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02CONTENTSM.A.G Corporate Social Responsibility Report 2012-13

CONTENTSWELCOME 04Our ApproachAbout us 08Business strategy and values 09Corporate governance and risk management 10Policy involvement 12Supply chain 13Corporate Social Responsibility strategy 14Managing sustainability 16Our stakeholders 17Our AchievementsOur environment 22Our community 30Our people 36Our customers 42Our FutureStrategic growth 48Integration of London Stansted Airport 50Sustainable growth 50Our PerformanceOur reporting 54Key performance indicators 55Data list 57Independent assurance statement 58GRI Index 60GRI application level statement 100Contact us 101

04WELCOMEM.A.G Corporate Social Responsibility Report 2012-13

WelcomeCharlie CornishGroup Chief ExecutiveWelcome to M.A.G’s annual CSRreport. As we reflect on an importantyear, which has seen us acquire StanstedAirport, launch our Airport City conceptand make solid progress in deliveringour business plan, sustainability remainsat the core of what we do and guideshow we do business.M.A.G has continued to deliver strongfinancial growth, increasing revenues,profitability and market share and aswe see signs that we are beginning toemerge from one of the most challengingperiods the UK has seen for many years,we are optimistic that the growth we areexperiencing is set to continue. A clearstrategy, underpinned by enduring valueshas strengthened our business andallowed us to build a stable foundationon which we will continue to grow andto deliver value to our shareholders andwider stakeholders.In 2012-13 we have made importantchanges including fundamental changes toour ownership structure by partnering withIndustry Funds Management (IFM), allowingus to bid for London Stansted Airport.By adding this quality airport to ourportfolio, we have taken another stepcloser towards our vision of becomingthe premier airport management andservices company.Our plans are ambitious and we knowthat to be successful we have to ensurethat sustainability is at the heart ofeverything we do. Having achieved ourchallenging target to have carbon neutralground operations at East Midlands andBournemouth we are progressing well withthe target of 2015 for Manchester Airport.Our airports are part of the regions thatthey serve and we have continued to focuson delivering benefit to our communitiesand to the regional economy. We reporton a number of exciting and successfuleducation and employment projectsacross the Group and I am delighted thatM.A.G was awarded a platinum Big Tickin Business in the Community’s CorporateResponsibility Index earlier this year. Thisis the highest possible ranking and reflectsa great deal of hard work by colleaguesacross the business.Our airport sites are home to around29,000 people and it is estimated thatwe contribute £3.2 billion to the economy,which will increase as we integrateStansted Airport fully into the business.Our mission is clear: to continue todeliver sustainable growth in shareholdervalue, whilst balancing the needs of ourcustomers, passengers, employees andthe communities in which we work,while maintaining the highest safety andsecurity standards.In this year’s report, we have also placeda strong focus on the material issuesthat affect our stakeholders. After havingundertaken a full materiality review, wecan more clearly see where our prioritieslie and how best to engage with differentstakeholder groups.We welcome feedback, and we wouldlike to hear your thoughts, so do pleaseget in touch if you have any questionsor comments. I do hope that you enjoyreading about M.A.G’s achievements andactivities over the past year.Charlie CornishGroup Chief ExecutiveM.A.G

06OUR APPROACHM.A.G Corporate Social Responsibility Report 2012-13

OurApproachAbout us 08Business strategy and values 09Corporate governance and risk management 10Policy involvement 12Supply chain 13Corporate Social Responsibility strategy 14Managing sustainability 16Our stakeholders 17

08OUR APPROACHM.A.G Corporate Social Responsibility Report 2012-13About UsServing nearly 42 million passengersa year and handling almost half amillion tonnes of air freight every year,M.A.G is one of the country’s largestairport operators. Through its ownershipof Bournemouth, East Midlands,Manchester and Stansted Airports andthe commercial property company M.A.GProperty, M.A.G is highly experienced inrunning all airport-related areas, suchas airport security, car parking, air trafficcontrol, motor transport, fire fighting,engineering and retail activities. M.A.Ghas very recently added Stansted Airportto its portfolio, after a successful biddingprocess. Integration plans for this airportare currently underway and M.A.G looksforward to welcoming the team into theGroup. You can read more about theplans for the Group in the‘Our Future’ section of this report.To facilitate the acquisition of StanstedAirport, in 2012-13, the Group’s structureof ownership changed to include IndustryFunds Management (IFM), who nowown 35.5% of shares. The remainingownership now comprises ManchesterCity Council, (35.5%) and the other nineGreater Manchester Councils – Bolton,Bury, Oldham, Rochdale, Salford,Stockport, Tameside, Trafford and Wiganwho collectively own 28.8%.All of M.A.G’s operations are withinthe UK. M.A.G wholly owns Stansted,Manchester, East Midlands andBournemouth Airports and is a nonquotedpublic limited company,headquartered in Manchester. M.A.G fullysupports the Government’s commitmentto ensuring that the UK continues to beone of the best connected countries in theworld and its recognition that aviation isessential for our economic success. Wealso share the Government’s view thataviation must operate within reasonableenvironmental limits.Manchester Airport offers over 200destinations to the 22 million peoplethat live within two hours of the airport,confirming it as the global gateway to thenorth of the UK and the largest airportoutside London. The airport handles around20 million passengers annually, with over65 airlines. With around 20,000 peopleemployed directly on-site, the airport’sgrowth and economic benefit is shared bythe city of Manchester and the entire region.East Midlands Airport is the region’sinternational gateway, connecting morethan four million passengers with directflights to over 80 destinations. Being theUK’s busiest pure freight airport, EastMidlands plays an important nationalrole. The airport is an established basefor Royal Mail, in addition to expresscourier companies DHL, TNT and UPS.The airport has a substantial direct impacton the local economy by supporting morethan 9,000 jobs and generating around£250 million for the region.Bournemouth Airport connects thesoutheast of England to more than 35destinations, as well as employing over2,700 people through the 185 companiesin the Business Park and general aviationareas. The airport is key to the localeconomy, generating over £24 million ofincome for the region annually. Sustainabilityis vitally important to BournemouthAirport. Having undergone a £50 milliontransformation, which included resurfacingof the runway and upgrade to operatingcategory 3, alongside new Departures andArrivals terminals with photovoltaic panels,the airport now has the potential capacity of3 million passengers per year.M.A.G Property is M.A.G’s propertyand facilities management arm and isresponsible for all commercial property andland across all airports. Its £500 millionportfolio comprises over 200 propertiesacross 1,576 hectares, serving more than850 companies across all sites. M.A.GProperty is leading the £650 million majorenterprise zone development Airport Cityat Manchester Airport.AREAS OF CONTROL*Indicates areas that M.A.G can influenceAreas of controlM.A.GM.A.G PartnersSharedAircraftPropertyOn-site businessesSurface accessCustomer serviceCar parksCar park transportTerminal buildingsRetail and cateringOperations managementAirport securityAirport cleaningAirport waste recyclingAircraft cateringFacilities managementAircraft handlingAircraft cleaningAircraft waste recyclingAircraft transportFire servicesCargo handlingVehicle maintenanceRefuellingAirfield cleaning/maintenanceAircraft taxiing and holdingAircraft maintenanceAirfield de-icingAircraft de-icingAir Traffic ControlLand useBaggage handling* * * * * *

OUR APPROACHM.A.G Corporate Social Responsibility Report 2012-1309Business strategy and valuesOur business strategyM.A.G’s strategic intent is to increase longtermshareholder value by generatingprofitable growth, developing its assetsand deploying efficient and customerfocused operating processes throughoutthe business.Customer experience is critical to oursuccess. To enable the business to deliveran industry leading customer experience,we focus constantly on how we engage withour customers to understand their needs,helping us to develop customer solutionsthat differentiate us from our competitorsas well as new ways of working.It is imperative for us to consistentlyimprove the efficiency and effectivenessof operations, standardising processesto ensure a uniform approach, providingindustry leading safety and securitystandards, and reducing our carbonfootprint, whilst also balancing the needsof our stakeholders.For M.A.G, it is important to have robustassets and to ensure that long-termdevelopment and capital plans arein place. We want to improve capitalefficiency over the whole lifecycle, fromsolutions development to construction.Our development approach will be crucialto the successful delivery of Airport City atManchester Airport.Our strategic approach is built upon ourpeople and requires us to maintain a highperformance culture in all areas with solidleadership, behaviours, and supportingsystems and processes.Our mission‘To deliver sustainable growth inshareholder value, balancing the needsof our customers, passengers, employeesand communities in which we work, whilemaintaining the highest safety and securitystandards’.Our vision‘To be the premier airport managementand services company’.M.A.G aspires to be a premierairport business by meeting worldclass standards in its key activities;through its approach to the market,its management of assets and itsmanagement of the customer journeythrough its airports.The business is focused on thedevelopment, management,maintenance and operation of airportsand related property assets. M.A.Goperates in several markets and itsstrategy builds on experience andexpertise in these areas as well asdeveloping new opportunities. Keepingour operations safe and secure in allthese areas underpins everything we do.Our valuesWe recognise that it is not just what wedo but how we do it that matters. Ourenduring values provide the platform forour success.Why not? – M.A.G challenges thestatus quo to provide the best solutionsfor airlines, passengers, tenants andother stakeholders. We never stand stillin our search for innovative ideas whichsurprise and delight our customers anddrive performance. We attract ambitiouspeople and enlightened organisationswho are drawn by our forward-thinking,innovative spirit.Brilliant at what matters – We setourselves the highest performance andquality standards and are rigorousabout consistency. At M.A.G, we focuson all the things that really matter toour stakeholders and what makes themwant to do business with us.We constantly challenge ourselves tofind new and better ways to exceedexpectations.Safe hands – We engender confidencethrough the knowledge, experienceand professionalism of our people.We act with the highest standards ofhonesty, integrity and responsibility. Weconsistently deliver on our promisesand are accountable for our decisions.M.A.G treats the safety and security ofcustomers and employees as its numberone priority.Finger on the pulse – M.A.G isin tune with the changing needs andaspirations of all our stakeholders. Welook at the future through the eyes of ourcustomers – airlines, passengers andtenants. We are dynamic, fast-movingand always up to date. We lead the wayin developing the future of successful andhighly profitable airports.Power of teamwork – We think andact like one team, bonded by mutualtrust and respect. We share in thesuccess of our business, recognising andrewarding great ideas and exemplarybehaviour. We empower our airlinecustomers and retail tenants to exceedthe expectations of their end consumers.We create win-win solutions with ourpartners, which consistently out-performthe market.magworld.co.uk

10OUR APPROACHM.A.G Corporate Social Responsibility Report 2012-13Corporate Governance and Risk ManagementM.A.G’s Board of Directors is structuredto ensure that every aspect of businessperformance is directly considered.The Group is committed to the higheststandards of corporate governanceand we have voluntarily adopted theCorporate Governance provision ofthe Combined Code (published by theFinancial Reporting Council in June 2008).The statement below describes compliancewith the Combined Code by the Groupsince its incorporation on 9 January 2013and by the previous parent company,The Manchester Airport Group plc, in theperiod prior to the restructure.Board compositionand effectivenessThe Board is accountable to M.A.G’sshareholders for the delivery ofperformance against shareholders’objectives and is responsible fordeveloping and setting the Group’sstrategic direction.The Board comprises the Chairman,up to four Executive Directors and eightNon-Executive Directors. As currentlyconstituted, the Board is considered tobe an appropriate size and to providethe right balance of Non-Executive andExecutive Directors.The Non-Executive Directors roles bringindependent and objective judgement tothe Board and committees of the Board,as well as extensive knowledge andexperience. All Non-Executive Directors areappointed subject to objective capabilitycriteria. The Board considers that all theNon-Executive Directors are independentboth in character and judgement.The Group meets the requirement of theCombined Code, that at least half theBoard comprises independent directors.The Board meets formally at least 10times a year, and additionally to considerspecific matters. The Chairman also hasarrangements in place to meet as andwhen required with the Non-ExecutiveDirectors without the executive directorsbeing present.All Board meetings adhere to a formalschedule of matters, to ensure full andconsidered decision-making. At eachmeeting the Board considers a series ofregular Group reports covering finance,commercial matters, operations, andhealth and safety as well as a report fromthe Group Chief Executive. Directors receivetimely and accurate information that allowsthem to carry out their duties effectively.The Board has also established a numberof committees with specific delegatedauthority. More information on these andour governance structure can be found inthe M.A.G Annual Report and Accounts.Risk managementEffective risk management is an essentialmanagement capability that supports M.A.Gin achieving its target, and is embedded instrategic and operational processes.M.A.G’s Board of Directors regularlyreviews business risks that are materialto the Group’s strategic objectives. In linewith our risk management policy andprocesses, risk is assessed formally atdivisional level through risk workshopsand via the maintenance of riskregisters. In addition, individual projectsmaintain a separate risk register. Ourrisk management approach is clearlycommunicated to management and otherrisk stakeholders within the business.We are committed to promotinga transparent culture and effectivecommunication, so that colleaguesfeel they can discuss issues openly andreceive the support they need to effectivelymanage or mitigate risks, through aneffective communication process.Assurance on how effectively we manageour key risks is provided to managementand the Audit Committee through astrategic assurance programme which issupported by the corporate risk framework.Our aim is to deliver comprehensiveassurance over the Group’s risk profileover a three-year period.The principal operational and strategicrisks with the corresponding mitigationstrategy are summarised below:■■ Material sustained disruption tooperations: A wide range of robustmulti-agency business continuity,crisis management and emergencyresponse plans are regularly tested,reviewed and updated to ensure thatwe are able to respond rapidly andeffectively to operational disruption.■ ■ Breach in security: We continue toinvest in innovative approaches to themanagement of security screeningat our airports, with a focus onensuring our customers, partners andcolleagues are safe, whilst providing apositive customer experience throughefficient passenger processing.We work closely with Government

