Sustainability is a fundamental pillar of the company, and it is embedded in the company’s business model, which focuses on the shared management of telecommunications infrastructures.
Cellnex's strategy is based on the Environmental, Social and Governance (ESG) Policy and is formalised through the ESG Master Plan (2021-2025), which it is measures and manages the impacts generated on society and the environment in an efficient and responsible manner.
The Nominations, Remunerations and Sustainability Committee (NRSC) is the body responsible to monitor the ESG strategy at Cellnex and has the accountability to report to the Board of Directors (BoD). ESG topics were discussed in 100% of the meetings held by the NRSC in 2022 and in 11 out of 22 meetings1 held by the BoD in 2022 (50%)
Moreover, an executive ESG Committee was created for the development of these functions. The Committee is chaired by the Corporate and Public Affairs area and is composed of various departments related to ESG topics, such as People, Operations, Corporate Governance, Sustainability, Investor Relations and Procurement.
During 2022, the The ESG Committee met three times (same than in 2021).
| ESG oversight | |
| Nominations, Remunerations and Sustainability Committee (NRSC) |
Governance body in charge of oversight ESG and related topics, reporting to the Board of Directors. A list of its main responsibility functions are:
|
| ESG Committee |
Day-to-day management of ESG functional teams. Its main functions can be found the following:
|
ESG Leaders Meeting 2022
To disseminate the ESG strategy, in 2022 was created an online community to create synergies and improve the relationships between all the Cellnex group ESG country leaders.
This team is composed by the main responsible people of ESG at each country and meets quarterly to follow up on ESG issues like:
In March 2021 Cellnex approved its ESG Policy, which establishes the basic guidelines and lines of action regarding Cellnex’s ESG strategy which allow the formalisation and implementation of the concept of ESG within the framework of the organisation, its communication thereof to stakeholders and the progressive systematisation in all systems and operational processes of the Cellnex Group.
The ESG Policy, therefore, constitutes the minimum requirements in terms of ESG-related matters to be met by all companies that operate under the umbrella of Cellnex Group, and the managing director of each company of Cellnex Group must ensure that internal regulations are developed and/or adapted in line with this policy and with any applicable legal regulations.
Within the ESG Policy, Cellnex recognises three basic principles:
Cellnex value creation model, based on the ESG Policy, is materialized through its 2021-2025 ESG Master Plan that sets out the roadmap to be followed. By establishing objectives and commitments, Cellnex aspire to continue improving its sustainability performance while extending its commitment throughout its value chain and stakeholders.
During 2022 all Cellnex employees have been involved in different initiatives to create a positive impact on society. Aligned with the core values of the company there have been taken place some initiatives to integrate sustainability at the core business as well as in everyday life:
For the third consecutive year, Cellnex Italia has been included by Forbes Italia among the 100 Sustainability Champions. Cellnex Italia has been the first to obtain the PdR125 certification in Parità Di Genere (Gender Equality) as well as the EASI in Governance for Sustainability, as well as its ability to involve all stakeholders in ESG issues. This reinforces Cellnex's conviction that sustainable development is a strategic priority for the company and an integral practice of its work model.
"Double materiality provides us with an interconnected view of the company's impacts on society and the environment, as well as the financial impacts on Cellnex's value. Identifying and focusing on the main key ESG topics enables us to manage risks and opportunities appropriately".
Andrea Suárez, Senior ESG Analyst - Cellnex CorporateFor a few years there has been an increase in the demands and requirements in terms of sustainability framed by the new business environment, where the integrated management of both the sustainability and the business is essential for the companies. In this context, the identification of a company's material issues in relation to ESG topics is essential to meet the requirements of its stakeholders.
In this sense, since the introduction of the Non-Financial Reporting Directive (NFRD) and its review through the Corporate Sustainability Reporting Directive (CSRD) as well as the European Financial Reporting Advisory Group (EFRAG) sustainability reporting standards, there is an accelerated movement towards the double materiality concept, which entails analyzing the organization's impact on the environment and society (impact materiality) and the impact of ESG topics on the organization's value creation (financial materiality).
In 2022 Cellnex has carried out a double materiality analysis, where 29 predefined Specific ESG Topics were identified for the Cellnex Group based on the Group's 2020 materiality matrix, and the requirements of the NFRD, CSRD and EFRAG’s standards. These 29 predefined Specific ESG Topics were analysed taken into account the impact materiality and the financial materiality. Then, these Specific ESG Topics represent the main impacts generated by Cellnex.
