Page 24 - GOLDAIR HANDLING APOLOGISMOS 2016

PRIMARY

Regulatory authorities
(State, Ministry, Internal / External Stakeholders
other State Bodies a.o.)
Institutional actors - Suppliers
Channels and Frequency of communication Expectations and Issues of Interest
External Associates - Consultants
Financial Institutions
PRIMARY Meetings of the middle-Management Recognition, equal opportunities and
PRIMARY with the Management Team (quarterly) fair treatment
Employees Participation of employees from both the Health and safety at the workplace
Shareholders,
Customers (Airlines) Athens Station and Outstations (via skype),
Trade Union, twice per month, in a Management Team Training, development of personal skills
Local Communities / meeting and career progress
Non Profit Organizations
Human Resources Department Provision of information about the company’s
growth and course
Annual personnel evaluation
STAKEHOLDERS Biennial Employee Satisfaction Survey Stable work environment
Transparent and merit-based system
Trainings and educational/volunteer programs of internal promotions
Newsletter (quarterly), communication by
phone and e-mail (daily)
SECONDARY SECONDARY
Communication by SMS
Customers Other companies Employees and
SECONDARY Communication via Social Media
(Passengers) operating at the Airport Trade Union
(internal) Corporate events for employees as well
Competitors as for their children (2-4 events per year,
for different employee levels)

Weekly presence at the airport of a member
of the Personnel Administration Office, for
providing assistance to employees
Two-way communication and the investigation of (Shareholders, employees and their Trade Union),
stakeholders’ needs are processes inextricably linked while external ones are those acting in the company’s Implementation of the Outstations inspections
program, to confirm adherence to procedures
to the business operation of Goldair Handling. In external environment and interacting with it (customers, and maintain contact with employees
order for this dialog to be systematic and structured, passengers, suppliers, regulatory authorities, local
Goldair Handling groups its shareholders into internal communities / non-profit organizations, institutions, Intranet
and external ones. Internal stakeholders are defined external associates, financial institutions, competitors
as those acting in the company’s internal environment and companies operating at the Airport).

Internal / External Stakeholders
Response
Channels and Frequency of communication Expectations and Issues of Interest
• Inclusiveness in decision-making concerning the company’s strategy
Meetings on a monthly basis, High quality • Actions to improve and enhance the working environment, and communication actions through interdepartmental teams
phone and electronic communication
Good reputation building and generation • “Thank you” letters signed by the CEO
Annual General Meeting of Shareholders of profits • Annual presentation to employees of awards for customer service excellence, social responsibility, safety and the four types
Shareholders
of behavior according to which we wish to operate as a company
Investors Annual Report Reliability and transparency
• Promotions in accordance with a transparent procedure, with 90% of promotions being internal
(internal)
Ethics and integrity • Payments on account to personnel when needs arise and granting of benefits of a social nature
• Implementation of proposals for improvement which are submitted by employees and are feasible
Response
• Participation of employees and members of their families in actions aimed at strengthening the corporate culture
• Ensuring the company’s viability by integrating sustainable development in its strategy • Enhancing communication and dialog during the annual personnel evaluation
• Strengthening transparency by presenting the company’s sustainable development actions in an Annual Report • Enhancing Management Transparency and Fairness (open-door policy and commitment by the Management in writing)
• Presentation of company performance and setting of targets in connection with the company’s course • Establishment of a complaints policy and code of conduct (scheduled for 2017)
• Provision of information about strategy issues for the purposes of joint decision-making • Corporate Responsibility Actions

25