OUR APPROACHM.A.G Corporate Social Responsibility Report 2012-1311agencies and the Police to ensurethat our security regime is robust andresponsive to new security threats. Inaddition to a rigorous programmeof regulatory inspections and audits,we employ both internal and externalquality assurance specialists to testour security processes and identifyopportunities for further improvement.■■ Major Health and Safety incidentaffecting our customers orcolleagues: We have rigorous Healthand Safety policies, procedures andprocesses in place to ensure that Healthand Safety risks are understood andeffectively managed. Our experiencedteam of Health and Safety professionalsprovide a focus on ensuring thesafety of our customers, partners andcolleagues. The on-going assessmentof Health and Safety risks is embeddedin daily management routines andmonitored by a comprehensivecommittee structure, overseen by acorporate Health and Safety Committeewith Board-level oversight.■■ Threat of a downturn in demanddue to adverse global economicfactors: We continually monitor theeconomic environment through thegathering of business intelligence.We apply a prudent approach toour business and financial planningprocesses and fully risk assess ourbusiness targets. In addition, wehave contingency strategies in placeto enable us to respond to anyunforeseen economic shocks.■ ■Political and regulatory:Regulatory compliance is a priority forthe Group, and we have dedicatedcompliance teams to ensure we meetall of our regulatory obligations.These are underpinned by rigorouspolicies and procedures and strongrelationships with our regulators. OurCorporate Affairs team monitor thepolitical landscape and ensures weare able to engage and influencethe policy agenda on issues directlyaffecting the Group and its strategy.■■ Recruitment, development andretention of talented people:Attracting and retaining talentedpeople is a priority for the Group,and we have clear strategies in placeto achieve this. Internally, we havea process to identify colleagues withhigh potential and provide them withthe support they need to develop theircareers and achieve their potential.In addition, succession plans are inplace to enable us to respond shouldcolleagues with business criticalroles leave the Group. We conductemployee engagement surveysannually and develop action planstargeting potential improvementsidentified by employees. Ourperformance management andreward schemes are continuallyevaluated to ensure they create theright incentives for a high-performingorganisation.■■ Failure to effectively integrateStansted Airport and deliverassociated business plantargets: Having successfully addedStansted Airport to the Group, weare now focused on ensuring thesmooth and successful integrationof our businesses. We have detailedintegration plans and business targetsand are working closely with theStansted management team to ensurethey are delivered. Our plans arefully risk-assessed and supported bya robust audit programme to provideassurance to management and theAudit Committee on integration andbusiness plan target. More informationon the integration of Stansted Airportcan be found in the ‘Our Future’section of this report.You can see full details of our riskassessment and management, includingidentified opportunities in the riskmanagement section of our Annual Reportand Accounts.magworld.co.uk

12OUR APPROACHM.A.G Corporate Social Responsibility Report 2012-13Policy InvolvementM.A.G is regulated by a number ofgovernment departments; including theCivil Aviation Authority, the Department forTransport and UK Border Force. Throughthis, and other industry involvement,a number of Government policies arerelevant, including:■■ Aviation Policy Framework (2013)and emerging airports policy updateled by the Airports Commission■■ Securing the Future – UK SustainableDevelopment Strategy (2005)■■Aviation and Global Warming (2004)■■ Delivering a Sustainable TransportSystem (2008)■■ Low-Carbon Transport: A GreenerFuture (2009)■■ National Planning PolicyFramework (2012).M.A.G continues to monitor local andnational policy, which influences oursustainable development approach.National aviation policy supports theindustry’s sustainable growth, in particularthe role that regional airports can playin strengthening local economies and inrelieving pressure on congested airports inthe South East.M.A.G has recently responded to theAirports Commission, chaired by SirHoward Davies. The Commission hasbeen set up by the Government toexamine the case for additional UKairport capacity and will recommend togovernment how the UK can best meet itsconnectivity needs in the short, mediumand long-term.In its submissions to the Governmentand to the Airports Commission, M.A.Ghas acknowledged the need for thedevelopment of new runway capacity inthe South East of England in the longerterm and the unique role that StanstedAirport could play. However M.A.Gconsiders that additional capacity cannotbe delivered in the short term. This meansthat making best use of the capacity wealready have is absolutely imperative.M.A.G believes that making best use ofavailable airport capacity should not beseen as an alternative to the provision ofnew runway capacity in the South East.However, by not realising the full potentialof airports which are currently underutilised,consumers and the UK economywill suffer as a result of higher air faresand restricted international connectivity.In addition, opportunities will be lost torealise economic benefits and rebalanceby making best use of this capacity.M.A.G’s airports have a great deal tooffer in terms of their current capacity. TheGroup is strongly committed to continuingto invest in the growth of its airports toensure they make the fullest possiblecontribution to meeting demand.M.A.G’s principal recommendations are:■■ Reform the structure of Air PassengerDuty to incentivise the take up of sparecapacity by airlines;■■ Improve surface access to airportswith unused capacity, especially railconnections to Stansted, to increasetheir attractiveness;■■ Explore reforms which would makebetter use of the scarce capacity atHeathrow and other London airports,particularly economic regulation andslot reform;■■ Promote competition between airportswherever possible by removingeconomic regulation and championingconsumer interests;■■ Further liberalise the UK’s bilateralspolicy to open up capacity to overseasairlines.National policy also considers thechallenge of climate change and theUK’s binding targets. The AviationPolicy Framework seeks to ensure that‘the aviation sector makes a significantand cost-effective contribution towardsreducing global emissions’. We supportthis objective, which has influencedour approach to carbon management,demonstrated by our setting of clearenergy-efficiency and carbon-neutraltargets. At a local level, M.A.G works tosecure a local policy context that enablesthe growth and the development of ourairports, while supporting and protectingour local communities.With regards to regulation, all our airportsadhere to the Government’s mandatoryCRC Energy Efficiency Scheme to reduceenergy use in large public and privatesector organisations. The scheme includesa range of reputational, behaviouraland financial drivers, to encourageorganisations to develop energymanagement strategies. In addition,Manchester and Stansted Airports qualifyunder the Emission Trading Scheme foron-site energy plant.For 2012-13, we are required to purchasesufficient credits from the EnvironmentAgency to cover our regulated emissions. In2012-13, credits were sold at £12 per tonneof carbon dioxide, adding a further incentiveto reduce the amount of energy we use.

OUR APPROACHM.A.G Corporate Social Responsibility Report 2012-1313Supply chainOur objective in supply chainmanagement is to support our business’svision and mission and ensure thatsustainability is an integral part of oursupply chain strategy.M.A.G seeks to find suppliers whodrive the same high standards as ourorganisation. We use the contract prequalificationprocess to assess eachcompany’s sustainability approach.In order to understand the end-to-endsupply chain contribution, foster long-term relationships with suppliers, supportgrowth, take advantage of opportunitiesand manage risk, our supply chainactivity, category management andSupplier Relationship Management(SRM) techniques. Regular meetings andsite-wide forums with our key suppliersenable us to work collaboratively with oursuppliers and understand their needs.As a regionally based business, ourcommitment is to positively contribute toeconomic impact in the geographic areasthat we serve across the UK, which issupported through effective collaborationwith our suppliers. Our overall target is toensure that 30% of our supply chain spendis with local suppliers.This year, M.A.G’s continuing focus oncarbon reduction and regional economicimpact is fully reflected in our supply chainactivity. We have strong relationshipswith our suppliers and partners andwe continually share knowledge andopportunities from carbon reduction toeducation and volunteering.Our overall targetis to ensure that30%of our supplychain spend is withlocal suppliers.Departures at Bournemouth Airportmagworld.co.uk

14OUR APPROACHM.A.G Corporate Social Responsibility Report 2012-13Corporate Social Responsibility StrategyM.A.G’s long-standing commitment tooperating responsibly and contributing tolocal, regional and national prosperity isat the core of our business.To be a successful sustainable, businesswe must continue to strive to improve ourperformance, maximise the social andeconomic benefits of our operations, whilstminimising any harm to the environmentor impact on our neighbours. We alsorecognise that we must constructivelyengage with our stakeholders andcontinually seek to understand whatmatters most to them. To this end, thisyear we have undertaken two initiativesto demonstrate our commitment andmaintain our leadership in this area.Firstly, we have revised our CSR strategyto ensure out targets and objectives aresuitable for the long-term. Secondly wehave undertaken a materiality reviewto confirm that we understand whatis important to our stakeholders. Formore information, please see the ‘Ourstakeholders’ section of this report.Improving and reportingon our impactsColleaOur success to date in this area, hasallowed us to reach and exceed targetsthat are under our control and we arecommitted to working with the industryand our partners to help reduce ourimpacts even further.By continuing to reduce emissions andeliminate waste, we will drive down ourimpact on the environment. We will continueto work closely with all stakeholders,particularly our local communities, to ensurethat they share the benefits of our success.Our focus on education and employmentcontributes to a broader economicregeneration Our and sustainability willcontinue to be olfurther eagues embedded withinall areas of our business; including oursupply chain.We are rightly proud of our track recordand recognise that our continued successwill be delivered by our people. We expectexceptional performance and will continueto invest in Our our employees, to ensure thatwe attract and Commun retain the best tie talent. Webelieve that it is important to share ourexperience and, as we work to implementour strategy, we will continue to reportregularly and publicly in an open andtransparent way.H3 Helping the Homeless into Housing employees witha Manchester Airport Community Trust Fund Trustee, afterreceiving £1,000 towards gardening tools and a newshed to establish community allotments at three temporaryaccommodation schemes, offering housing to homelessresidents in StockportCSR objectivesStrategic objective: We will make bestuse of natural resources and minimise theenvironmental impact of our operations.Key objectives include:■■ Adopt environmental managementB isystems that identify and minimise risk■■ Reduce climate change emissions byincreasing efficiency and obtainingenergy from renewable sources■■ Develop and adopt practices thatminimise disturbance and intrusivenoise■■ Ensure we protect the naturalenvironment by operating responsiblywithin environmental limits■■OurEnvironmentMinimise waste and promote recyclingOuBusine■■ Develop our business and our sitessensitively to protect the naturalenvironment.

OUR APPROACHM.A.G Corporate Social Responsibility Report 2012-1315OurCommunitiesOurColleagues munities BusineOurBusinessStrategic objective: By building enduringrelationships with our local communities,we will seek to understand the issues thatare important to them, to understand howour operations affect them and to use ourcombined skills and resources to worktogether for our mutual benefit.Key objectives include:■■ Use outreach programmes to positivelyengage with our communitiesOO■■ Use our people, skills and resourceses to improve school Communattendance leandenhance educational attainment of localchildren, so that they may be betterprepared to enter the world of work■■ Support local people to enhance theirskills and wherever possible provideopportunity to work at our airports■■ Encourage and support our peopleto participate in voluntary work thatsupports our broader CSR objectivesand benefits our business and thelocal communityStrategic objective: We seek to createa healthy workplace, which attractscommitted colleagues and we support anddevelop them throughout their careerswith us so that they may maximise theirrcontribution to our business.Key objectives include:m■■ Clearly articulate our values andensure they operate at all levels of ourbusiness■■ Operate programmes to identify,develop and reta n ta en ed peopleCommunitiesBusiness■■ Proactively consult and communicateto develop employee relations■■ Employ a systematic strategy topromote the health and well-being ofour colleaguesOurColl C n■■ Employ a certified and systematicmanagement of health and safety■■ Seek to provide fair treatment forall when entering our business andthroughout their careers with us.Strategic objective: We aim tomaximise our economic contribution,whilst always maintaining a fair andrespectful relationship with our supplychain and business partners.Key objectives include:■■ Select partners using evidence basedsupplier selection criteria■■Operate fair payment terms■■ Maximise our economic impact in theregions we serve■■ Seek suppliers who share our valuesand promote CSR■■Support the regions in which we operate■■ Provide a safe, secure and accessibleenvironment for our passengers thatmeets their travel needs.■■ Implement appropriate mitigationpolicies to support those who areimpacted by our operations■■ Where we receive complaints, dealwith them promptly, sensitively andprofessionally, using the informationprovided to guide the developmentof policy.magworld.co.uk

16OUR APPROACHM.A.G Corporate Social Responsibility Report 2012-13Managing sustainabilityAt M.A.G, sustainability is a priority atevery level, with the Board consideringCSR as a key strategic focus that shouldunderpin every aspect of the day-to-dayrunning of our airports in support of ourcompany vision.To allow open communication throughoutthe business, M.A.G has a CSR Board,which includes senior executives andrepresentation from the Group Board,including a Non-Executive Director. TheCSR Board provides independent reviewand allows work in this area to be openlyscrutinised and challenged. All findingsfrom the CSR Board are reported to theExecutive Committee and Group Board,in addition to performance updates fromeach airport.To manage day-to-day activities, eachairport has dedicated environment andcommunity relations teams, which areembedded within the operations functionat each airport. To further support theteams, there are a number of technicaland working groups within M.A.G andwith our partners to ensure best practice isshared and collaboration is maximised.These groups include:■■ Utilities Working Group (UWG)■■ Airport Community Networks■■ Liaison groups for EnvironmentalHealth Officers, Planning and Transport■■ Airport Safety Council■■ Sustainability Champions.Effective programme management is keyand all our airports are accredited to theInternational Environment ManagementStandard, ISO 14001. To achieve thisstandard the airports are regularly subjectto a rigorous and independent auditingprocess, in which they must prove that theymonitor and control their environmentalimpact, complying with around 130pieces of environmental legislation.These include: emissions from aircraftand vehicles, prevention of pollution oflocal watercourses and the ground, wastemanagement and recycling, aircraftnoise and track keeping and ecology andlandscape management.Our Sustainability Champions at workM.A.G has also this year, been awardeda platinum Big Tick, the highest possibleranking in Business in the Community’sCorporate Responsibility Index.The award is designed to challengecompanies on topics such as long-termplanning and environmental, social andeconomic contribution.

