Page 61 - GOLDAIR HANDLING APOLOGISMOS 2018

REPORT 2018
4.3 FREQUENCY OF COMMUNICATION:

Goldair Handling’s 1=ON AN ANNUAL BASIS, 2=PERIODICALLY, 3=REGULARLY, 4=CONTINUOUSLY OR ON A PERMANENT BASIS

GROUPS OF STAKEHOLDERS AND CONTEXT OF INTERACTION
stakeholders
Key issues Communication channels
• High quality of services provided • Meetings on a monthly basis, telephone and electronic
Dialogue and exchange of views with stakeholders are important tools for Goldair Handling, enabling the Company to identify issues that • Maintaining a good reputation communication (4)
are important to each group and incorporate them into its strategic plan for the management of sustainable development issues. Shareholders • Reliability and transparency • Annual General Shareholders’ Meeting (2)
• Invest the • Character and integrity • Annual Sustainable Development Report (1)
necessary funds • Company growth, profitability,
and expect a return and sustainability
Stakeholders are defined as groups consisting of natural or legal persons • Are paid dividends • Expansion into new markets
Ως ομάδες κοινωνικών εταίρων ορίζονται όλες εκείνες οι οποίες αποτελούνται από φυσικά και νομικά πρόσωπα που επηρεάζονται ή • Determine the • Proper corporate governance,
directly or indirectly impacted by or impacting the operation of the Company.
επηρεάζουν με άμεσο ή έμμεσο τρόπο τη λειτουργία της Εταιρείας. Company’s budget risk management, and an active
and strategy role in decision-making
• Decide on the • Dividend yield
expansion or • Transparency in relations with
Goldair Handling has identified its internal and external stakeholders, taking into account their sector, region, and size. Internal stakeholders restriction of the stakeholders
are those who have frequent direct contact and act within the environment of the Company, whereas external stakeholders are those with Company’s
whom the Company has an indirect relationship/contact and who act in the Company’s external environment. Specifically: operations
(products, stations,
How the Company responds
etc.).
• Publication of results, announcements and financial statements, with sufficient information provided
to shareholders
• Publication of an annual Corporate Social Responsibility and Sustainable Development Report
Customers
Passengers
Shareholders Suppliers Details are included in sections: “2.3 Corporate Governance” and “3. Corporate Governance”.
Employees The State and regulatory
and Trade Union authorities
Local communities & NGOs Key issues Communication channels
Institutional bodies • Recognition, equal • Middle management meetings with the Management team
External Partners opportunities, and equal each quarter and via Skype with headquarters, twice per
Financial institutions Employees treatment month (3)
and trade union • Workplace health and safety • Human Resources Department (4)
• Offer their labour • Education, development • Annual assessment of staff (1)
and knowledge of personal skills and • Employee satisfaction survey every two years (2)
• Are paid salaries advancement • Telephone and electronic communication (3)
Framework of communication with stakeholders
• Receive additional • Information related to the • Information via mobile text messages - SMS (3)
The main element of the process for identifying the needs and expectations of the stakeholders is the systematic dialogue fostered by Company’s development and • Communication via Social Media (3)
benefits
the Company. Through the communication channels it has established, the Company records and identifies all the important issues progress • Corporate events (2-4 events per year at various levels) (2)
• Are provided with
that concern them, aiming at responding to them in the best manner possible. A detailed presentation of Goldair Handling’s response to • Stable working environment • Weekly presence of a member of the personnel office at an
equal opportunities
the various issues and its corporate social responsibility actions is listed in the individual chapters of this Corporate Responsibility and • Transparent and merit-based airport office for direct service (3)
for professional
Sustainable Development Report. system for internal promotion • Implementation of the regional station inspection programme
advancement
and personal for proper compliance with the procedures and contact with
The framework of communication between the Company and its stakeholders, their expectations and the main issues that concern them, employees (1)
development
as well as the way the Company responds to these issues are presented below in detail. • Intranet (4)

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