| ESG Topics | ESG Specific Topics | Definition | ||
| Environment | Environmental management |
1 |
Environmental strategy and positioning |
Certifications, policies, procedures and environmental reporting. |
|
2 |
Water management |
Actions aimed at water management, efficiency and reduction, and water supply according to local limitations. |
||
|
3 |
Climate change |
GHG emissions inventory, verification of the carbon footprint, compensation of emissions, actions aimed at achieving the objectives of the SBT, internal price of carbon and net-zero strategy. |
||
|
4 |
Energy management |
Energy efficiency measures, reduction of energy consumption, purchase of green energy and energy self-generation. |
||
|
5 |
Circular economy |
Life cycle analysis, guide for the construction of towers, use of sustainable materials, sustainable waste management. |
||
|
6 |
Biodiversity and land use |
Compliance with biodiversity legislation, contribution of natural capital, actions to improve Cellnex's impact on biodiversity and land management. |
||
|
7 |
Infrastructures environmental impact |
Management of the visual impact of telecommunication towers. |
||
| Social | People |
8 |
Employee engagement |
Engagement and belonging to a common Cellnex Culture. |
|
9 |
Equity, diversity and inclusion |
Equity, diversity and inclusion in the workplace. |
||
|
10 |
Leadership and development |
Leadership model and career development. |
||
|
11 |
Talent management |
Talent attraction and retention, including compensation and benefits. |
||
|
12 |
Well-being, health and safety |
Promotion and protection of the well-being in the workplace. Health and safety measures for internal and external employees and contractors. |
||
| Social impact |
13 |
Local communities |
Partnership and dialogue with the local communities and management of the relationship with landlords and owners of roof terraces. Includes local stakeholder groups such as communities, authorities, media, associations and NGOs. |
|
|
14 |
Access to communications |
Promote a better connected and digitally inclusive society and promote Cellnex innovation as a lever for change in ESG topics. |
||
|
15 |
Human Rights |
Commitment and enforcement of Human Rights. |
||
|
16 |
Electromagnetic fields |
Mitigation and control of electromagnetic emissions, impact on the society including social awareness. |
||
| Value Chain |
17 |
Sustainable supply chain strategy |
Inclusion of ESG topics in the procurement process, selection, evaluation and homologation of suppliers and ESG supplier audits and follow-up. |
|
|
18 |
Supplier engagement |
Supplier relationship, training and awareness on ESG topics. |
||
|
19 |
Cybersecurity and privacy of the information |
Cybersecurity and privacy of the information. |
||
|
20 |
Customer relationship and satisfaction |
Customer relationship management and satisfaction, including customer training and awareness on ESG topics. |
||
| Governance | Business model, activity and strategy |
21 |
Network expansion |
Network expansion, considering both organic and inorganic growth and M&A transactions. |
|
22 |
Sustainable business |
Products and services with a social and environmental impact and Sustainable-linked financing (finance mechanisms based on sustainability criteria, linking its conditions to the fulfilment of targets in ESG matters). |
||
|
23 |
Innovation |
Innovation and development of products and services. Includes product and process innovation as well as open innovation. |
||
|
24 |
Integration and deployment of the Industrial Model |
Integration and deployment of the Industrial Model. |
||
|
25 |
Risks and opportunities |
Risk and opportunities management strategy. |
||
|
26 |
Business continuity |
Continuity of business processes and operations, assuring the availability of systems, facilities, people, and suppliers involved. |
||
|
27 |
Quality and Management Systems |
Certifications, quality of the services provided, processes effectiveness, procedures and continuous improvement. |
||
| Governance model and compliance |
28 |
Good governance |
Diversity, experience and skills of the governance bodies. |
|
|
29 |
Ethics and compliance |
Promotion of a solid culture of compliance, ethics and integrity. Including corruption, bravery and money laundering. |
||
For the financial materiality, the sustainability issues that affect the value, development and positioning of the entity, involving the risks and opportunities generated by the environment for the entity were identified. This was done based on a:
For the impact materiality, the sustainability issues that are material in terms of the impacts and opportunities generated by the entity's own operations and its value chain in the environment where they operate were identified. For the assessment the following inputs were considered:
Based on these inputs, the double materiality matrix was obtained. In this sense, to identify the specific topics that are a priority for Cellnex, those topics that are relevant from the point of view of the impact materiality, as well as those that are relevant from the point of view of financial materiality, have been taken into account.
As there is no standardized and universally accepted methodology to define the cut-off in the Financial materiality and the Impact materiality in order to identify the material topics that are more relevant of each materiality, the cut-off has been set based on professional judgment reviewing the distribution of material issues.
In this sense, the maximum and the minimum scores have been identified and the average between them has been calculated. This has resulted in setting the cut-offs at 15% of the maximum. Resulting in a Financial Materiality cut-off of 60.5% and an Impact Materiality cut-off of 77.6%.
Based on the results, two levels of priority have been established: Top material ESG topics, and Medium material ESG topics.
Top material: are those specific material topics that exceed the cut-off of the impact materiality and the cut-off of the financial materiality.
| Environmental management |
1 |
Environmental strategy and positioning |
|
3 |
Climate change |
|
|
4 |
Energy management |
|
| People |
9 |
Equity, diversity and inclusion |
|
12 |
Well-being, health and safety |
|
| Value Chain |
17 |
Sustainable supply chain strategy |
| Governance model and compliance |
28 |
Good governance |
|
29 |
Ethics and compliance |
Medium material: these are those specific material issues that exceed the cut-off of impact materiality or financial materiality.
| Social impact |
14 |
Access to communications |
|
15 |
Human Rights |
|
| Value Chain |
19 |
Cybersecurity and privacy of the information |
| Business model, activity and strategy |
21 |
Network expansion |
The double materiality analysis was validated by the Nominations, Remunerations and Sustainability Committee (NRSC) and presented to the executive ESG Committee. The management of each of the impact generated by Cellnex is explained thought the present Consolidate Management report, were in Annex 4. GRI Content Index, the correlations of the chapters and the management of each of the impact generated by Cellnex is explained.
Cellnex’s ESG Policy is materialised through the 2021-2025 ESG Master Plan, as it that sets out the roadmap to be followed. The ESG Master Plan 2021-2025 is a 5-year plan that is based on 5 strategic axes with 16 strategic lines each and a transversal strategic axe related to communication, awareness and training actions. The Plan is applicable in all Cellnex geographies where all Cellnex corporate areas are involved, demonstrating the relevance of ESG within the company.
The 2021-2025 ESG master plan was defined taking as input the materiality analysis carried out in 2020, as well as the identification of the SDGs that are a priority for the company, a study that was also carried out in 2020. In this regard, based on the update of Cellnex's materiality following the double materiality approach that has been carried out in 2022 and the consequent update of the priority SDGs for the company that will be carried out in 2023, the ESG Master Plan is currently under review for the period 2023-2025.
The Master Plan integrates ethical and good governance, social and environmental initiatives aligned with the Sustainable Development Goals (SDG), in accordance with international standards, as well as the latest trends in sustainability with commitments and objectives in accordance with the expectations of all Cellnex stakeholders. Cellnex integrates ESG aspects into its strategy, measuring and managing the impacts generated on society and the surrounding area in an efficient and responsible manner.
From the Social point of view, the company boosts its talent by being diverse and inclusive, with different programs to promote this culture. Cellnex is also committed to contributing to society by providing knowledge and technology, collaborating with charities, financing projects, and acting through volunteering. All these values are embedded into the Company’s culture and its employees.