OUR APPROACHM.A.G Corporate Social Responsibility Report 2012-1317Our stakeholdersEffective communication with ourstakeholders is essential to ensuring thatwe behave as a responsible business,neighbour and corporate citizen.has helped us tailor environmental policieson noise mitigation, in particular to reflectany stakeholder concerns.In identifying our key stakeholders wehave sought to include groups who havegreatest involvement in our business orwho are most impacted by our operations.By their very nature, airports have a variedand complex structure of stakeholders.A carefully managed approach ensuresthat we have the right channels in place toachieve a genuine two-way dialogue, andthat we get the vital stakeholder feedbackthat informs our policies and approach.We believe that it is important for M.A.Gto contribute to the public policy debatesurrounding aviation and we are an activecontributor through a range of industryand trade associations. These include:The International Air Transport Association(IATA), Airports Council International (ACI),The Air Transport Action Group (ATAG)and The Airport Operators Association(AOA). M.A.G is also a member of themanaging council of the cross-industrycoalition Sustainable Aviation, withother industry partners including Rolls-Royce, Airbus and British Airways. Withthe publication of Carbon and NoiseRoadmaps by Sustainable Aviation, wehave been pleased to set out a longtermvision for the future of the aviationindustry that demonstrates how we canaccommodate substantial growth, whilstalso reducing our environmental impacts.Communication and engagementwith our key stakeholdersLong-term dialogue with local stakeholdershas been particularly important to usin understanding the effects that ouroperations have on our neighbours, inparticular those that live closest to ourairports. The feedback we have receivedCOMMUNICATION CHANNELSStakeholderColleaguesPartners and suppliersCommunityCustomersIndustry, regulatorybodies and governmentShareholdersEngagement channel–– Annual colleague briefings–– Team meetings–– Annual colleague opinion surveys–– Annual colleague achievement reviews–– Trade Union representation–– Monthly colleague forum meetings–– Communication channels; including intranet andcolleague magazine–– Tendering and contract review processes–– Ongoing awareness raising and training–– Regular site-wide forums–– Communication channels; including website, emails and magazine–– Regular outreach events (weekly at Manchester and bi-monthlyat East Midlands Airport)–– Attendance at Parish Council Meetings–– Quarterly dialogue with planning authorities–– Quarterly formal and informal liaison committees–– At least quarterly engagement with regional and local authorities–– At least quarterly dialogue with local elected representatives–– At least three times a year Independent Consultative Committeemeetings held at each airport–– Communication channels; including emails and newsletter–– Quarterly Airport Service Quality (ASQ) surveys–– On-site networking meetings–– Key account management–– Industry bodies–– Monthly meetings–– Monthly customer relationship management (CRM) emails–– Industry meetings–– Conferences–– Airport Operators Association–– Industry workshops–– Regular meetings–– Audits and site visits–– Public policy engagement–– Ongoing, proactive communications programme and AnnualShareholders’ Committeemagworld.co.uk

18OUR APPROACHM.A.G Corporate Social Responsibility Report 2012-13Our stakeholders continuedStrategic review of materialCSR issuesIn 2012-13, we undertook a systematicreview to ensure that we can be surethat our strategy and reporting continueto focus on those issues which are mostmaterial to our business. To ensurecomplete objectivity we commissionedan independent agency, which was ableto consider the reporting of our peersand research the views of a crosssectionof colleagues and some externalstakeholders. This process helped us to setout the most important issues, reflectingthe perspectives and priorities of ourstakeholders and our business.The results of our materiality review,as represented in the graphic shownopposite, confirms the absoluteimportance of providing a safe andsecure environment for our customers andof providing the best experience whentravelling from our airports. The prioritywe place on environmental protectionwas also validated through the materialityreview, confirming the importance ofdirectly addressing the environmentalconsequences of our operations,particularly noise and climate change.We must also continue to contribute to theregions we serve by investing in our localcommunities and by supporting economicdevelopment. We can only achieve theseaims by continuing to build a strong andprofitable business.We will continue to review and update ourmateriality assessment annually and in2014/15, we will seek to engage a wideraudience of our external stakeholders inthis process.Sustainability investment reportDigital Community Relations Annual ReportAirport City presentation

OUR APPROACHM.A.G Corporate Social Responsibility Report 2012-1319HIG H IMPORTANCE TO STAKEHOLDERS TO VERY VERY HIGH HDiversity and inclusionEmployeevolunteeringLocal sourcing/hiringEmployee reward and recognitionConstruction and buildingsAir qualitySurface access and connectivityd bEthics and complianceWaste and recyclingProcurement and supplier managementImpacts on our neighboursHazardous substancescompliance Wate managementLand use and biodiversityLoca Noise abatement c n m c dCustomer service and satisfactionInvesting in communityLocal economic developmentGalth vernanc and saftisfact Customer on safety and securityRegulatory complianceaClimate change,carbon emissions and energyoyee Occupational engagement health and safetyBEmployee engagementBusiness development and growthTraining and developmentPublic policy engagementRecruiting talentM.A.GProfitabilityHIGH IMPORTANCE TO M.A.G VERY HIGHOUR BUSINESS OUR PEOPLE OUR CUSTOMERS OUR COMMUNITIES OUR ENVIRONMENT FAST RISERSmagworld.co.uk

20Our AchievementsM.A.G Corporate Social Responsibility Report 2012-13

OurAchievementsOur environmentEnvironmental management 22Water and waste 26Managing our land 28Ground transport 29Our communityInvesting in our communities 30Colleague volunteering in our communities 33Reducing our impact 34Our peopleInvesting in our people 36Health and safety 37Colleague engagement 37Diversity and equality 39Training and development 40Reward and recognition 40Recruiting our workforce 41Our customersCustomer service 42Being safe and secure 44Customer feedback 44

22OUR ACHIEVEMENTSM.A.G Corporate Social Responsibility Report 2012-13Our EnvironmentEnvironmental ManagementIt is important that we actively reduce ourimpact on the environment, whilst balancingour operation as a commercial airport.Last year, the Group achieved itschallenging target of carbon neutralground operations at both East Midlandsand Bournemouth Airports. We areincredibly proud to have reached thismajor goal, but we know that moreremains to be done. We are now workinghard to achieve carbon neutral groundoperations at Manchester Airport by 2015and to share our knowledge and expertisewith our industry partners.Successful environmental managementhas to incorporate every area, so as wellas reducing carbon emissions, we workhard to manage and control our impactsrelating to water, waste, ecology andland use.M.A.G places great emphasis on abalanced approach and challengingtargets, leading to successful performancethat is what ultimately differentiates us fromour competitors and positions us as anindustry leader in this field.Energy efficient lighting at Manchester AirportM.A.G’s environment strategy aims atreducing the effects that our operationshave on the environment. The main focusareas are reducing carbon emissions,reducing energy usage, creating renewableoptions, noise abatement and air quality.The Group believes in sharing bestpractice across all sites and we work hardas one team to achieve the best results.We are proud to be purchasing 100%renewable electricity for Bournemouth,East Midlands and Manchester Airportsand in addition to all airports beingcertified to the ISO 14001 standard;all our airports have achieved theCarbon Trust Standard.Towards carbon neutralground operationsIn 2012-13, M.A.G continued toprogress its target of carbon neutralground operations at ManchesterAirport, with a particular focus on energyreduction. The airport has a dedicatedUtilities Working Group (UWG), taskedwith reducing energy consumption acrossthe site. Responsible for delivering morethan 14 green projects in 2011-12, theirwork in 2012-13 has included:■■Energy efficient lighting in Terminal 3.■■ Energy efficient lighting in Terminal 1,due to complete in September 2013.■■ Intelligent lighting controls in Terminal2 along with additional minor energyefficiency projects.These initiatives result in a total saving of5,101,122 kWh. The airport is on trackto reach the 25% energy reduction targetby 2015, in addition to carbon neutralground operations.Other milestones at ManchesterAirport include:■■ Working on the Carbon Challengewith our partners, a programmefirst launched in 2010 and now fullyestablished. Recently, the airport helda workshop to share expertise with ourservice partners to help them reducetheir energy bills and carbon footprint.This was held with lighting expertsPhilips, who showed the LED lightingrecently installed in the check in halls,which would also be suitable for areasof the members’ buildings.■■ Successful re-accreditation of theairport to Level 3 (Optimisation) in theAirport Carbon Accreditation scheme.■■ Continued participation in theCollaborative EnvironmentalManagement Group, whose aim isto create procedures to improve CO 2emissions performance. The Grouphas worked with partners including,Thomas Cook and National Air TrafficServices, to complete a successful trialof the optimum flight, which enableda passenger flight to significantlyreduce fuel consumption throughmore direct routing and making bestuse of available procedures, suchas Continuous Descent Approachlandings.

OUR ACHIEVEMENTSM.A.G Corporate Social Responsibility Report 2012-1323Bournemouth Airport achieved carbonneutral ground operations during thelast reporting period and has thereforefocused on reducing energy demands,with an energy saving of 246,348 kWhin 2012-13. Energy saving projects, haveincluded the replacement of car parklighting with LED lighting in car parks andreplacement of the heating system in theheadquarters building.Bournemouth Airport has also investedheavily in carbon reduction techniquesand renewable energy projects, and takenopportunities during the redevelopmentof the terminal to make it one of the mosteco-friendly buildings in the UK.However, the renewable and energy savingprojects put in place during 2011-12 arecontinuing to provide significant energysavings with the two commercial scale windturbines installed at the airport delivering5% of the airport’s electricity usage.Other milestones at East MidlandsAirport include:■■ A review of the surface water systemcontingencies for major spillages.■■ Completion of a travel to work survey,considering both airport and thirdparty staff. Details of the results canbe found in the ‘Ground Transport’section of this report.■■ The delivery of new wastemanagement arrangements.■■Renewal of the Carbon Trust Standard.■■ Completion of the collaborativeproject with DeMontfort Universitywhich examined the potential benefitsof retro-fitting energy saving projects inthe terminal building. The resultsare now being considered by theairport management.Energy and CO 2emissionsperformance dataOur success to date is shown in theperformance summarised below.A key part of the terminal redevelopmentwas the low carbon Arrivals building,which is designed to produce 70% feweremissions than a conventional design. Thebuilding’s orientation makes maximumpossible use of solar gain – with theinstallation of 323 photovoltaic panels onthe roof, solar shading, daylight use andnatural ventilation. During 2012-13, thisproject alone saved 55,382kWh of energy.East Midlands Airport also achievedcarbon neutrality in the last reportingperiod, so the airport has focused on otherenvironmental aspects, whilst continuing tomanage the carbon and energy reductionmeasures already in place.East Midlands Airport is currentlyredeveloping the terminal building (pleasesee ‘Our Future’ section of this report formore information on the environmentalmeasures being incorporated). Due tothis major project, energy reduction at theairport has not changed since the previousreporting period.Total M.A.G gross CO 2emissions (tonnes)Source 2009 2010 2011 2012Gas 18,301 20,165 16,673 20,983Electricity 54,024 47,256 11,411 0Gas Oil 332 2,392 474 310Vehicle Fuel 4,512 4,561 4,529 6,238Liquefied petroleum gas N/A 40 21 22Fire Training N/A N/A N/A 90Carbon offset creditsN/A N/A N/A (3,741)(EMA and BOH only)TOTAL 77,169 74,414 33,108 23,902NOTES:1 Since our commitment to carbon neutrality was made, the voluntary carbon reporting guidelines publishedby DEFRA have been revised. DEFRA’s long-standing advice that electricity from renewable sources such aswind and solar should be assumed to give rise to zero CO 2emissions has changed. This change createsa significant negative impact on our business case for investment in renewable/zero carbon technology,eliminating the incentive to purchase renewable electricity at a premium. We believe that generating andpurchasing renewable electricity can make an important contribution to reducing our CO 2emissions and thatindustry can play an important part in stimulating the generation of the UK renewables industry. For this reasonwe are reporting our carbon emissions this year against our commitment as we originally set it out. Excludingthe benefit of electricity purchased from renewable sources would have increased M.A.G’s emissions by82,118 tonnes in 2012-13.2 The data above shows M.A.G’s total CO 2emissions as covered by our Carbon Neutral Commitment.This includes Scope 1 (oil, gas, and vehicle fuel), Scope 2 (electricity) and some Scope 3 (electricity, heatingoil and fuel supplied to third-party tenants). The May 2012 DEFRA Emission Factors were used to calculate the2012 footprint.magworld.co.uk

24OUR ACHIEVEMENTSM.A.G Corporate Social Responsibility Report 2012-13CO 2emissions by source (tonnes)Direct CO 2Indirect CO 2Airport Gas Gas oil Vehicle Fuel Liquefiedpetroleum gasFire Training Electricity Carbon offsetcreditsManchester Airport 19,727 0 4,110 10 56 0 0East Midlands Airport 1,257 143 1,860 0 24 0 (3,284)Bournemouth Airport 0 167 267 12 11 0 (457)Total 20,983 310 6,238 22 90 0 (3,741)Direct and indirect energy consumption2009 2010 2011 2012-13DirectIndirectVehicle fuelDiesel (litres) 1,548,521Petrol (litres) 0Gas oil (litres) 99,924 1 1,693,7531 1 1,709,0921 1 2,330,8391 1Buildings energyNatural gas (MWh) 90,764 109,083 90,204 102,318Liquefied petroleum gas (litres) 54 2,909 13,943 14,181Gas oil (litres) 123,972 877,386 171,918 112,500Buildings energyElectricity (MWh) 182,217 168,630 168,464 N/AImported Renewable (MWh) N/A N/A N/A 158,331On-site renewable (MWh) N/A N/A N/A 523NOTE:1 This is the total vehicle fuel consumption of diesel and gas oil.Please note: All figures prior to 2012, include data for Humberside Airport.Alternative energy at East Midlands Airport Recycling focus Colleagues join the green travel revolution

OUR ACHIEVEMENTSM.A.G Corporate Social Responsibility Report 2012-1325Direct and indirect energy consumption by airportDirectIndirectAirportGas(kWh)Gas oil(litres)Vehicle fuel(litres)Liquefied petroleumgas (litres)Electricity(kWh)RenewableElectricity (kWh)Manchester Airport 96,189,382 0 1,557,295 6,443 118,716,376 0East Midlands Airport 6,128,612 52,000 675,099 0 20,168,827 467,778Bournemouth Airport - 60,500 98,445 7,738 19,445,974 55,384Total 102,317,994 112,500 2,330,839 14,181 158,331,177 523,162Proportion of M.A.G’s electricity use from renewable sources (%)2009-10 2010-11 2011-12 2012-1350 50 100 100Fuel efficient cooking stoves in Uganda50%50%100%100%2009-102010-112011-122012-13During 2012/13, M.A.G purchasedcarbon offset credits for the 3,741remaining tonnes of carbon emissionsat both East Midlands and BournemouthAirports. The Group placed significantpriority on supporting the right projectand wanted to ensure that the project waslinked to our CSR work. The independentlyverified Gold Standard carbon offsetproject selected, involves the distributionof fuel efficient cook stoves in areas ofUganda, including those surrounding theWellspring medical centre, operated byMedcare, M.A.G’s official partner charity.This project directly addresses climatechange, in addition to improving thelivelihoods of households by savingmoney and time, reducing labourburdens, boosting incomes and fightingdeforestation. The cook stoves benefit bothlocal communities and the environment byreducing fuel consumption by up to 50%.magworld.co.uk

