), one of the most highly recognised organisations for its work on climate change, which seeks to assess the quality of – and systems for reporting – the information provided by private companies or by the public sector in the sustainability and environment area. Cellnex obtained a letter B, maintained the same score as in 2016, when it was awarded as the best Spanish newcomer in 2016 in the Climate Leadership Awards, organised by the CDP.

In November 2015 Cellnex joined the United Nations Global Compact as an expression of its commitment to including the corporate social responsibility concept into its operational strategy and organisational culture.

The United Nations Global Compact is an international voluntary initiative that includes more than 8,000 companies and institutions across 135 countries. Under this agreement, Cellnex Telecom undertakes to promote and spread corporate sustainability policies and practices based on the 10 key principles promoted by the United Nations, focusing on the areas of human rights, labour standards, environment and combating corruption in business activities. Cellnex's commitment to the United Nations Global Compact is part of its programme of Corporate Responsibility (CR) and materialised in November 2016 with the delivery of the first Communication of Progress (COP) by Cellnex.

Cellnex was added to the FTSE4Good sustainability index, which recognises the good practices of listed companies in the environmental, social and corporate governance fields. The company obtained a score of 4.5 out of 5 in corporate governance practices and 4 out of 5 in social factors, two of the three main areas of analysis that led the company to be included in that international index. In the social sphere, Cellnex Telecom obtained the highest possible score (5 out of 5) in labour standards and 4 out of a possible 5 points in social aspects linked to the supply chain. In terms of business management, the factor in which it excels, the company stands out especially in measures to fight corruption (5 out of 5) and corporate governance (4 out of 5).

Cellnex joined the "Standard Ethics" sustainability index with an "EE-" rating, equivalent to an adequate level for its good compliance in terms of governance, sustainability and social responsibility.

GRI: 102-12

Social contribution

Cellnex works together with non-governmental organisations through corporate volunteering actions, donations and joint development of projects. In 2017, Cellnex began to develop a manual of sponsorships aligned with the strategic axes of the company, to be approved in 2018.

A social network of caring employees: volunteers

Cellnex created the Cellnex Volunteers initiative up in 2015, a social network of volunteers who can contribute their ideas, skills, knowledge and time to implement solidarity projects.

Donations

In 2017, Cellnex continued to collaborate with non-governmental organisations through its specific budget allocation for Christmas gifts. Specifically, this year Cellnex dedicated its corporate donation to emergency funds managed by UNHCR (United Nations High Commissioner for Refugees) and Medici Senze Frontiere, the Italian delegation of Doctors Without Borders. These organisations support the population in areas affected by natural disasters or armed conflict.

Project development  

• Collaboration with research on the impact of electromagnetic fields on health.

Cellnex takes part in different activities related to the evaluation, management and communication of possible risks derived from exposure to electromagnetic fields on health. Among the activities of 2017, the participation in the elaboration of reports, dissemination and training actions, institutional actions, media interviews and work meetings stand out among others.

• Cooperation with TV3 Telethon.

Cellnex has historically taken part in the Fundació La Marató TV3 Telethon. As in previous years, the company has lent its financial and personal support. The general manager of Cellnex Spain answered calls at the call centre located in the Montjuic premises.

• Mirame tv solidarity Telethon

Cellnex collaborated with the local network Mírame TV to put on its solidarity gala by providing audiovisual services to beam images of this gala to the homes of Santa Cruz de Tenerife. 

• 2nd Night of Solidarity with Research

Cellnex helped fund this event, organised by the Business Association of L'Hospitalet and Baix Llobregat, (AEBALL), which on this occasion raised funds for the Biomedical Research Foundation Institute of Bellvitge Hospital. 

• Involvement in the Innovation Hub of the city of Barcelona.

Cellnex's commitment to innovation, knowledge transfer and entrepreneurship is expressed, among other ways, in its collaboration in a start-up project where participants have presented projects to promote the development of the city of Barcelona as an Innovation Hub of global relevance... 

• Involvement in the ‘’Caixa Capital TIC II FCR’’ fund for the promotion of innovation.

Cellnex Telecom participated in the venture capital fund managed by Caixa Capital Risc, "Caixa Capital TIC II FCR”. This is an investment vehicle created in August 2014 to support the growth and maturation of innovative companies in terms of their product and business model, characterised by the qualification and commitment of the management teams and with a focus on ICT technologies and projects in digital environments and mobility. This fund has a projected life of ten years and a total size of € 29.7 million. Cellnex has committed to providing € 600 thousand, of which € 294 thousand have been disbursed as of 31 December 2017. 81% of the projects funded focus on ICT, specifically in B2B models, while the remaining 19% are digital business models aimed at the end consumer.