Cellnex is aware of the new risks and demands arising as a result of the environmental and social phenomena that dominate the international context. The greater awareness of those aspects beyond the purely economic ones, as well as the great challenges faced by organizations such as Cellnex (greater transparency, shareholder involvement, climate change, risks in the value chain, circular economy, Sustainable Development Goals (SDGs), …) have led the company in recent years to bolster its commitment to Environmental, Social and Governance (ESG) issues.
A correlation between the updated 2022 materiality matrix, the ESG Master Plan, the GRI reporting standards (2021 version) and applicable non-financial reporting requirements (Spain Law 11/2018 on non-financial information and diversity) is presented as follows.
|
Materiality matrix |
ESG Master Plan 2021-2025 |
Reporting |
||
|
ESG main topics |
ESG specific topics |
Strategic axes |
GRI |
Law 11/2018 |
|
Company business model |
Economic management and performance |
Showing what we are, acting with integrity |
2: The organization and its reporting practices 201: Economic Performance 202: Market Presence 203: Indirect Economic Impacts 207: Tax 419: Socioeconomic Compliance |
Business Model Tax Information |
|
Risks and opportunities management (business, ESG risks, etc.) |
Showing what we are, acting with integrity |
2: Strategy, policies and practices |
Risks |
|
|
Governance model and Compliance |
Corporate Governance |
Showing what we are, acting with integrity Ensuring the awareness of our responsible way of doing |
2. Governance |
Competitive Behavior |
|
Ethics and Human Rights |
Showing what we are, acting with integrity Ensuring the awareness of our responsible way of doing |
2: Strategy, policies and practices 205: Anti-corruption 406: Non-discrimination 408: Child Labor 409: Forced or Compulsory Labor 412: Human Rights Assessment 414: Supplier Social Assessment |
||
|
People management |
Corporate Culture |
Boosting our talent, being diverse and inclusive |
2: Activities and workers 401: Employment 405: Diversity and Equal Opportunity |
Employment Work organisation Social relations Accessibility Equality |
|
Equity, diversity and inclusion |
Boosting our talent, being diverse and inclusive |
405: Diversity and Equal Opportunity 406: Non-discrimination |
Employment Accessibility Equality |
|
|
Talent attraction and retention |
Boosting our talent, being diverse and inclusive |
401: Employment 404: Training and Education |
Employment Work organisation Training |
|
|
Training and development |
Boosting our talent, being diverse and inclusive |
404: Training and Education |
Training |
|
|
Health and Safety |
Boosting our talent, being diverse and inclusive |
402: Labor/Management Relations 403: Occupational Health and Safety 407: Freedom of Association and Collective Bargaining |
Health and safety |
|
|
Commitment to innovation |
Boosting the digitalisation of society |
Being a facilitator of social progress |
413: Local Communities |
Commitments of the company to sustainable development |
|
Contribution to society |
Social contribution |
Being a facilitator of social progress |
204: Procurement Practices 413: Local Communities |
Commitments of the company to sustainable development |
|
Mitigation of infrastructures’ impacts |
Being a facilitator of social progress |
203: Indirect Economic Impacts 413: Local Communities 416: Customer Health Safety |
Commitments of the company to sustainable development |
|
|
Sustainability and environment |
Environmental and climate risks and impacts management |
Growing with a long-term sustainable environmental approach |
102: Strategy 302: Energy 304: Biodiversity 305: Emissions 307: Environmental Compliance 308: Supplier Environmental Assessment |
Environmental Footprint of Operations Product End-of life Management |
|
Climate change and carbon footprint strategy |
Growing with a long-term sustainable environmental approach |
302: Energy 305: Emissions |
||
|
Sustainable use of resources |
Growing with a long-term sustainable environmental approach |
302: Energy |
||
|
Customers management |
Privacy and security of information |
Extending our commitment to the value chain |
2: Stakeholder engagement 417: Marketing and Labeling 418: Customer Privacy |
Data Privacy Data Security Manage systemic risks from technology disruptions |
Within the ESG Master Plan 2021-2025 Cellnex has identified its Key Performance Indicators (KPIs) and related targets based on its main priorities, risk and opportunities.
As part of its commitment to transparency and accountability of ESG in the following table it is disclosed the follow-up of these KPIs and targets defined in each of the dimensions.
The great majority of the targets for 2022 have been successfully achieved and on the right track to meet short-term objectives.
Cellnex is currently working on the hiring KPIs which are slightly behind its expectations for 2022. On the one hand, through the Employer Branding Strategy it is being rolled out an action plan to have better access to talent, and in particular to diverse talent.
On the other hand, and as part of the active listening culture, the company is working on specific action plans arising from the results of the pulse survey.
Further information on each of the initiatives is disclosed in the specific chapters of the Integrated Annual Report.