26OUR ACHIEVEMENTSM.A.G Corporate Social Responsibility Report 2012-13Water And WasteManaging our impact on the quality ofwater and the amount of waste divertedfrom landfill is extremely important toM.A.G and we have robust strategies inplace to ensure that this is managed andcontrolled correctly.We are committed to reducing waterconsumption by cutting wastage andpromoting effective water management.Our ultimate goal is to send zero wasteto landfill. M.A.G is already the leadingairport group in the UK for wastediverted from landfill, as a result of ourcommitments to produce less waste,increase the amount of waste divertedfrom landfill and maximise the sourcesegregation of waste on-site.Mains water consumptionMost of M.A.G’s water is from mainssupply for use on-site. During 2012-13,M.A.G’s airport sites consumed 757,035cubic meters of mains water and harvested430 cubic meters of rainwater at EastMidlands Airport.Water monitoring equipmentEvery tenant premises based on our sitesis fitted with a water meter to encourageour partners to share the responsibility forreducing water usage. We work with ourtenants to accurately measure use andtarget improvements.Mains water consumption(cubic metres)2009-10 2010-11 2011-12 2012-13866,808 907,779 794,436 757,035Local water qualityM.A.G places a significant emphasis onmaking sure that rainwater that runs offour sites into drains and local waterwaysis the correct quality, to reduce any risk ofpollution and contamination from essentialoperations.We are closely controlled and regulatedby the Environment Agency and weactively monitor our own and our tenantsoperations closely, including issuingguidance to ensure we stay within thecorrect limits.Due to the prolonged period of snowthat the UK experienced over the winterof 2012-13, the airports had to maintaincorrect disposal of de-icer. During thereporting period, 1,513 cubic metres ofde-icer was used.Manchester Airport is working withLancaster University to support a threeyear PhD project that will look at howenvironmental impacts from aircraftand airfield pavement de-icing can bereduced. The study will analyse whenand how the de-icing products areused, to investigate if changes can bemade to reduce the fluid usage withoutcompromising on safety. The study willalso look at ways in which the de-icingfluids might be recycled.Water quality testing: Sampleswithin effluent discharge consentlimits (Target 100%)Manchester Airport100% 97% 100% 100%20092010East Midlands Airport20112012100% 100% 100% 66% 120092010Bournemouth Airport20112012Not reported 100% 100%2009201020112012NOTE:1 Three samples over the period were taken from twopoints (fire training site and aircraft washstand) overone month. One test failed and remedial works wereundertaken immediately, resulting in a successfulretest the following month.

OUR ACHIEVEMENTSM.A.G Corporate Social Responsibility Report 2012-1327Water quality testing: Sampleswithin surface water dischargeconsent limits (Target 100%)Manchester Airport100% 97% 97% 96%20092010East Midlands Airport2011201296% 100% 100% 95%20092010Bournemouth Airport20112012100% 100% 100% 100%Waste managementManaging waste on an airport siteis a complex activity, due to the wideranging materials that come frommany different sources.At every M.A.G airport, we work closelywith our business partners to influencehow they manage waste and toencourage and promote recycling. Weprovide training and raise awarenesswith our partners on waste minimisationand recycling, induction training onsegregation and the use of waste facilitiesto maximise the amount of waste that canbe segregated and diverted from landfill.M.A.G is always looking to share bestpractice across the industry and createinnovative ways of working, involvingour cleaning staff, partners and otherbusinesses in our industry. To supportDiverting waste from landfillthis, a member of the Environment teamat Manchester Airport chairs a coalitionof UK airlines and airports, specificallylooking at techniques to increase theamount of aircraft waste that is recycled.2009201020112012Total waste (tonnes)2009-10 2010-11 2011-12 2012-13Manchester Airport 7,331* 6,439 7,044 7,934East Midlands Airport † Not reported 599 632 588Bournemouth Airport Not reported Not reported 108 140Total 7,331* 7,035 7,784 8,662*Manchester Airport and East Midlands Airport combined. † East Midlands Airport is reported on a calendar year basis.Proportion of waste diverted from landfill (%)2009-10 2010-11 2011-12 2012-13Manchester Airport 21 43 63 71East Midlands Airport*(2009)46(2010)84 (2011) 88(2012)86Bournemouth Airport Not reported Not reported 40 50*East Midlands Airport is reported on a calendar year basis.magworld.co.uk

28OUR ACHIEVEMENTSM.A.G Corporate Social Responsibility Report 2012-13Managing Our LandWe place great importance on managing,protecting and enhancing the qualityof land around our airports. Byacknowledging the value of our land, wecan safeguard and maintain the areassurrounding our airports, benefitingthe environment, biodiversity and thecommunity.Land managedM.A.G manages 1,611 hectares of landand each airport Master Plan (availableon the airport websites) details howthese areas are specifically managed. In2012-13, the area within the boundariesof Manchester Airport was increased tofacilitate the development of Airport City.Landscape and ecologyA substantial amount of land has beendedicated as valuable landscape andecology resources at our airport sites,including the rural areas outside ourboundaries.Manchester Airport has a 30 year planto manage over 350 hectares of land tosupport local biodiversity, following theconstruction of a second runway. As partof the development of the World LogisticsHub at Manchester, 15 hectares of land(30% of the site area) will be used forlandscape and ecological mitigation, withadditional land outside the site boundarybeing used for further planting andamphibian conservation.Around 80 hectares of the airport site atBournemouth is designated as a Site ofSpecial Scientific Interest and is carefullymanaged and preserved by the airportteam. The airport works with NaturalEngland and local wildlife groups tomonitor and protect this importantheathland habitat.M.A.G is also committed to promotingthe highest possible safety standards andto this end, ensures that all wildlife activitywithin the operational boundaries iscarefully managed. Bird activity and localbird populations are continually monitoredand managed to keep the areas in whichaircraft operate free from birds by makingthe airfield an unattractive habitat in orderto minimise the risk of bird strikes. Birdstrikes are recorded at each airport andare measured per 10,000 movements.Bird strikes 2012-13Airport per 10,000movementsBournemouth Airport 2.49East Midlands Airport 5.58Manchester Airport 5.68Bournemouth AirportEast Midlands AirportManchester Airport366 (hectares)445 (hectares)800 (hectares)East Midlands Airport also worksextremely hard to protect and maintainthe surrounding natural environment,whilst enhancing the area for visitors andlocal residents. During 2012-13, thelatest in a series of artwork pieces wasinstalled on the airport’s perimeter trail.The new piece, made of oak and steel anddepicting a plane in flight, is called theSky Ladder and was created by Doncasterbased sculptor Daniel Jones with inputfrom the Prince’s Trust Coalville Team of16-24 year olds.Daniel Jones’ Sky Ladder sculpture

OUR ACHIEVEMENTSM.A.G Corporate Social Responsibility Report 2012-1329Ground TransportM.A.G is dedicated to ensuring thatour airports are well connected to theregions that we serve and we take a veryactive role in promoting environmentallysound travel options to our passengersand staff members. Each airport has asurface access strategy, which allows usto manage and seek the best options forpublic transport and sustainability.In 2011, construction began on a £1.4billion project to upgrade and extend,Manchester’s Metrolink, the light railsystem, in order to create and improveaccess links to the airport site. This will becrucial in ensuring that Airport City has theessential links with Greater Manchesterthat are fast, frequent and green. TheMetrolink extension project is progressingwell and is due to be completed in 2016.East Midlands Airport has a long-standingbus network that offers transport from thethree major cities and local villages thatsurround the airport. During the pastyear, the total bus passengers carriedon the dedicated network, Skylink,was increased by 10% to 1,544,215passengers. For the past 10 years, theairport has conducted an annual Travelto Work survey, in order to monitorprogress made against committed targetsto improve sustainable modal share.The data shows that modal share hasimproved incrementally over this periodand as the trend line is very stable it wasdecided that these surveys would takeplace every two years going forward.For this year’s Travel to Work survey atEast Midlands Airport, face-to-face fieldresearch was conducted across the airport,interviewing 1,249 members of staff fromapproximately 100 employers on the site.This work was undertaken over a six weeksperiod from the start of August 2012and represents a statistically valid 20%response rate.The results show the sustainable modalshare split as; 9.4% bus use, 13.9% carshare and 1.6% cycling. A further 17.8%of respondents said they would considerusing the bus and 5.2% would considercycling, showing the potential for furthermodal change improvements.At Bournemouth Airport, the teamwork hard to assess the demand forpublic transport and to offer transportoptions. Although these are somewhatlimited due to the airport’s rural location,the airport subsidises a regional bus linkbetween the airport and Bournemouth CityCentre, where passengers can connectwith the local bus and train network.For colleagues employed by M.A.G, theGroup offers a Cycle to Work scheme,which allows employees the option ofhiring a bicycle and cycle safety equipmentover a 12 month pay-back period withouthaving to pay Tax, National Insurance orVAT on the payments.East Midlands Airport Skylink busesManchester Metrolink system in operationmagworld.co.uk

30OUR ACHIEVEMENTSM.A.G Corporate Social Responsibility Report 2012-13Our COMMUNITYInvesting in our communitiesM.A.G strives to be a responsibleand considerate neighbour, carefullyconsidering the needs of our communities,whilst positively contributing to regionaleconomic development.We want to target the benefits ofemployment locally and support theeducation of our future workforce.Relationships with our local communitiesare two-way and constructive, and weseek to understand what matters mostto communities so we can direct ourefforts accordingly.Having an open and honest dialoguewith our stakeholders, allows thesegroups to see the value that we add to theeconomy and how we are managing ouroperations, while enabling them to directtheir feedback to us.Medcare charity work in UgandaM.A.G’s approach is to look further thanjust minimising the impact from ouroperations. For us, being a responsiblebusiness is about investing in ourcommunities by providing funding,education, time and resource to importantprojects, schools and local groups.Making sure we are visible in ourcommunities is important to us andwe promote two way communicationsin a number of ways, ranging fromday-to-day interactions, special invites,parish meetings, regular outreach eventsand Independent ConsultativeCommittee meetings.For instance in total during 2012-13, theManchester Airport team met with 121elected representatives, 205 individualsand 6,051 local people across a varietyof meetings. New meetings and eventsfor 2012-13 included: a new series ofregular meetings with faith leaders inpartnership with the Airport’s Chaplaincy:and the Autumn Leaves programme. Aspart of this programme, over the courseof three events 20 colleagues hosted 300elderly people in Wythenshawe, where theguests enjoyed a three course lunch, withentertainment by the Manchester Airportchoir and a local amateur dramatic group.Investing in charitiesM.A.G’s Group-wide company charity isMedcare, a British-based charity whosepurpose is to ensure health equalities forsick, vulnerable and deprived children inthe developing world, through medicaland social care. Their initial programme isbased in Uganda, focusing on the work ofthe Wellspring Children’s Medical Centrein Kamutuuza and associated projects.Lee Bennett, Princes Trust Mentor on a group activity dayIn 2011, M.A.G committed to raising£80,000 in 2012. Through a number ofcorporate events and staff fundraising, weare pleased to say that we met the targetfor this year. Fundraising activities arecontinuing into 2013/14, with a recentgolf day raising £17,000.At East Midlands Airport, a team ofcolleagues has continued to support ThePrince’s Trust by supporting a locally basedproject in Coalville. This works with 15young people on a 12 week programme,developing confidence, team-building,workplace and practical skills. In addition,one colleague at East Midlands Airporthas become a mentor for The Prince’sTrust on one of their team programmes,working with 16-24 year olds. Theprogramme is designed to give youngpeople the workplace skills, such as teamworkingand interview techniques, whichthey will need to develop for their futurecareer. Support from the mentor includesattending residential courses that buildon communication skills through teamactivities such as walking and caving.Overall, 48 young people have benefitedfrom the help of this colleague.

