Page 44 - GOLDAIR HANDLING APOLOGISMOS 2017

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REPORT 2017

DIALOGUE WITH STAKEHOLDERS
3.4. Goldair Handling’s Stakeholders The process of identifying the needs and expectations of successfully meet their requirements and expectations.

the stakeholders includes a regular dialogue through the The expectations and the main issues that concern Goldair
Communication and cooperation with stakeholders is particularly important to Goldair Handling. The dialogue
and exchange of views with the stakeholders constitute an essential element of and prerequisite for the strategic communication channels we have established for each Handling’s stakeholders are presented below as they
management of the Company’s Sustainable Development issues. group. This procedure allows us to reach useful conclusions have been recorded through Company-stakeholders
on the issues facing each group and permits systematisation communication. The following table also illustrates Goldair
of the Company’s actions, creating an appropriate plan to Handling’s response to them.

FREQUENCY OF COMMUNICATION: 1=ON AN ANNUAL BASIS, 2=PERIODICALLY, 3=REGULARLY, 4=CONTINUOUSLY OR ON
A PERMANENT BASIS
Stakeholders are defined as groups consisting of natural or legal persons directly or indirectly impacted
by or impacting the operation of the Company. GROUPS OF STAKEHOLDERS AND INTERACTION FRAMEWORK
Shareholders Key issues Communication channels
• Invest the • High quality • Meetings on a monthly basis,
necessary funds of services provided telephone and electronic communication (4)
and expect a return • Maintaining a good reputation • Annual General Shareholders’ Meeting (2)
In order to determine and prioritise the groups of stakeholders are those who have frequent direct contact and act within the
• Are paid dividends • Reliability and transparency • Annual Sustainable Development Report (1)
with whom the company is affiliated and with whom it environment of the Company, whereas external stakeholders
• Determine • Character and integrity
communicates on a regular basis, a specific procedure was are those with whom the company has an indirect relationship/
the Company’s • Company growth,
implemented in the form of a workshop. Goldair Handling has contact and who act in the Company’s external environment.
budget and strategy profitability, and sustainability
identified its internal and external stakeholders, taking into More specifically:
• Decide on the • Expansion into new markets
account their sector, region, and size. Internal stakeholders
expansion or • Proper corporate governance,
restriction of risk management,
• Internal stakeholders: shareholders, workers’ unions. the Company’s and an active role
• External stakeholders: clients (airlines), clients (travelling public), suppliers, regulatory authorities, local communities/NGOs, operations in decision-making
institutional bodies, external contractors, financial institutions. (products, • Dividend yield
stations, etc.). •Transparency in relations
with stakeholders
How the Company responds

Customer Passengers • Publication of results, announcements and financial statements,
Airlines with sufficient information provided to shareholders.
• Publication of an annual Corporate Social Responsibility and Sustainable Development Report.
Details are included in section: “4. Financial results and corporate governance”.
Shareholders
External Workers Key issues Communication channels
Partners and trade union • Recognition, • Middle management meetings with the Management team
Suppliers
• Offer their labour equal opportunities, each quarter and via Skype with Headquarters
and knowledge and equal treatment twice per month (3)
GROUPS • Are paid salaries • Workplace health and safety • Human Resources Department (4)
Trade
Workers OF Union • Receive • Education, development • Annual assessment of staff (1)
STAKEHOLDERS additional benefits of personal skills, • Employee satisfaction survey - every two years (2)

• Are provided and advancement • Telephone and electronic communication (3)
Local
communities Institutional with equal • Information related • Information via mobile text messages - SMS (3)
Bodies
and NGOs
opportunities to the Company’s • Communication via Social Media (3)
for professional development and progress • Corporate events (2-4 events per year at various levels) (2)
advancement • Stable working environment • Weekly presence of a member of the personnel office
and personal • Transparent and merit-based at an airport office for direct service (3)
State and
Regulatory Financial development system for internal promotion • Implementation of the regional station
Authorities Institutions inspection programme for proper compliance with the
procedures and contact with workers (1)
• Intranet (4)

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