|
|
Target year |
Target |
FY22 Achievement |
|
Environmental2 |
|||
|
Growing with a long-term sustainable environmental approach |
|||
|
Sourcing of renewable electricity (SBT)3 |
2022 / 2025 |
70% / 100% |
77% |
|
Reduction of scope 1 and 2 GHG emissions and scope 3 GHG emissions from fuel and energy-related activities (SBT) |
2030 |
(70)% |
(79)% |
|
Reduction of absolute scope 3 GHG emissions from purchased goods and services and capital goods (SBT) |
2025 |
(21)% |
(9)% |
|
Carbon Neutral - Reduction of the carbon footprint (scope 1, 2 and 3) |
2035 |
(100)% |
(48)% |
|
Social4 |
|||
|
Boosting our talent, being diverse and inclusive |
|||
|
Women in management positions(*) |
2022 / 2025 |
26% / 30% |
27% |
|
Hires of women(*) |
2022 / 2025 |
45% / 50% |
42% |
|
Hires of young talent(*) |
2022 / 2025 |
30% / 30% |
26% |
|
Appointments of international Directors at Cellnex HQ |
2022 / 2025 |
45% / 60% |
100% |
|
Appointments of international employees at Cellnex HQ |
2022 / 2025 |
20% / 40% |
25% |
|
Career advancement for women(*) |
2022 / 2025 |
33% / 40% |
35% |
|
Employee engagement |
2022 / 2025 |
≥75% / ≥80% |
66% |
|
Employees responding to the pulse survey |
2022 / 2025 |
≥70% |
73% |
|
Inclusive leadership positive scores on the employee pulse survey |
2022 / 2025 |
≥75% / ≥80% |
80% |
|
Extending our commitment to the value chain |
|||
|
Critical suppliers homologated considering ESG criteria |
2023 |
100% |
10% |
|
Critical suppliers audited |
2025 |
80% |
Work in progress |
|
Ensuring the awareness of our responsible way of doing |
|||
|
Cellnex Group employee outreach with ESG awareness initiatives |
2021 |
100% |
100% |
|
Cellnex Group management team participating in the ESG awareness sessions |
2021 |
100% |
100% |
|
Cellnex Group employees attending the ESG annual training |
2023 |
80% |
33% |
|
Governance |
|||
|
Showing what we are, acting with integrity |
|||
|
Women directors |
2022 |
40% |
55% |
|
Non-executive directors |
2022 |
90% |
91% |
|
Independent directors |
2022 |
60% |
73% |
|
Directors with ESG capabilities and expertise |
2022 |
25% |
100% |
|
Nationalities in the Board of Directors |
2022 |
≥5 |
7 |
2 KPIs reported on an annual basis (Q4). Compared to the base year FY20 verified by an external certified entity.
3 The electricity target (Scope 2) refers to the energy directly managed by Cellnex. Data calculated according to SBT and GHG Protocol methodology applied to the financial perimeter. Intake due to M&A will be included not longer than 3 years after the integration’s year according to FY20 perimeter.
4 For social KPIs marked with (*) it is applicable the following: According to FY20 perimeter, excluding Edzcom. Intake due to M&A will be included after 3 years after the integration’s year.
In 2022, the second year of application of the ESG Master Plan, the performance has been 100% progress in planning and 93% progress in implementation.
|
100% of progress in actions planing |
93% of progress in actions implementation |
|
Actions by strategic axe |
Number of actions carried out in 2022 |
Planning status |
Implementation status |
|
 |
Showing what we are, acting with integrity |
7 |
100% |
92% |
 |
Boosting our talent, being diverse and inclus |
9 |
100% |
100% |
 |
Being a facilitator of social progress |
3 |
100% |
88% |
 |
Growing with a long-term sustainable environmental approach |
2 |
100% |
100% |
 |
Extending our commitment to the value chain |
3 |
100% |
76% |
 |
Ensuring the awareness of our responsible way of doing |
0 |
_ |
_ |
The Sustainable Development Goals (SDGs) were defined as part of the United Nations 2030 Agenda for Sustainable Development, in order to establish the opportunity for countries and their societies to embark on a new path to improve the lives of everyone, leaving no one behind.
Cellnex wants to contribute to achieving the objectives set, which is why Cellnex is committed to the SDGs.
In this regard, in 2020 Cellnex carried out a study to identify to which SDGs the company contributed the most based on its activity.
For this identification, information of a different nature (economic, social, environmental, etc.) was collected from the countries where Cellnex was located at that time and based on financial modelling, the relevance of each SDG and its targets were defined.
Based on the analysis, two types of SDGs were identified in regard to their relevance for Cellnex:
In 2022 Cellnex has updated its materiality matrix based on the double materiality approach. With this update, and taking into account the increase in the scope of the countries that now make up the company, during the first half of 2023 the priority SDGs for the company will be redefined.
The identification of the SDGs, as well as the materiality study carried out in 2020, served as the starting point for the preparation of Cellnex's ESG Master Plan 2021-2025.
Therefore, the ESG Master Plan was designed so that Cellnex can carry out actions that allow the Company to increase its contribution to the SDGs in a period of 5 years. In this sense, a correlation between the lines of action of the ESG Master Plan and the SDGs and their specific target to which they respond is provided as follows.
|
Line of action |
SDG |
SDGs targets |
|
|
Showing what we are, acting with integrity |
Promote inclusive and sustainable economic growth, employment and decent work for all |
|
8.3 8.7 8.8 |
|
Reduce inequality within and among countries |
|
10.2 10.3 10.4 |
|
|
Take urgent action to combat climate change and its impacts |
|
13.1 |
|
|
Revitalize the global partnership for sustainable development finance |
|
17.14 17.15 17.16 17.17 |
|
|
Boosting our talent, being diverse and inclusive |
Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all |
|
4.3 4.4 4.5 |
|
Achieve gender equality and empower all women and girls |
|
5.1 5.2 5.3 5.b 5.c |
|
|
Promote inclusive and sustainable economic growth, employment and decent work for all |
|
8.3 8.5 8.6 8.8 |
|
|
Reduce inequality within and among countries |
|
10.2 10.3 10.4 |
|
|
Being a facilitator of social progress |
End poverty in all its forms everywhere |
|
1.4 |
|
Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all |
|
4.3 4.4 4.5 4.7 4.b |
|
|
Build resilient infrastructure, promote sustainable industrialization and foster innovation |
|
9.1 9.4 9.5 |
|
|
Reduce inequality within and among countries |
|
10.2 |
|
|
Revitalize the global partnership for sustainable development finance |
|
17.7 17.15 |
|
|
Growing with a long-term sustainable environmental approach |
Build resilient infrastructure, promote sustainable industrialization and foster innovation |
|
9.1 9.4 |
|
Take urgent action to combat climate change and its impacts |
|
13.1 13.2 13.3 |
|
|
Sustainably manage forests, combat desertification, halt and reverse land degradation, halt biodiversity loss |
|
15.1 15.4 15.5 |
|
|
Extending our commitment to the value chain |
Promote inclusive and sustainable economic growth, employment and decent work for all |
|
8.3 8.7 8.8 |
|
Build resilient infrastructure, promote sustainable industrialization and foster innovation |
|
9.3 |
|
|
Revitalize the global partnership for sustainable development finance |
|
17.14 17.15 17.16 17.17 |
|
The actions carried out in 2022 that have contributed to the main Sustainable Development Goals are presented below.