OUR ACHIEVEMENTSM.A.G Corporate Social Responsibility Report 2012-1331Our Community FundsOur airports all operate independentlymanaged community funds, which are inplace to help local groups and charitieswith the aim of benefiting local residentsand allowing small groups to expandtheir offering.During 2012-13, over £173,000 wasdonated to groups in the surroundingareas of our airports, bringing assistanceand help to 160 groups. The funds ofManchester and East Midlands Airportsconsist of the airport contribution togetherwith fines from aircraft that infringe strictnoise level regulations.Manchester Airport’s Community Fundis now in its sixteenth year. This year itdonated £109,378 to 66 groups forcommunity, environmental or socialprojects. Examples include £768 toBenchill Tool Hire towards Lawnmowersand tools for their assisted gardeningservice and £1,000 donated to H3Helping the Homeless into Housing,which went towards a child friendlygarden project.In 2012-13, Manchester Airport donated£100,000 to the community fund and afurther £9,450 was collected through aircraftfines. At East Midlands Airport the airportdonated £50,000 to its fund with a further£4,200 being added from aircraft fines.Community Fund donations 2012-13DURING 2012-13, OVER£173,000WAS DONATED TO GROUPSIN THE SURROUNDINGAREAS OF OUR AIRPORTS,BRINGING ASSISTANCEAND HELP TO 160 GROUPS.The East Midlands Airport CommunityFund has this year celebrated its tenthanniversary. During this time it has helped89 groups, by donating £52,189. Thisranges from £1,000 for footpath signagefor the Melbourne Footpath Groups to£500 towards portable staging for theAshby Concert Band.Bournemouth Airport has this yearexceeded the amount donated last year,helping five groups with over £11,500.Recent examples include £1,974donated to the Dorset Wildlife Trust fornew information boards around SopleyCommon reserve and £3,529 donated tothe Mudeford Wood Community Trust fornew flooring.Supporting arts and culturein our regionsM.A.G is one of the largest arts sponsorsin the UK and is committed to supportingthis important area. This year alone weinvested over £400,000 in arts andculture initiatives.M.A.G’s programme has been establishedfor 24 years and our objective remains topromote arts, create and sustain jobs, andexpand the cultural life of our local areas.Major arts and culture events and groupsthat we supported in 2012-13 were:■■■■■■The LowryManchester International FestivalRoyal Exchange.Bournemouth Airport Community Fund donated£1,974 to the Dorset Wildlife TrustAirport Groups funded Total donatedBournemouth Airport 5 £11,792East Midlands Airport 89 £52,189Manchester Airport 66 £109, 378Total 160 £173,359magworld.co.uk

32OUR ACHIEVEMENTSM.A.G Corporate Social Responsibility Report 2012-13Investing in educationM.A.G believes that by investing ineducation and offering opportunities toschools, colleges, community groupsand adult education, we can becomea truly sustainable organisation, whichencourages our future workforce.Work experience programmes andeducation programmes for many agelevels are in place at all M.A.G airports.Each airport ensures that all educationresources support the national curriculumand offer motivating places to learn.Manchester Airport remains the proudlead sponsor for the Manchester EnterpriseAcademy (MEA), which is a purpose-builtfacility providing 750 places for 11–16year olds, with post-16 provision for 120students. The academy offers diplomaqualifications in aviation and travel, inwhich the airport actively supports studentsto learn about the world of work and MEAstaff to motivate young people to learn.In addition, Manchester Airport this year hassuccessfully supported many schools acrossthe region and launched some particularlyinnovative projects. A recent example isDragons Den, in which 18 schools tookpart in creating an item for sale at a marketin Manchester for £5, which would besuitable for a family member. The exerciseallowed the children to be commerciallyminded, whilst demonstrating creativity andinnovation skills. The scheme raised a totalof £9,000 for local hospices.Manchester Airport also created aneducational iBook, which was a newventure for 2012-13. We believe that weare the first airport to invest in this typeof technology as an education resource.The iBook, is called ‘Manchester Airporta Flying Visit’ and it educates the readerDragons Den supported by Manchester Airporton the airport’s history and operationsthrough a combination of film and text.Continuing to support attendancethroughout schools in our communityhas also been a priority this year, withManchester Airport supporting the annualattendance awards. In 2012-13,5,000 local children from 15 localschools enrolled in the scheme, achievingbadges and certificates for regular schoolattendance. 100% attendance awardswere presented by senior managers atManchester Airport in July 2012.M.A.G also supported a number of nationaldays during 2012-13, including Bring YourChild to Work Day. For this our airportscreate a specific learning programme,which offers a number of staff memberschildren an education and interactive day,learning about the airport and the roles thatare available. We also supported WorldBook Day, when colleagues from acrossthe Group visited schools to read to thechildren. The books used were also left withthe schools as a donation.At Bournemouth Airport, colleagues andthe airport have supported local schoolsby attending a number of career days andevents. This gives colleagues the opportunityto discuss the students’ work andaspirations, whilst providing informationon the airport careers and the benefits ofworking for such a large company.During 2012-13, East Midlands Airportcontinued to invest time, funding andresource into the Aerozone, dedicated onsiteeducation centre, which saw the mostsuccessful year to date. A total of 3,411young people visited the Aerozone this year.The Aerozone is open to groups of allages studying airport-related subjects,such as, science, engineering and tourism.Visitors benefit from education resourcesand facilities and an interactive airportexperience, called East Minilands, whichallows the children to try out the differenttypes of jobs at the airport.East Midlands Airport is also nowconcentrating on education andemployability at an adult level, with theHead of Customer Experience beingheavily involved in the Institute of YoungDirectors, offering advice, support andexpertise from the perspective of a largecommercial business in the Midlands.‘Bring your child to work day’

OUR ACHIEVEMENTSM.A.G Corporate Social Responsibility Report 2012-1333Colleague volunteering in our communitiesAt M.A.G we have a talented team.Offering their skills, time and expertiseon a voluntary basis to local projectsprovides invaluable support to our localcommunities and a great developmentopportunity for our people.During 2012-13, over 6,336 hours werevolunteered by M.A.G colleagues, a 29%increase on the previous year.Our schemes offer all colleagues theopportunity to be involved and recogniseand reward the outstanding efforts of thosewho volunteer, with at least one paid day ayear set aside for volunteering activities.Bournemouth Airport colleaguesrecorded 148 hours on various projects.These include school governor duties,tree clearance from the neighbouringheathland and visiting a local school’scareer day to take part in a discussionabout airport job opportunities.At Manchester Airport, a total of 5,556volunteering hours were recorded bycolleagues, a 32% increase on theprevious year. This is a credit to thescheme’s effectiveness and theenthusiasm of the colleagues involved.Volunteering opportunities range frombeing reading mentors to taking part incommunity projects.At East Midlands Airport, a huge effortresulted in the airport achieving the targetof 20% of all staff members taking part involunteering. During this year, 632 hoursof volunteering were recorded by 106colleagues, in activities ranging from mockinterviews in secondary schools to treefelling in a local country park.EMA colleagues volunteering in a local programmeColleague volunteeringhours across M.A.GBournemouth 130Manchester 3,780East Midlands 559Bournemouth 148Manchester 5,556East Midlands 632DURING 2012-13, OVER6,336HOURS HAVE BEENVOLUNTEERED By M.A.GCOLLEAGUES, A 29%INCREASE ON THEPREVIOUS YEAR.2011-12 2012-13Total 4,469 Total 6,336‘Autumn Leaves’ programme in action whereelderly guests enjoyed a three course lunchmagworld.co.uk

34OUR ACHIEVEMENTSM.A.G Corporate Social Responsibility Report 2012-13Reducing our impactWe know that to truly be a responsible andconsiderate neighbour we must look at theareas that our communities tell us have thegreatest impact on their lives. To this end,we take a very active role along with ourpartners in reducing and controlling noiseand managing air quality.Reducing operational noiseWe understand that the noise caused byaircraft can be intrusive for local residentsand our airports and airline partners arecontinually investing in quieter aircraftand mitigation schemes.We take this issuevery seriously. Over many years we haveintroduced comprehensive measuresto minimise the impact of noise and toensure strict limits are upheld.Monitoring and calculating noise footprintsis a key part of our noise action plans,which are reports in place at each airport.We believe that local noise action plansand the supporting consultation andengagement that we undertake providea valuable opportunity to ensure that ourprogrammes are subject to regular reviewand stakeholder dialogue. We measurethe impact of aircraft noise at leastannually around airports by preparingdaytime and night noise footprints.These provide information on the noiselevels from aircraft activity and displaythe areas affected.This year, complaints across our airportshave reduced again. We continue to engagewith communities impacted by noise andwe work hard, along with our partners toreduce noise and to share data and reports.It is extremely important that local peoplehave access to the data that we produce.We therefore publish monitoring results onComplaints about noiseManchester Airport2009 2010 2011 2012-131,282 1,084 739 794East Midlands Airport2009 2010 2011 20121,064 800 600 425Bournemouth Airport2009 2010 2011 2012-13† † 1,013 1,159†This information has not been recordedat Bournemouth Airport.our airport websites. At Bournemouth andEast Midlands Airports, we use WebTrak,a system that enables any visitor to ourwebsite to replay radar recordings trackingaircraft operating to and from our airports.Our aim is to reduce noise at sourceand to work closely with our partners.However, where this is not possible, M.A.Ghas schemes in place to help residentswho are most affected. Examples are theSound Insulation Grant and a roof repairscheme for vortex damage (more detailson these schemes can be found on theairports websites).To successfully manage noise, we requireour partners to use procedures such asPreferred Noise Routes, where aircraft areasked to remain on dedicated flight pathsto avoid built up areas and the ContinuousDescent Approach, where the aircraft isgradually descended to reduce noise andfuel burn. We also enforce maximumnoise limits. Where limits are not adheredto we impose fines: the money raised isdonated to the airport’s Community Fund.Noise monitoring at Manchester Airport

OUR ACHIEVEMENTSM.A.G Corporate Social Responsibility Report 2012-1335Departures within preferred noise routes* (%)Airport 2009 2010 2011 2012Manchester Airport 98 97 98 97East Midlands Airport 98 99 98 98*This information is not measured at Bournemouth Airport.Total noise fines paid by airlines to our community funds* (£)Airport 2009 2010 2011 2012Manchester Airport 11,850 23,100 16,650 9,450East Midlands Airport 22,050 3,450 3,750 4,200*This information is not measured at Bournemouth Airport.Flights using continuous descent approach (%)Airport 2009 2010 2011 2012 TargetManchester Airport* 78 77 71 86 N/AEast Midlands Airport 87 86 90 93 80*Information for Manchester is measured on night flights only. Informationfor East Midlands Airport is for all flights. This information is not available forBournemouth Airport.Air quality monitoring at Manchester Airport* (μg per m 3 )2009 2010 2011 2012 National standard(annual mean)NO 224.1 28.1 22.8 24.4 40.0PM 1017.7 16.6 15.3 13.4 40.0O 331.5 34.3 46.1 43.4 N/A*These figures are annual means for Manchester Airport’s air quality monitoring site.Managing air qualityIn common with other forms of transport,including cars and lorries, airport operationsproduce emissions that can affect localair quality. Measuring and managing airquality is a complex and essential part ofour environment and community strategies.We know that this is an important issue forour local communities, our colleagues andthe environment.Air quality is monitored at all our airportsand to provide reassurance to the localcommunity East Midlands and ManchesterAirports have installed continuousair quality monitoring equipment. AtManchester Airport, there is an air qualitymonitoring site, which forms part of theNational Air Quality Monitoring Network.We know that concentration levels ofpollutants are variable and can beaffected significantly by changing weatherpatterns. Changing levels of nitrogendioxide and fine particulates can vary fromyear to year and in the short-term theyshould not be considered representativeof a trend. Concentrations are monitoredover longer periods, and nitrogen dioxideand particulate levels remain below thenational limits.In addition to continually monitoringair quality and vehicle emissions, EastMidlands Airport has this year embarkedon a further monitoring exercise; to studythe effect of odours. The study requestsmembers of the community to feedback directly to the airport through aquestionnaire, over a 12 month period.magworld.co.uk

36OUR ACHIEVEMENTSM.A.G Corporate Social Responsibility Report 2012-13Our PEOPLEM.A.G recognises that its people are vitalto the success of our business. As a largeemployer in every region we serve, weaspire to attract ambitious people who areforward-thinking and creative.Through the knowledge, experience andprofessionalism of our people, we areconfident we will continue to build trustin our operations and we will achieveour vision to become the premier airportmanagement and services company.Acquiring Stansted Airport has allowedthe organisation to build greatercapability, we have gained a workforcewith considerable experience and expertiseand we are looking forward to our newcolleagues playing a full part withinM.A.G. Our aim is to think and act as oneteam across multiple sites, demonstratingmutual trust and respect and sharing inthe success of our business.Investing in our peopleInvestment in our people is vital to ourbusiness success and to achieving ourstrategy and objectives. We have over2,700 colleagues across our sites andour airports offer many different jobroles. We strive to offer our people realopportunities and to help to develop theirskills so that they may achieve their goalsand aspirations.During 2012-13, M.A.G was proudto have held the Investors in Peopleaccreditation, a standard for businessesthat are committed to supporting anddeveloping their people. This commitmentto our colleagues is the foundation ofour people strategy and targets for themedium and long-term.Employment types (%)*Permanent TemporaryFull time 73.74 3.41Part time 13.69 6.87*Casual employment represents 2.29%.Average number of employees*Airport 2011 2012 2013Manchester Airport 2,072 2,082 2,085Proportion of employeesby division (%)Manchester Airport 76.17East Midlands Airport 17.50Bournemouth Airport 6.32East Midlands Airport 245 242 479Bournemouth Airport 125 130 173Total 2,591 2,554 2,737*The figures are an average number of employees throughout the year, due to theseasonal variations of staffing levels during operational peak periods.