Moreover, as an expression of its commitment to include the corporate social responsibility into its operational strategy and organisational culture Cellnex is a participant of the United Nations Global Compact since November 2015. In this regard, annually Cellnex publishes its Communication of Progress on the Global Compact website and it is commited to the corporate responsibility initiative of the United Nations Global Compact and its principles in the areas of human rights, labour, environment and anti-corruption”.
"2022 has been highlighted by the launch of the new multi-country webpage on which we have been working for the last two years in conjunction with all areas of the company, from the strategic concept to the look & feel, including the organisation and usability of the content adapted to each and every one of our stakeholders. It has been a large-scale project that has also helped us to boost the Group's main digital channel".
Cristina Ungo de Velasco, Senior Communications Analyst - Cellnex CorporateStakeholders are those actors that are directly or indirectly affected by the development of Cellnex's business activity, and therefore also have the ability to directly or indirectly affect Cellnex development. That is why engaging with them is essential for Cellnex.
Cellnex has identified seven stakeholders that are a priority for the Company, and those are: Suppliers, Media, Public administration and Associations, Customers, Investors and Shareholders, Employees, Society and Local community. For each stakeholder, specific communication tools have been established so that Cellnex can interact and engage with them. In addition, Cellnex has also common channels to communicate with all stakeholders, such as Cellnex’s website, press releases, etc.
Furthermore, Cellnex is committed to each of the identified stakeholders by taking them into account during the development of the ESG Master Plan, as each stakeholder is included in one or more strategic axe within the Plan. Moreover, for the periodic update of the materiality analysis, Cellnex consults each of its stakeholders, which makes it possible to obtain their feedback on the issues that they identify as relevant to Cellnex as well as their expectations and needs from the Company.
In 2022 Cellnex updated its corporate website, focusing on publicizing the solutions and technologies offered by the company and that facilitate the connectivity of people and territories. Thus, to facilitate navigation, the information has been distributed by sectors and products and use cases have been added to better understand connectivity solutions. A service and product search engine has also been created that facilitates the search for information in just a few steps.
In addition, the new portal, multi-country, multi-language and multi-device, thus giving visibility to the 12 countries in which Cellnex operates. The portal also improves transparency and access to information linked to the Group's ESG policies, as well as Corporate Governance and information to shareholders, where the company will publish all the information related to the social and environmental impact of its activity. as well as issues relating to its governance. The new Talent section also stands out, from where it will be possible to find out about the professional opportunities offered by the company.
Cellnex's commitment and relationship map with its stakeholders is shown bellow:
|
Stakeholders |
Communication tools and relationship with Stakeholders |
Cellnex commitments |
ESG Master Plan Strategic axis |
SDG |
|
|
Common |
Specific |
||||
|
Suppliers
Group of companies, regardless of their size, that supply goods and/or provide services to Cellnex |
ESG Committee
Nominations, Remunerations and Sustainability Committee (NRSC)
Ethical channel
Integrated Annual Report
Materiality Analysis
Corporate website
Social networks
Cellnex Trends
Newsletter |
Ariba Tool (Supplier portal)
Supplier Code of Conduct
Ecovadis (Supplier evaluation)
CDP Supply chain
Confidential complaints channel |
Create long-term relationships with suppliers based on communication and transparency, always seeking growth and continuous improvement. Involve suppliers in Cellnex’s corporate values and policies (for example, in matters of human and labor rights protection, and respect for the environment and sustainable management of resources). |
Extending our commitment to the value chain |
|
|
Media
Channels and internal or external instruments to inform and communicate information regarding Cellnex. It includes press, communication, brand and advertising agencies, as well as Cellnex’s website and social networks. |
Press releases
Online press room
Relationship with the media
Participation in forums and events |
Guarantee the dissemination of truthful and transparent information on different platforms to ensure access to information by all interested parties. Content creation through collaboration agreements with other entities. Communication of regulated information through the National Securities and Markets Commission (CNMV). |
Showing what we are, acting with integrity + Ensuring the awareness of our responsible way of doing |
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Public administration and associations
Public entities that regulate Cellnex’s activity. It includes European, national, regional and local administrations, regulators, industrial associations, technology platforms, universities and training centres. |
Participation in associations
Interaction with Public Administrations
Collaboration agreements |
Guarantee compliance with the regulations that affect Cellnex. Contribution to the socio-economic development of the countries in which Cellnex operates through collaboration for the development of an inclusive and sustainable economy. Building alliances for development and global well-being |
Showing what we are, acting with integrity + Being a facilitator of social progress |
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Customers
Group of people, companies or entities, regardless of their size, that use Cellnex’s services. Under Cellnex’s business model, all clients are B2B. |
Commercial network
Customer Service
Customer Engagement Survey
Connectivity days
Local, regional, international events and forums |
Guarantee a good quality of service, personalized assistance, reliability and coverage to meet expectations and maintain trust and long-term collaboration. |
Extending our commitment to the value chain |
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Investors and shareholders
Person or entity that owns Cellnex shares and / or makes an investment in the Company. |
Nominations, Remunerations and Sustainability Committee (NRSC)
ESG Committee
Country ESG leaders
Ethical channel
Integrated Annual Report
Materiality Analysis
Corporate website
Social networks
Cellnex Trends
Newsletter |
General Shareholder Meeting
Quarterly and annual results reports
Sustainability ratings
ESG KPIs
Investors relations (calls, meetings, roadshows, etc.) |
Commitment to transparency and traceability of financial and non-financial metrics. Maintain the confidence of investors and shareholders, by creating long-term value. |
Showing what we are, acting with integrity + Ensuring the awareness of our responsible way of doing |
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Employees
Professionals, regardless of their seniority, who carry out a job in each of the countries where Cellnex operates. |
Intranet
Pulse survey
Holistic Performance Management
Training
Internal communications
Volunteer program |
Fulfillment of employee expectations through active listening, engagement and development of a corporate culture. Guaranteeing respect for labour rights and freedom of collective association. Promote empowerment and management of professional development. All of this taking into account the commitment to Equity, Diversity and Equality. |
Boosting our talent, being diverse and inclusive |
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Society and local community
Group of people and entities that are part of the environment in which Cellnex operates and therefore receive its benefits and impacts. |
Cellnex Foundation
Conferences, events and forums
Cooperation with NGOs and local entities
Participation in collaboration and sponsorship projects |
Contribution to a better connected and socially inclusive environment by reducing the digital, social and territorial GAP. Generation of social impact and dynamization of the economy, facilitating sustainable and respectful environments with the environment. |
Being a facilitator of social progress + Growing with a long-term sustainable environmental approach |
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The establishment of partnerships with its stakeholders allows Cellnex to achieve its commitments with them as well as to improve on ESG topics. In this regard, Cellnex actively participates in various organizations and associations in each of the countries in which the Company operates. Through these partnerships, Cellnex makes its activity and business known, as well as positions itself within the sector.
Committed to sustainability
In early 2022 Cellnex joined Forética, the leading organization in sustainability and corporate social responsibility in Spain. Its mission is to integrate social, environmental and good governance aspects into the strategy and management of companies and organizations. Cellnex is one of the participant members in the Climate Change Cluster and Cluster of Transparency, Good Governance and Integrity.
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Associations |
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UER/EBU (European Broadcasting Union) |
Instituto Auditores Internos |
Eureka Itea 3 |
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DVB (Digital Video Broadcaster) |
Asociación Emisores Españoles |
5G UK Board |
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TCCA (antes Tetra MOU association) |
Asociación Española para la Calidad (AEC) |
Tech UK |
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DIGITALES |
Asociación Española para las Relaciones con Inversores (AERI) |
Iberian Nanotechnology Lab (INL Vigo) |
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FENITEL (Federación de Instaladores) |
Asociación para el Progreso de la Dirección (APD) |
Mobile World Capital |
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Broadcast Network Europe |
Cámara de Comercio e Industria Italiana para España (CCIS) |
CDTI |
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EWIA (European Wireless Infrastructure Association) |
Confederación Empresarial de usuarios de seguridad y servicios (CEUSS) |
TIP |
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EIF (European Internet Forum) |
Cámara de Comercio de Francia en Cataluña (CCI) |
Centro Tecnológico Gradiant |
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HbbTV Association |
AIOTI (Alliance for Internet of Things) |
Tecnalia |
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Asociación empresarios y directivos Aragón |
GSMA |
Ofitem |
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ETSI European Telecommunications Standard Institute |
Instituto de Oficiales de Cumplimiento (IOC) |
Associação Filarmónica Apoio Sociedade Recriativa Artística da Amadora |
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European Innovation Partnership on Smart Cities and Communities (EIP-SCC) |
Cámara Comercio de España |
Associazione Centro ELIS |
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SmartCat Challenge |
5G MAG |
Unindustria |
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IoT Catalan Alliance |
SCF (Small Cell Forum) |
ASSTEL |
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Clúster audiovisual de Catalunya |
Foment del Treball |
Camera di Commercio di Spagna in Italia |
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Cátedra RTVE |
Centro de Innovación Tecnologica de Logistica y Transporte (CITET) |
A CrescerSer (Instituição Particular de Solidariedade Social de âmbito nacional) |
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Global Compact |
As Nacional de Operadores (AOETEC) |
Donatie Ouderenfonds 2022 |
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Forética |
As Valenciana de Ingenieros |
Procurement & Cost Management |
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CCIES (Cámara de Concesionarios) |
As Valenciana de Empresarios |
FIRE - Federazione Italiana Uso Razionale Dell'energia |
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Barcelona Global |
Associació Catalana de Radio |
Innovate UK |
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Comité Español de la LECE (UE) |
CIMNE |
Celtic Next Cluster |
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Union International Telecomunications (UIT/ITU) |
ENERTIC |
CYBERSEC |
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DIRCOM (Directores de Comunicación) |
Cámara Comercio Reino Unido |
Scottish Council for Voluntary Organisations |
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Cluster de la Industria - CIAC |
Cámara Comercio Francia |
UHD spain |
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Asociación Empresarial de l'Hospitalet de Llobregat (AEBALL) |
Enterprise Ireland |
Duchenne Heroes |
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Ambientech |
IDA Ireland |
Ellis Italia |
For Cellnex, being up to date with all the news and trends in the sector, sharing knowledge and experience is very important to remain the European leader in telecommunications sector. That is why Cellnex is a member of several Foundations, and participates in forums and collaborates with Universities and training centres.
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Foundations |
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EURECAT |
Fundación Circulo de Tecnologías para la Defensa y la Seguridad |
Banco Alimentos Portugal |
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i2CAT |
Lega Italiana Contro l'Epilessia |
Casa dos Rapazes |
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Fundación Seres |
Onlus Race for the Cure |
Terra dos Sonhos |
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Fundación Circulo de Telecomunicaciones (Roberto Prieto) |
Associazione Peter Pan |
Fundación Gran Teatre del Liceu |
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Het Oranje Fonds |
Ajuda de Mãe - Escola de mães |
Fundación NPH Spain |
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Fundació BEST |
Medicos sin Frontera |
UNICEF |
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Fundación Hermes |
Children Cancer-free Foundation |
Cruz Roja |
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Fundación CEDE |
Sodalitas |
Cáritas Diocesana Madrid |
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Fundación Festival de Peralada |
Brain Fundation |
Cáritas Catalunya |
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Fundación LEITAT |
ViaData - against Cancer |
FESBAL (Federación Española Bancos Alimentos) |
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Community Foundation Ireland |
Planting Trees |
Banco de Alimentos de Madrid |
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Fundación Pere Tarrés |
Emmaus |
Fundació Oncolliga |
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Fundació Clínic per la Recerca Biomédica |
UK Community Foundations |
Save the Children España |
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Fundació La Marató |
Médecins Sans Frontières |
Armoedefonds |
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Fundación Privada Caja de Ingenieros |
Cancer fund for children Ireland |
National Ouderen Fonds |
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Fundación Privada Cercle d'Infraestructures |
Dutch Cancer Society |
Donatie Cellnex Netherlands Oekraïne |
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Universities and Training Centers |
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Escola de Noves Tecnologies Interactives – Universitat de Barcelona |
ESADE becas alumnos |
IESE |
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BGSE - Barcelona Graduate School of Economy |
Bristol University |
Cardiff University |
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Universidad de Granada |
Universidad Politécnica de Madrid |
Universidad Politécnica de Barcelona |
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HRC International Academy Srl |
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Mobile World Congress (MWC) MWC is held in Barcelona and Cellnex has taken part since its inception. In 2022, the Company's stand featured open spaces while showing a complete vision of its activity in the various market segments and territories. Cellnex’s new ‘AugmentedTowerCo’ model, or the latest solutions in sustainable connectivity are some examples of what Cellnex was able to present.