OUR ACHIEVEMENTSM.A.G Corporate Social Responsibility Report 2012-1337Health and safetyM.A.G has a robust health and safetystrategy in place to ensure our colleaguesare protected and we continue todevelop and operate to the highest andsafest possible standard. Health andsafety risk assessment is embedded intodaily management routines and safetyperformance is monitored by specificcommittees that are in turn overseen by acorporate Health and Safety Committeewith Board-level oversight.Colleagues are encouraged to proactivelyinfluence effective health and safetythrough local airport Health and SafetyCommittee meetings. To supportmanagement, employee training, auditingand specialist advice on health and safetyfor both operational and non-operationalrequirements is in place.During the past year, each airport hascontinued to progress with their individualSafety Improvement Plans and this year,we are proud to have achieved theBritish Standard for health and safetyaccreditation, OHSAS 18001. Theaccreditation gives an assurance of thequality of the Safety Management Systemand its relevance to the organisation.Total M.A.G health and safety incidentsTo achieve this internationally recognisedstandard, an external audit of our policyand 39 other aspects of safety was carriedout across the organisation.In line with our targets set last year, theGroup has introduced a web-basedhealth and safety system, making it moreaccessible to all colleagues. The newsystem also covers a greater range ofperformance measures, including injuryreporting, near miss reporting, first aidreporting and hazard reporting.WE ARE PROUD TO HAVEACHIEVED THE BRITISHSTANDARD FOR HEALTH ANDSAFETY ACCREDITATION:OHSAS180012009-10 2010-11 2011-12 2012-13RIDDOR* reportable34 33 28 27incidentsOther incidents 254 259 170 241Total accidents 288 292 198 268Colleague engagementEngaging colleagues in the business andencouraging two way communication atall levels is key to the success of M.A.G.Our colleagues are our greatest and mostvaluable asset. It’s essential they havethe opportunity to voice their concerns,put forward suggestions and proactivelycontribute to the growth of the business.Well informed, engaged colleagues delivergreat service to customers and go the extramile looking for continuous improvementsand new ways of doing things.Employee opinion surveyEvery year, M.A.G runs an employeeopinion survey to encourage colleagues toshare their views on what it’s like to workat M.A.G. The survey is based upon keyengagement indicators, such as leadership,reward, performance, development,communication and general work life. Theresults are carefully analysed and used todevelop company-wide and local actionplans to address areas in which colleaguesfeel the business could improve.The survey is undertaken independentlyand in 2012-13, M.A.G employed anew provider in order to obtain a moreaccurate picture of colleague engagementand more support with the action planningprocess. The use of improved technologymeant that this year, we were able to offerthe survey to colleagues online, with theuse of iPads in operational areas.*RIDDOR stands for the reporting of injuries, diseases and dangerous occurrencesregulations. The regulations stipulate the most serious types of incidents, which must bereported to the Health and Safety Executive.magworld.co.uk

38OUR ACHIEVEMENTSM.A.G Corporate Social Responsibility Report 2012-13Employee opinion survey continuedThe 2012-13 survey results areunavailable at the time of going to print.However each airport continues to supportengagement as a high priority, focusingon implementing the local action planspreviously in place. Some examplesinclude increasing the visibility of seniorleaders, implementing a Roster SteeringGroup to discuss shift patterns and work/home life balance, workshops to map outend to end processes in Car Parks.M.A.G has maintained a strong focuson engagement too. This year, welaunched MyMAG: our promise to ourpeople. MyMAG covers all aspects of ouremployees’ working lives and helps uscommunicate the benefits of being partof the Group. It also helps us introducenew starters to their jobs and careers,demonstrating our commitment tolearning, and helps support and guide ourpeople, at whatever stage of their career.The 2012-13 engagement scores areexpected to be available in July, at whichpoint they will be shared with local teamsand action plans devised in support of theresults. We will also use the survey resultsto complete a sense-check of the M.A.GPeople Strategy to ensure that we arefocusing on the key drivers of engagement.Throughout 2013 we will continue todevelop and improve MyMAG and hopeto see this improvement reflected in the2014 employee survey results.Colleague communicationColleague communication is deliveredthrough a number of channels and weensure that our communications areopen and honest, promoting a genuinetwo-way dialogue.M.A.G communication channels include:■■ Our intranet site, The Interchange,which has now been rebranded toreflect the launch of MyMAG■■ Our quarterly employee magazine■■ Colleague emails – these are nowpart of the new MyMAG brand andare helping to group news andannouncements under the relevantMyMAG subject area■■ Notice boards and Plasma screens■■ Posters■■ Payslip attachments.The majority of M.A.G colleagues workin operational roles and are not deskbased.Therefore, we want to ensurethat they have access to all the electroniccommunications that our desk-basedcolleagues receive. On that basis, wehave been working on the introduction ofplasma screens in rest and break areas todisplay key business news and updates toall colleagues. These will be rolled out atall airports during 2013.Face-to-face communication is also anessential part of our communicationsstrategy ensuring there is the opportunityfor two-way dialogue. We have a numberof communication events scheduledthroughout the year, including:■■ Leadership sessions – held quarterlyfor the management population■■ Team briefings – monthly cascadebusiness briefing, includingperformance against targets and keybusiness information■■ Team meetings – all departments areencouraged to hold these monthly.■■ Back to the floor – senior managementacross the business spend a dayworking in departments from acrossthe airport, engaging with colleaguesand discussing their working routines■■ Coffee with ExCo – our ExecutiveCommittee hold regular coffeemeetings in which colleagues can talkto a senior manager, ask questionsand receive direct answers.Communicating during integrationEarly 2013 saw our workforce increaseby around 1,400, as we acquiredLondon Stansted Airport. Communicatingeffectively with colleagues during theacquisition and now continuing throughthe integration period is essential to thesuccess of M.A.G and Stansted as we seekto develop the business.A wide-range of communication channelsand supporting engagement tools havebeen introduced to support this. Branded‘The Big Conversation’, communicationmethods include welcome packs, learninglunches and drop-in sessions.Effective communications will continue toprove essential as we embed the workforceat Stansted Airport into the rest of the Group.■■Colleague briefing road shows – heldannually for all colleagues

OUR ACHIEVEMENTSM.A.G Corporate Social Responsibility Report 2012-1339Diversity and equalityTreating all colleagues fairly and equallyis taken very seriously across all M.A.Gairports. With a strict Dignity at Workpolicy in place, every colleague isencouraged to report any unacceptablebehaviour. Managers and supervisorsare responsible for making sure that thepolicy is put into action, ensuring thatany reports of unacceptable behaviourare investigated. Our aim for everyone atM.A.G is to work and develop free fromdiscrimination and harassment.During 2012-13, M.A.G dealt with only onecase of discrimination at work. This case wasaddressed in line with company policy andhas now been closed. We believe that thesuccess in reducing the amount of cases from13 to one over the past three years has beena direct result of improved communicationand more direct engagement with colleaguesand line managers.M.A.G recognises the importance ofhuman rights. Our approach to managinghuman rights issues for our people andour customers is incorporated withinour overall approach to investing in ourpeople, diversity and equality, colleaguehealth and safety, and customer safety andsecurity. All M.A.G operations are in theUK and do not involve any child labour,forced or compulsory labour or otherissues of human rights.Staff profile*: ethnicity (%)Senior ManagementAll staffWhite British 82.61 66.97Other** 15.22 9.94Unknown 2.17 23.09*As of 31 March 2013**All other ethnic groups not classed as White British.All M.A.G airports operate within UKlaw and follow best practice guidelines.For suppliers, we state that all contractsmust be executed in accordance with UKlaw. 100% of our direct suppliers haveundergone human rights screening.ALL STAFFSENIOR MANAGEMENTWe are committed to tackling incidents ofinappropriate behaviour swiftly and decisivelyto enable equality in the workplace.We monitor the ethnic origin, disabilitystatus, gender and age of job applicantsand our Board annually reviews thediversity statistics of candidates andsuccessful applicants.M.A.G is committed to maintaining an openculture with the highest standards of honestyand accountability, where colleagues canreport any genuine concerns in confidence.In 2012-13, a campaign to promote anindependent organisation, Safecall, waslaunched. The organisation is employed byM.A.G and allows staff members to easilyreport any confidential concerns, including:corruption, discrimination, health and safetyand bullying.Staff profile: age (%)Senior Management All staff16-25 yrs 0 5.9226-35 yrs 10.87 18.0136-45 yrs 56.52 24.1946-55 yrs 19.57 30.7656-65 yrs 13.04 18.85Over 65 yrs 0 2.27Staff profile: gender (%)Senior Management All staffMale 78 65Female 22 35ALL STAFFALL STAFFSENIOR MANAGEMENTSENIOR MANAGEMENTmagworld.co.uk

40OUR ACHIEVEMENTSM.A.G Corporate Social Responsibility Report 2012-13Training and developmentTraining and development withinan operational airport is essential tomaintaining standards and up-skilling ourcolleagues. We believe that by developingour colleagues we can create a strongworkforce, helping each individual build acareer in our organisation.M.A.G has a well-developed trainingprogramme, helping to retain our currentcolleagues, build their capability andattract new people at every level of ourorganisation. It’s important to us that werecognise the variety of roles at the airportand offer courses to suit each area of thebusiness. This includes essential trainingprovided to operational colleagues, suchas fire and rescue, security and wildlifecontrol, as well as training in areassuch as airside driving and emergencyplanning training.The online learning management toolintroduced in 2011 has proved to bea great success, making training moreaccessible to all colleagues. During thepast year, 1,611 employees haveundertaken 16,940 hours of webbasedtraining. New for 2012-13 is anenvironment training module, aimed atexisting colleagues as a refresher courseand as an induction to the environmentalmanagement system for new colleagues.The module looks specifically at ISO14001, environmental risks, environmentalmanagement and how colleaguescan contribute to improving M.A.G’senvironmental performance.In addition to the focus on training,all colleagues at M.A.G undertake anannual performance review, known as theColleague Achievement Review (CAR). Thereview predominantly focuses on the faceto-facediscussion between a managerand colleague, with an online reviewthat records the progress against annualobjectives. CARs are carried out annually,with a half year review also carried out.This year, 35% of employees recordedtheir review using an online system,everyone remaining continued to use thepaper-based system.To identify emerging talent within ourbusiness and to help with successionplanning, the Group also offers twoadditional programmes to colleagues.These are the Aspiring Leadersprogramme, which offers colleaguesthe chance to explore other areas of thebusiness, and the Early Talent programmeoffering colleagues greater learning anddevelopment to help them progress furtherand faster through their chosen careerpath. This is in addition to a successfulgraduate programme and a managementdevelopment programme that looksspecifically at those skills needed bymanagers throughout their career.MyMag Rewards employee benefits schemeReward and recognitionOur colleagues make our businesssuccessful and ensuring that they feelrewarded and recognised for the workthey do is important to us.As part of our people promise, eachcolleague has the opportunity to takeadvantage of voluntary benefits, whichinclude childcare vouchers, a cycle towork scheme, healthcare benefits and ourM.A.G Rewards programme, which offersonline discounts and cash back with over1,000 retailers.All colleagues also have a competitivesalary structure and have the choice toenter the company’s contribution-basedpension scheme. To further recognise thecontribution colleagues have made to ourbusiness, we run an annual colleaguebonus scheme, which is based on financialtargets for the business and customerservice targets for each airport.We also believe that it is important torecognise and thank colleagues who havegone above and beyond what is expectedof them. Our instant recognition scheme,M.A.G Thanks enables colleagues do thiseasily by sending a thank you card and a£10 retail voucher. Colleagues are alsoable to recognise someone who has donesomething extraordinary by nominatingthem for a quarterly M.A.G Excellenceaward. The winner receives £250 of retailvouchers and goes forward for an annualwinner’s award, the winner of whichreceives a further £250.We are proud to have many long-servingmembers of staff at our airports, and torecognise this extraordinary contributionto our business, we operate a long serviceaward programme, where colleagues arepresented with a monetary award and acertificate at a celebration lunch.

OUR ACHIEVEMENTSM.A.G Corporate Social Responsibility Report 2012-1341Recruiting our workforceOur airports employ more than 29,000people on-site in a wide variety of roles.As well as seeking the right talent tojoin us, we continually look to developcolleagues internally to allow them to growand develop within our business.During 2012-13, M.A.G developed a newrecruitment website, that gives prospectivecolleagues an insight into M.A.G and theroles on offer. The content was developedwith the help of current colleagues,including videos and information on theirairport departments.In addition to internal practices onrecruitment, both Manchester and EastMidlands Airports have teams whosespecific aim is to work with businesspartners based on the site to promote jobvacancies and ensure that staffing levelsare appropriate.At Manchester Airport we also run anAirport Academy, an employment andtraining programme helping unemployedpeople living locally to prepare forinterviews with airport employers througha tailored pre-employment training course.During 2012-13, Manchester Airportalso successfully secured an EmployerOwnership of Skills grant for £1.3 million,which will be used to fund employabilityprojects over the next two years. The grantwill strengthen the community strategyand enhance the offering through theAirport Academy, providing training forM.A.G colleagues and service partnerstaff members. There are also plans toupgrade the education web site andbuild our capacity to meet the increasingrequirements from local MPs to offer morein terms of employability.DURING 2012-13 WESECURED AN EMPLOYEROWNERSHIP GRANT FOR£1.3mwhich will be used tofund employabilityprojects over the nexttwo yearsThe Airport Academy at ManchesterAirport has proven to be a great successand we are pleased to say that the modelwill be replicated at East Midlands Airportin June 2013, with the creation of a newdedicated Airport Academy for the EastMidlands region.Matthew Hancock, Skills Minister visits the Manchester Airport Academymagworld.co.uk

42OUR ACHIEVEMENTSM.A.G Corporate Social Responsibility Report 2012-13Our CUSTOMERSCustomer serviceM.A.G has a clear vision: to be ‘thepremier airport management and servicescompany’. We know this can only beaccomplished through efficient systemsthat provide excellent customer service,whilst maintaining the highest safety andsecurity standards.We will invest in our colleagues andpartners, empowering them to exceed theexpectations of our customers and be theexemplar for airport customer service.We are committed to continuallyevaluating our customer service offeringand improving this where necessary forthe 42 million passengers that travelthrough our airports every year.We pride ourselves on excellent customerservice for all our customers groups,including the travelling public, airlines andtour operators and business partners. Weknow that we must aim high to excite ourcurrent customers and continue to attractnew customers.It’s fundamental that we continuallymonitor feedback and gather customerdata to ensure that our services are right forour customers and to allow us to improveareas that our customers feel we need to.Throughout the passenger journeythrough our terminals, we know that wedo not control all touch points where ourpassengers will interact with staff members.However this does not stop us from havingclear objectives and working hard tomaintain a high level of customer service.We work closely with our partner companiesto ensure that they are aware of our visionand to help them to develop the standardsthat we instil on our own colleagues.Our vision for our passengers is tohave clean, safe, efficient terminals andoperations that allow them to progressthrough their journey easily. We want toprovide excellent catering and retail andensure the same level of customer service isexperienced once they board their aircraft.Total number of passengersAirport Scheduled flights Chartered flights TotalManchester Airport 15,208,414 4,594,089 19,802,503East Midlands Airport 2,997,431 985,080 3,982,511Bournemouth Airport 485,844 183,573 669,417Passengers at our airportsTotal number of passenger aircraft movementsAirport Scheduled flights Chartered flights TotalManchester Airport 136,454 21,464 157,918East Midlands Airport 28,184 5,111 33,295Bournemouth Airport 3,857 1,078 4,935