TowerXchange Cellnex, together with other key players in the tower industry, had the opportunity to discuss market opportunities, the changing dynamics of the infrastructure landscape and the communication of Cellnex's strategic vision at the 'ToweXChange Meetup Europe' event 2022' held in London.
VivaTech Event dedicated to startups and technology, which in 2022 took place in Paris, France. The event showcased the latest innovations in topics related to technology for the environment, technology for society, technology for monitoring and the future of work. All these initiatives were presented by leading corporations and hundreds of innovative startups.
Business Breakfast Cellnex Austria is a new member of the Spanish-Austrian Business Club CEHAUS, whose objectives include the establishment of a platform for dialogue and cooperation and the promotion of economic projects. Cellnex Ausria was invited to the Business Breakfast by the Spanish Ambassador to Austria, Cristina Fraile, to present her future plans to the Austrian-Spanish business community.
Digital Tech Summit In November 2022, Cellnex Denmark had their first trade show participation as exhibitors at DTS22 in the Bella Center, Copenhagen. The main objective was to discuss and share the “what, when, how and why” of the digital technologies and transformations. The event was characterized by many good dialogues with other exhibitors, experts, visitors and students.
M.G.A Technologies and Cellnex France event On October 13, M.G.A Technologies and Cellnex France welcomed their industrial partners. The opportunity to exchange and present 6 5G use cases. It was also an opportunity to share Cellnex's vision for the future of the industry.
AGURRE Cellnex France was present on November 16 at the AGURRE annual conference. At the event, Cellnex France was able to present its solutions and use cases deployed in more than 40 projects in Europe, as well as the first laboratory developed with M.G.A Technologies.
KMPG 2022 conference Cellnex France participated in the KPMG 2022 conference with the representation of its CEO, Vincent Cuvillier. This conference was a great opportunity to share Cellnex's experience on the opportunities offered by the development of 5G.
EU-IoT On 21 June, 2022 Paul Delaney, Cellnex Sales Director took part in a panel discussion at EU IoT week in Dublin where he discussed the evolution of IoT and what the future roadmap of research and innovation looks like.
Connectivity Day Cellnex Ireland celebrated the inaugural Connectivity Day at the K-Club with the theme "Building Smart Communities". At the event, stakeholders from the public and private sectors came together to discuss the key issues affecting the industry, both current challenges and future opportunities.
Infralogical Investor Forum Gianluca Landolina, CEO of Cellnex Italy, participated in the Infralogic Investors Forum where he spoke about the key success factors for the future of Italian telecommunications and digital infrastructures. Innovation, growth, business diversification and sustainability were the major topics covered in his speech.
Rome Innovation Hub Cellnex Italy participated in the Rome Innovation Hub in September and presented its innovative and sustainable solutions for the green conversion of the economy, sustainability and digitization.
Global Summit Logistics & Manufacturing 2022 Cellnex Italy was present on November 16 and 17 at the 9th Global Summit Logistics & Manufacturing. There Cellnex Italy had the opportunity to present its solutions and innovations in terms of connectivity and sustainability in terms of logistics.
Zorg&ICT Cellnex Netherlands and IPConnected B.V. were present at the Zorg&ICT fair. During the fair we explained more about our joint Private Network as a Service solution. The private LTE network benefits were showed and the added value of a new private network was also deepened in addition to existing wireless networks such as WiFi and public mobile networks..
Telecom Insights 2022 At the Duch Telecom Event, the topic "Connectivity as the most important prerequisite for digitization and innovation" was discussed. Ed Boerema, Country Manager Director, participated in these Telecom Insights on Wednesday May 25 and discussed the central role of connectivity in the digitization of our society.
ICT & Health Opening Event On May 9, 2022, Cellnex Netherlands was present at the ICT & Health Opening Event. Joe Geesken from Siza and Hugo Brandhorst from Cellnex explained the approach taken to make 'Het Dorp' an accessible and inclusive neighbourhood where people with and without disabilities live together in a friendly, sustainable and green environment; and how good connectivity contributes to this.
Accelerate Rail David Crawford, Cellnex UK Managing Director, participated in a panel at Accelerate: Rail discussing strategies for recovery, stability and prosperity in the UK rail industry. A fantastic opportunity to talk about the importance of connectivity and innovation in the sector.
Tech UK Catherine Gull, Head of Private Network Sales at Cellnex UK, joined the techUK podcast to talk about how we can accelerate the deployment of private networks from beyond the tested phase and drive adoption across industry and the public sector.
Webinar Exploring the world of 5G private wireless networks: On May 19, 2022, Martin Green, Head of Business Development at Cellnex UK, Catherine Gull, Head of Sales at Cellnex UK and Simon Parry, CTO at Nokia Enterprise UK discussed why adoption is growing, detailed key use cases and discovered the commercial benefits.
Cellnex Morning Sessions Cellnex Portugal held the first edition of the Cellnex Morning Sessions in 2022 to discuss key trends in the real estate sector. The session included Adolfo Mesquita Nunes, former Secretary of State for Tourism and partner of Gama Glória, José Cardoso Botelho, CEO of Vanguard Properties, and Nuno Carvalhosa, General Director of Cellnex Portugal, as keynote speakers and brought together business partners and employees of all Cellnex areas. This was followed by a round table presented by João Cardosa, Head of Marketing and Commercial at Cellnex Portugal, dedicated to the topic 'Infrastructures that support indoor connectivity as a competitive advantage'.
APDC Annual Digital Business Congress In 2022 and for the first time, the APDC Annual Digital Business Congress held a panel dedicated to telecommunications infrastructures reflecting on the state of the art of the sector in Portugal. The Managing Director of Cellnex Portugal, Nuno Carvalhosa, together with Paolo Favaro, Managing Director of Vantage Towers Portugal, participated in the round table, moderated by João Adelino Faria. On that occasion, Nuno Carvalhosa had the opportunity to explain the pro-competitive benefits of Cellnex's wholesale, neutral and independent industrial positioning.
Business and Technological Week Cellnex Portugal closed its first participation in SET - Business and Technological Week with a golden key: the CFO & Director of Shared Services of Cellnex Portugal, João Osório Mora, former student of the Instituto Superior Técnico , spoke about the role of engineering in promoting the technological evolution of the business sector.
TIME Economic Forum From March 7 to 8, 2022, Cellnex Poland participated in the TIME Economic Forum, of which they are also a partner. That year it was held under the motto "Challenges of the green digital transformation".
European Economic Congress Cellnex was a partner and participated in the European Economic Congress, one of the largest congress events in Central Europe, which took place in Katowice. During three days, discussions, presentations, meetings and
exchange of experiences were established in an extraordinary group of experts, professionals and decision makers. In addition, Cellnex received the honourable title of "Investor without Borders" in the contest of the WNP.PL portal and Nowy Przemysł magazine.
"Smart Energy" Conference Cellnex Poland participated in the conference organized by Smart Grids Polska Poland under the motto #ENERGETYKA3D – Digitization, Decentralization, Decarbonization. Cellnex Poland explained the company's expertise in managing telecommunication towers in Europe, often used to provide connectivity in the energy sector. This allows you to efficiently use existing locations instead of building new towers.
How Private Networks enable Industry 4.0 On Wednesday, October 26, Cellnex Sweden welcomed customers, partners and industry experts to an event dedicated to the topic of private networks. The main focus was why private networks will play a key role in enabling the next industrial revolution.
KTH research on the future of sustainable transport Cellnex Sweden participated in a demonstration by Integrated Transport Research Lab at Kungliga Tekniska högskolan, as one of the activities in connection with the Spanish state visit to Sweden.
Swiss Telecommunications Summit 2022 The Swiss Telecommunication Summit took place on June 21, 2022 under the motto "Future of Communication". The event offered interesting presentations, exciting panel discussions and valuable networking opportunities. The way people communicate and transmit data and knowledge is constantly changing and technical innovations play a central role in this. Internet, smartphones and comprehensive networking have enormously accelerated and multiplied the possibilities of communication. Not just between people, but increasingly also between things. The Swiss Telecommunication Summit 2022 took a look into the crystal ball of what the future of communication might look like.
4K SUMMIT
In 2022, the eighth edition of the 4K HDR Summit was held, where the latest developments in technology were announced and the future of audiovisuals and the metaverse were discussed.
III National Telecommunications Congress - Connected, Digital and Sustainable Building
It is a meeting point, which allows to know, expand and develop new technological solutions, connectivity, IoT, 5G, telemedicine, tele-education, teleworking, smart cities, etc.
XXXIII ACUTEL Technology congress
The congress is dedicated to the latest developments in telecommunications and the audiovisual sector and Cellnex participated with a stand.
Award for good practices in financial information
Cellnex received the award for good practices in financial information, an award given annually by the Catalan Association of Accounting and Management (ACCID), an entity founded by the College of Economists of Catalonia and the College of Chartered Accountants of Catalonia. The Award, delivered within the framework of the XIX Edition of the ACCID Awards, recognizes the quality and transparency of the company's annual report. Specifically, it values information on the situation and risk management, intangible assets –including intellectual capital–, the environment and the social dimension, among others.
Fund Investment: Best Value of the elEconomista.es Portfolio
Cellnex won the elEconomista Portfolio award at the eighth edition of the Fund Investment Awards. This active management tool that was born at the beginning of 2021 had its best strategy in Cellnex, from which it obtained a return of 24%.
Your Economy Awards
The Tu Economía Awards honoured the professional career of the CEO of Cellnex, Tobías Martínez, for his effort and talent in contributing day by day to creating wealth and modernizing the Spanish economy, making it more competitive and resilient.
Engineer of the year
Albert Cuatrecasas, CEO of Cellnex Spain, was awarded Engineer of the Year by the Official College of Telecommunications Engineers (COIT) and the Spanish Association of Telecommunications Engineers (AEIT). Albert Cuatrecasas has developed his career at Cellnex for 22 years, but his previous experiences have also forged his character and professionalism. Albert highlighted all these experiences in the thank-you speech he gave at the Award ceremony, which was attended by nearly 200 people, including authorities, leaders and representatives of the entire secto.
Investor without Borders
Cellnex Poland won the award of "Investor without Borders" in the XIV European Economic Congress. The aim of the competition is to promote exemplary, transparent, based on trust, partnership and responsibility relationships between the investor, administration and the market, capable of yielding economic benefits and successfully implementing investment strategies.
Scale Up award
Cellnex was announced the winner of the ‘Scale up’ category at the Energy Industry Council (EIC) awards. The Scale up award recognises Cellnex’s work ‘to increase a business’ production, size or capacity in a marked and rapid way, above normal growth rates’. Cellnex’s private network solutions can help to significantly enhance operations within the energy industries; driving increased efficiency, productivity and growth.
1 Please note that in 2022 there have been several extraordinary Board of Directors' meetings to address M&A transactions"
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