OUR ACHIEVEMENTSM.A.G Corporate Social Responsibility Report 2012-1343Purpose of journey (%)*ManchesterAirportSocio-economic group (%)*East MidlandsAirportBusiness 19 9Leisure 81 91MANCHESTER AIRPORTManchester AirportEAST MIDLANDS AIRPORT*Please note that this information is not available for Bournemouth Airport as the CAAdata was not available at the time of going to print.East Midlands AirportA 4 9B 20 23C1 39 29C2 24 22D 12 10E 2 7*Please note that this information is not available for Bournemouth Airport as the CAAdata was not available at the time of going to print.At East Midlands Airport, a £12 millionre-development of the terminal buildingis key to delivering our vision. Theredevelopment will enhance the retailoffering, make the customer journey easierto navigate and increase the size of thesecurity search area to reduce queues.At Stansted Airport there is also a £80million re-development of the passengerfacilities planned, to meet the demands ofmodern air travel.In addition to bringing the security functionat Bournemouth and East MidlandsAirports in-house last year, the Group hasalso decided to in-source the car parkingfunction at East Midlands Airport. Usingthe expertise of the staff at ManchesterAirport, where the function already sitswithin the Group, in-house car parkingmanagement at East Midlands Airport willallow greater control over the service thatwe provide to our passengers.Country of residence (%)*ManchesterAirportEast MidlandsAirportUK 81 87Overseas 19 13MANCHESTER AIRPORTEAST MIDLANDS AIRPORT*Please note that this information is not available for Bournemouth Airport as the CAAdata was not available at the time of going to print.Age (%)*Manchester AirportEast Midlands AirportUnder 25 13 1425-54 56 4355+ 31 43*Please note that this information is not available for Bournemouth Airport as the CAAdata was not available at the time of going to print.magworld.co.uk

44OUR ACHIEVEMENTSM.A.G Corporate Social Responsibility Report 2012-13Being safe and secureSafety and security underpin M.A.G’sbusiness strategy, it is the foundation of ouroperation and our number one priority.We fulfil these responsibilities by actingwith the highest standards of honestyand integrity and consistently deliveringon our promises.During the past year, the Group hascontinued to integrate the securityprovision at both Bournemouth and EastMidlands Airports, as they were broughtin-house in 2011-12.M.A.G now has control of all securityservices across the Group. We are ableto control the levels of customer serviceand easily assess how the provision canbe improved. For instance, due to aterminal re-development at East MidlandsAirport, the Group is able to look at waysin which the service can be made moreefficient, using more technology, andbetter approaches such as long lanes.These lanes are currently in operationat Manchester Airport and give thepassenger more time to prepare theirbelongings, meaning a faster and moreefficient service. The search area is alsobeing extended, which will bring morespace and natural light to the area.Over the past year, we have continuedto invest heavily in colleague training,ensuring that the highest levels ofservice can be delivered. Every securitycolleague at M.A.G attends trainingcourses to maintain standards ofprofessionalism and knowledge of thelatest security developments.We remain in close cooperation withGovernment agencies and the Policeto ensure that our security regime isresponsive to changes in external threats.All our airports have the appropriatesecurity procedures to protect ourpassengers and colleagues, and arefully compliant with the Government’ssecurity requirements.Operational staffCustomer feedbackThere are many ways in which passengerscan give us comments and opinions andevery piece of feedback we receive istaken very seriously.In addition to customer feedbacksheets placed in our terminals, we alsouse the Airport Service Quality (ASQ)survey, the world’s leading airportcustomer satisfaction benchmarkprogramme. It provides the industrystandard for passenger satisfaction dataand is conducted by Airports CouncilInternational (ACI), enabling us tobenchmark our results against otherEuropean airports of a similar size.M.A.G’s objective is to ensure thatcustomer satisfaction levels are the highestpossible. We aim to achieve top-quartileranking for each airport in their respectivebenchmark groups.The survey focuses on four areasimportant to customers: cleanliness,ambience, courtesy and helpfulness ofstaff, and overall satisfaction. M.A.G’sapproach is to ensure that every aspectof the customer journey is the best itcan possibly be and we use the surveyas the foundation for making the rightchanges to continually improve customerexperience at M.A.G airports.Regular passenger surveys are alsoconducted by the Civil Aviation Authority,which help us to continually refine andimprove our offer and respond to anyshifts in our customer demographics.Overall satisfaction: Top quartile target within relevant Europeanbenchmark group for each airportAirport 2011 2012 2013Manchester Airport Top quartile 2nd quartile 2nd quartileEast Midlands Airport Top quartile Top quartile Top quartileBournemouth Airport Top quartile 3rd quartile 2nd quartile

OUR ACHIEVEMENTSM.A.G Corporate Social Responsibility Report 2012-1345magworld.co.uk

46OUR FUTUREM.A.G Corporate Social Responsibility Report 2012-13

OURFUTUREStrategic growth 48Integration of London Stansted Airport 50Sustainable growth 50

48OUR FUTUREM.A.G Corporate Social Responsibility Report 2012-13Our FUTUREOur airports are an integral part of theregions they serve, providing essentiallinks within the UK, to Europe anddestinations worldwide, they are gatewaysthat connect people to different locations,cultures and ideas.To achieve our sustainability goals,we know that we must integrate ouroperations with the world around us andshare a common vision and purpose.We also need to work together with ourbusiness partners, including airlines,retailers, security operators, aircraftmanufacturers, freight operators,cleaning and catering companies.Strategic growthM.A.G outlined its business strategy andvision three years ago. This has providedus with a clearly defined route for the futureand allowed the business to focus on theareas that will allow us to achieve ourobjective of becoming the ‘premier airportsmanagement and services company’.For us to realise our vision, we have setout short, medium and long-term plans.These have given us three time horizonsfrom 2010 to 2020.The targets for the business are:Horizon 1 (2010 – 2012) ACHIEVEDTarget:Build market plans and capabilitiesTrigger for achievement:Stable UK airport group emerging fromeconomic downturn.Horizon 2 (2012 – 2015)Target:Build scalable group, grow market shareTrigger for achievement:Financially robust airport group shapingUK market and forging strategic allianceswith global partners.Horizon 3 (2015 – 2020)Target:Internationalise M.A.G, addshareholder valueTrigger for achievement:Internationally acclaimed and fastestgrowing airports group in Europeoperating in the UK, Europe and USA.M.A.G has now achieved Horizon 1. Weare already underway with Horizon 2 andfuture activity is beginning to take shape.Airport CityLooking ahead at Manchester Airport,work is progressing with Airport City,led by M.A.G Property. This £650million project is an exciting mixed-useddevelopment and forms the central coreof the newly designated ManchesterAirport Enterprise Zone. The developmentwill deliver 5 million square feet of newbusiness accommodation over the next10 to 15 years. Recently, the Chancellorof the Exchequer, George Osborne,visited the site and marked the beginningof its construction.The development will bring long-term,wide scale regeneration to the areasurrounding the airport and is expectedto create up to 10,000 new jobs over thenext 15 years with a further 20,000 jobsin the wider Enterprise Zone. Airport Cityaims to attract inward investment and willalso house a MediPark concept, where theUniversity Hospital of South Manchester, aworld-class research hospital and centre ofclinical excellence will take advantage ofthe sites for the creation of a medical andrelated services complex.At the centre of the proposed developmentis a new 13 acre central park, surroundedby a ‘downtown’ district of distinctive,contemporary new buildings and high-quality public areas. A ‘high street’ ofshops, cafes, bars and restaurants,crèches, dry cleaners and gym and leisurefacilities will be created, giving access tonew retail opportunities and amenities.As a designated Government EnterpriseZone, the area will also have prioritisedsuper-fast broadband connectivity.During 2012-13, Manchester Airportsecured outline planning permission forboth main areas of the site, which includesthe International Business Hub at the northof the site and the World logistics Hubat the south. The team has continued toevolve a Master Plan, whilst engaging thelocal communities and stakeholdersover the past 12 months. The airport iscurrently is in the process of securing ajoint venture partner.Sustainable developmentat Airport CitySustainability underpins the entire AirportCity development. This includes thearchitectural approach to design, whichwill be constructed to the highest possibleenvironmental performance standards,including BREEAM and LEED, an energyinfrastructure, which aims to exportenergy and establish Airport City, as aregional leader in energy managementand carbon reduction: a sustainablewater management system to reduceconsumption and wastewater generationand protect groundwater quality; and weare considering Geothermal combinedheating and power with CHP and landreserved for Photovoltaics.

OUR FUTUREM.A.G Corporate Social Responsibility Report 2012-1349The south of the site has been selected asa world logistics hub that will offer a fullrange of air-to-road transfer, assemblyand processing activities. It includes1.4 million square feet of new logisticsspace, which will accommodate a mix ofmedium and small sized units. This areaalone is expected to create around 1,800new jobs, on top of the additional toconstruction jobs created throughout theduration of Airport City’s development.This dedication to cargo, builds upon theGroup’s strength in managing air freightthrough its airports, with East MidlandsAirport being the UK’s busiest pure freightairport and Manchester Airport closelyfollowing the fourth.Going forward, the Group is committedto developing new long-haul cargocapacity, supporting the passengeraviation development team with cargointelligence to strengthen the case we areable to make to airlines, encouragingthe use of the airport facilities during theday and adopting responsibility for thedevelopment of cargo activity at LondonStansted Airport.Sustainable developmentat East Midlands AirportAt East Midlands Airport, the terminalredevelopment will continue at pace. Thedevelopment is a £12 million refreshof the terminal building to enhance thecustomer experience and includes a majorrefurbishment of the security search area;a reconfigured terminal layout and anenhanced shopping experience with theintroduction of new high street brands.In keeping with East Midlands Airport’sstrong environmental record and theGroup’s CSR strategy, the refurbishmentalso incorporates new environmentalfeatures. These include replacing existinglighting and chillers and using naturaldaylight and ventilation, leading to anapproximate saving of 315 tonnes ofcarbon emissions and a 15% reductionin energy usage, (when compared to atradition refurbishment). The exterior ofthe building will also incorporate a strongdesign which reflects the local area.Preparation works for the project areunderway and the project is expected tobe completed towards the end of 2013.OUR EAST MIDLANDSAIRPORT REFURBISHMENTWILL LEAD TO A SAVING OF315TONNES OF CARBONEMISSIONS AND A 15%REDUCTION IN ENERGYUSAGE PER YEAR.Artist’s impression of the East Midlands Airport redevelopmentmagworld.co.uk

50OUR FUTUREM.A.G Corporate Social Responsibility Report 2012-13Integration of London Stansted AirportIn February 2013, M.A.G acquired LondonStansted Airport. The next year will prove tobe a time of growth for us, as we enter theLondon aviation market, which is one of thelargest in the world, and add this qualityairport to our Group. We will also continuegrowing our base in Manchester andcontinuing to develop our other airports.Integration of London Stansted is wellunderway and presents us with anopportunity to evaluate, combine andimprove our systems and processes toensure we define and operate the verybest practices across all our airports.Beyond making Stansted part of the Group,we also have some immediate priorities:■■ Increase the number of destinationsand build on the successfulrelationships we have developed atexisting airports. We have excelledin developing the right models forthe markets we operate in and weaim to continue this at Stansted. Wewill also seek to increase long-haulroute options, creating a similar mixof long-haul and short-haul flights asManchester Airport.■■ Make the most of the catchmentarea. 11 million people live within 60minutes’ drive time of Stansted Airportand a further 7 million live within 90minutes. Although the airport facessignificant competition in the SouthEast, we believe that we can increaseboth passenger traffic and a share ofthe London airport passenger market.■■ Improve the retail offering andreconfigure the terminal to maximiseretail space and improve customerexperience overall. We pride ourselveson having an excellent retail food andbeverage offering at M.A.G and wewould like to ensure that Stansted isin line with our Group model, so wesignificantly improve the customerexperience we offer at Stansted Airport.London Stansted Airport apronSustainable GrowthThe significant emphasis we place onCSR is clear from our track record.M.A.G understands that in order to growsustainably all areas of our strategy needto be fully considered and approached ina systematic way.Key environment targets■■ All our airports will continue tobe certified to the internationalenvironmental standard ISO 14001,ensuring that we comply with all legalobligations and demonstrate continuousimprovement in performance.■■ By increasing energy efficiency andusing energy from renewable sources,our airport operations will achievecarbon neutrality by 2015.■■ Our programmes of conservation willreduce our energy consumption by anadditional 31,000,000 kWh, by 2015.■■ We will meet our energy needs fromrenewable sources generated on-site.■■ By 2015 we will continue to aim formore than 50% of our energy demandfrom renewable sources.■■ We will promote the recycling of wasteand by 2015 we will reduce our wasteto landfill to zero.■■ By publishing comprehensive noiseactions plans at all of our airports,with appropriate local targets, wewill ensure that the impact of noiseis minimised.London Stansted Airport departures hall exterior

OUR FUTUREM.A.G Corporate Social Responsibility Report 2012-1351Key community targets■■ All our airports will obtain theprestigious BiTC Community Mark.■■ By developing our Airport Academyconcept at all of our airports, we willprovide training places for over 300people annually and we will aim tohelp at least 80% of them back intowork.■■ Encouraging our people to take partin voluntary work that develops theirskills, provides new experiences,directly benefiting the communitiesaround our airports.■■ By 2015 we aim to have at least 30%of our colleagues participating involunteering.■■ All our airports will operate communityfunds investing more than £100,000annually and we will make othertargeted investments to support ourstrategic objectives.■■ Seek to inspire young people byoffering them targeted programmes toexperience the world of work.Key people targets■■ All our airports will be certified tothe international safety standardOHSAS18001.■■ By implementing positive workplacepolicies focusing on health, safety andwell-being, by 2015, we will reduceour absence rate to 4% or less.■■ Developing a motivated, energetic andhigh-performing workforce. We aim toachieve a colleague engagement levelof at least 80% and all colleagues willreceive a quality performance reviewat least annually.■■ Creating a culture of lifelonglearning, at least 80% of colleagueswill participate in learning anddevelopment activities.■■ Implementing an active diversitystrategy to ensure that we attractand retain the most talented people.To evaluate the effectiveness of thispolicy, we need at least 80% ofour colleagues to disclose diversityinformation to us.Key business targets■■ All our airports will achieve the BritishSafety Council’s five star rating.■■ By analysing our supply chain, wewill estimate and publicly reportthe proportion of our spend that isinvested locally. We will work with localbusinesses to equip them so that theyare able to supply to us.■■ By working with our supply chainand business partners we will jointlyidentify and target savings in carbonemissions.■■ Feedback from our passengers,obtained independently by theinternational Airport Service Qualitysurvey, will rate the customer servicewe provide, our aim is to be in thetop quartile.■■ We will provide targeted sponsorshipsto organisations that make the regionswe operate in vibrant places to liveand work.magworld.co.uk

52OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-13

OurPerformanceOur reporting 54Key performance indicators 55Data list 57Independent assurance statement 58GRI Index 60GRI application level statement 98Contact us 99

54OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-13Our reportingM.A.G believes that consistentcommunication and engagement with awide variety of stakeholders and interestedparties is vital to being open andhonest with our operations. This reportis the fourth annual Corporate SocialResponsibility report, with the first reportbeing published in July 2010.The report is primarily published for ourcustomers, local community, employees,partners and suppliers and moreinformation on our stakeholders can befound in the ‘Our Stakeholders’, sectionof this report. Manchester, East Midlandsand Bournemouth Airports are representedin this year’s report. Due to StanstedAirport being purchased in March 2013,this airport has produced a separatesustainability report, which can be found onthe company website. There are no otherjoint ventures, subsidiaries or other businessactivities to be considered in M.A.G’sreporting. Throughout this document, wehave reported on the full impact of ourairports, including our on-site tenants andpartners, unless otherwise stated.More information can be found oneach airport’s website, along withany individually themed reports,including annual community reports forManchester and East Midlands Airports,Stansted Airport’s annual sustainabilityreport and reports of compliance withplanning obligations at Manchester andBournemouth Airports:Reporting measures are more advancedat Manchester and East Midlands Airports,therefore information is included for oneor both of these airports. Prior to thepurchase of Stansted, M.A.G’s businessrevenue split was as follows: ManchesterAirport represents around 74%, EastMidlands Airport around 13% andBournemouth Airport around 3%.All data included in the report relates tothe period April 2012 to March 2013,unless stated otherwise. There have beenno significant changes in the scope,boundaries or measurement processesfrom last year’s report. Standardmethodologies for measuring andpresenting our performance data havebeen used.For the fourth consecutive year, thisreport has been prepared in line withthe Global Reporting Initiative (GRI)guidelines, including the Airport OperatorsSector Supplement. The application levelhas been checked by the GRI and hasachieved GRI Level A+.All data within the report and the GRIIndex has been assessed by externalauditors and has been verified asbeing true and correct. Please see theindependent assurance statement forfurther details.www.manchesterairport.co.ukwww.eastmidlandsairport.comwww.bournemouthairport.comwww.stanstedairport.com

OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-1355KEY Performance INDICATORSM.A.G’s performance for long-termobjectives and short-term targets forenvironmental and social performance atall airports are detailed in the table below.Area Indicator Calendar orfinancial yearAirports2009 or2009/102010 or2010/112011 or2011/122012 or2012/13TargetEnvironmental and Community EngagementEnergy andTotal net CO 2fuel use A, B emissionsCalendar ALL 77,169 74,414 2 33,108 27,643 2012: 0 (EMA 1 ,BOH 1 , HUY 1 )2015: 0 (MAN 1 )WaterTotal mains waterused (m 3 )Financial All 866,808 907,779 843,405 757,035Samples within surfacewater dischargeconsent limits100%Calendar MAN 1BOH 1 100%EMA 1 96%95%100%100%97%100%100%96%95%100%All years: 100%Samples withineffluent dischargeconsent limits100%Calendar MAN 1BOH 1 Not reportedEMA 1 100%97.50%100%Not reported100%100%100%100%66%100%All years: 100%7,331Waste Total waste (tonnes) Financial MAN 1BOH 1 EMA 1 only)EMA 1 (MAN 1 and7,035(MAN 1 andEMA 1 only)7,469 7,935588140Waste recycled/recoveredFinancialCalendarFinancial21%MAN 1BOH 1 Not reportedEMA 1 43%43%88%Not reported62%88%40%71%86%50%2015: 100%NoiseDepartures withinpreferred noise routesCalendar MAN 1 98%EMA 1 98%97%99%98%98%97%98%78%Flights using Calendar MAN 122:00 – 06:00) 2continuous descentapproach (MAN 1EMA 1 87%77%86%71%90%86%93%All years: 80%Air QualityTotal breachesof air quality limitsCalendar MAN 10EMA 1 0000000All years: 0CommunityEngagementTotal communityinvestment throughCommunity Funds (£)Financial All 244,211 217,750 180,843 BOH 1 – £11,792.71EMA 1 – £52,189MAN 1 – £109,378Employeevolunteering hours2,268Financial MAN 1BOH 1 EMA 1 only)EMA 1 (MAN 1 and3,755(MAN 1 andEMA 1 only)4,131 EMA 1 – 632 hoursMAN 1 – 5556 hoursBOH 1 – 148 hours3,785 (MAN 1target for2011-12)magworld.co.uk

56OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-13KEY Performance INDICATORS continuedArea Indicator Calendar orfinancial yearAirports2009 or2009/102010 or2010/112011 or2011/122012 or2012/13TargetColleague EngagementHealth, safetyand securityRIDDOR 3reportable accidentsFinancial All 34 33 28 27Customer SatisfactionCustomersatisfactionOverall ASQrankings (in relevantbenchmark group)3.89Calendar MAN 1BOH 1 3.59EMA 1 3.953.943.954.243.983.954.033.89 2013: Upper4.03 quartile position4.02 in relevantbenchmarkgroup foreach airport.NOTES:1 MAN = Manchester, EMA = East Midlands, BOH = Bournemouth, HUY = Humberside.2 The figures provided for Manchester Airport are for night flights (22:00–06:00). The figures provided for East Midlands Airport are for all flights, not just the night-time period.3 RIDDOR stands for the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations.4 The 2012-13 colleague engagement score was unavailable at the time of going print, due to the acquisition of Stansted Airport; therefore the overall figures had not been calculated.A Since our commitment to carbon neutrality was made, the voluntary carbon reporting guidelines published by DEFRA have been revised. DEFRA’s long-standing advice thatelectricity from renewable sources such as wind and solar should be assumed to give rise to zero CO 2emissions has changed. This change creates a significant negative impacton our business case for investment in renewable/zero carbon technology, eliminating the incentive to purchase renewable electricity at a premium. We believe that generatingand purchasing renewable electricity can make an important contribution to reducing our CO 2emissions and that industry can play an important part in stimulating the generationof the UK renewables industry. For this reason we are reporting our carbon emissions this year against our commitment as we originally set it out. Excluding the benefit of electricitypurchased from renewable sources would have increased M.A.G’s emissions by 82,118 tonnes in 2012-13.B The data above shows M.A.G’s total CO 2emissions as covered by our Carbon Neutral Commitment. This includes Scope 1 (oil, gas, and vehicle fuel), Scope 2 (electricity) andsome Scope 3 (electricity, heating oil and fuel supplied to third-party tenants). The May 2012 DEFRA Emission Factors were used to calculate the 2011 footprint.

OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-1357Data listBelow is a list of the data charts and tables included within this year’s report.Our environmentTotal M.A.G net CO 2emissions (tonnes) 232012 CO 2emissions by source 24Direct and indirect energy consumption 24Direct and indirect energy consumption by airport 25Proportion of M.A.G’s electricity use from renewable sources (%) 25Mains water consumption by M.A.G (m 3 ) 26Water quality testing:Samples within effluent discharge consent limits (%) 26Samples within surface water discharge consent limits (5%) 27Total waste 27Proportion of waste diverted from landfill (%) 27Land managed 28Bird strikes 28Our communitiesCommunity fund donations 2011-12 31Colleague volunteering across M.A.G 33Complaints about noise 34Total night flying noise fines paid by airlines to our community fund (£) 35Departures within Preferred Noise Routes (%) 35Flights using Continuous Descent Approach (%) 35Air quality monitoring at Manchester Airport (μg per m 3 ) 35Our peopleAverage number of employees 36Proportion of employees by division (%) 36Employment types (%) 36Total M.A.G health and safety incidents 37Staff profile: ethnicity (%) 39Staff profile: gender (%) 39Staff profile: age (%) 39Our customersTotal number of passengers 42Total number of aircraft movements 42Purpose of journey (%) 43Socio-economic group (%) 43Age (%) 43Country of residence (%) 43Overall satisfaction: top-quartile target within relevantEuropean benchmark group for each airport 44magworld.co.uk

58OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-13ASSURANCE STATEMENTSGS UNITED KINGDOM LTD’S REPORT ON ENVIRONMENT, COMMUNITIES,PEOPLE AND CUSTOMERS DATA AND DATA REPORTED IN THE GRIPERFORMANCE INDICATORS IN THE MANCHESTER AIRPORT GROUP CSRREPORT 2012/13NATURE AND SCOPE THE ASSURANCESGS United Kingdom Ltd was commissioned by Manchester Airport Group (MAG) to conduct an independentverification of the data contained in the report and GRI table in their CSR Report for 2012/13. The scope of theassurance, based on the SGS Sustainability Report Assurance methodology, included 2012 data contained inthe following sections of this report:Our Environment• Total M.A.G Net CO2 Emissions• 2011 CO2 Emissions by source• Direct and Indirect Energy consumption• Direct and indirect energy consumption byairport• Proportion of M.A.G’s electricity use fromrenewable sources• East Midlands Airport Wind Turbine output• Mains Water consumption by M.A.G• Water Quality Testing: Samples withinsurface water discharge consent limits• Water Quality Testing: Samples withineffluent discharge consent limits• Total waste• Proportion of waste diverted from landfill• Land managed• Bird StrikesOur Communities• Community fund donations• Colleague volunteering across M.A.G• Complaints about noise• Total night flying noise fines paid by airlinesto our community fund• Departures within Preferred Noise Routes• Flights Using Continuous Descent Approach• Air Quality Monitoring at Manchester AirportOur People• Average number of employees• Proportion of Employees by Division• Employment Types• Total M.A.G Health and Safety Incidents• Staff profile: Ethnicity• Staff profile: Gender• Staff profile: AgeOur Customers• Total number of passengers• Total number of Aircraft movements• Purpose of journey• Socio-economic group• Age• Country of residence• Overall satisfaction: Top-Quartile targetwithin relevant European Benchmark Groupfor each airportData reported in GRI table performance indicators• EN19, EN20, EN21, EN22, EN23, EN24,EN30• LA1, LA2, LA4, LA7, LA10, LA13, LA14,LA15• HR3, HR5• AO1, AO2, AO3, AO6, AO7The information in the MAG Sustainability Report and its presentation are the responsibility of the directors andmanagement of MAG. SGS United Kingdom Ltd has not been involved in the preparation of any of the materialincluded in the Sustainability Report. Our responsibility is to express an opinion on the data within the scope ofverification with the intention to inform all MAG’s stakeholders. Financial data drawn directly from independentlyaudited financial accounts has not been checked back to source as part of this assurance.This report has been assured at a moderate level of scrutiny using our protocols for evaluation of contentveracity. The SGS protocols are based upon internationally recognized guidance, including the Principlescontained within the Global Reporting Initiative (GRI) Sustainability Reporting Guidelines (2006) for accuracyand reliability and the guidance on levels of assurance contained within the AA1000 series of standards andguidance for Assurance Providers. The assurance comprised a combination of interviews with relevantemployees and documentation and record review at two MAG sites as follows:GP5024 Issue 1

OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-1359••Manchester airport;East Midlands airport.The sites were selected based on those submitting high proportions of key data. Documentation and recordreview included scrutiny of electronic data collection systems at site level, calculation and reporting data,including conversion factors used for calculation of carbon data, and a review of a sample of sourcedocumentation for all relevant indicators at all sites visited.STATEMENT OF INDEPENDENCE AND COMPETENCEThe SGS Group of companies is the world leader in inspection, testing and verification, operating in more than140 countries and providing services including management systems and service certification; quality,environmental, social and ethical auditing and training; environmental, social and sustainability reportassurance. SGS United Kingdom Ltd affirm our independence from MAG, being free from bias and conflicts ofinterest with the organisation, its subsidiaries and stakeholders. The assurance team was assembled based ontheir knowledge, experience and qualifications for this assignment, and comprised auditors and assurorsregistered with IEMA and Environmental Management Systems Lead Auditors.ASSURANCE OPINIONOn the basis of the methodology described and the verification work performed, we are satisfied that the data inthe CSR Report 2012/13 and GRI performance indicators is reliable and provides a fair and balancedrepresentation of MAG’s activities in 2012. The assurance team is of the opinion that the Report can be used bythe Reporting Organisation’s Stakeholders.Summary of FindingsImprovement opportunities are outlined below to regarding the data reporting systems for future reportingcycles:• The community data is collated in a number of spreadsheets from which the reported corporate leveldata is drawn. During the verification site visits some data in the report wasn’t easily repeatable fromthe spreadsheets and it is recommended that a system similar to that used for environmental orhuman resources data is established to ensure the robustness and reliability of the data.• For data not collected using an established management system the procedures and roles andresponsibilities for the collection and reporting processes, including information sources should beestablished to ensure that collation and reporting is performed consistently throughout the year.The recommendations for future verification are the same as those made last year:••Expand the scope of verification to include statements made in the report and GRI table.Evaluate the reported content against the GRI Principles.SGS United Kingdom LtdJuly 2013WWW.SGS.COMGP5024 Issue 1magworld.co.uk

60OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-13GRI IndexG3.1 Content Index – Airport Operator Sector SupplementSTANDARD DISCLOSURES PART I: Profile Disclosures1. Strategy and AnalysisProfile DisclosureDisclosure1.1 Statement from the most senior decisionmakerof the organisation.1.2 Description of key impacts, risks andopportunities.2. Organisational ProfileLevel ofreportingLocation of disclosureWelcome from CEO (Page 4).About us (Page 8).Corporate Social Responsibility strategy (Page 14).Managing sustainability (Page 16).Our Stakeholders (Page 17).Corporate Governance and Risk Management (Page 10).Key Performance indicators (Page 55).Our Future (Page 46).Sustainable growth (Page 50).ProfileDisclosureDisclosureLevel ofreportingLocation of disclosure2.1 Name of the organisation. About us (Page 8) Please note for reference, M.A.G = ManchesterAirport Group plc, MAN = Manchester Airport, EMA = East MidlandsAirport and BOH = Bournemouth Airport.2.2 COMM Primary brands, products, and/or services. About us (Page 8).2.3 Operational structure of the organisation,About us (Page 8).including main divisions, operatingcompanies, subsidiaries, and joint ventures.2.3 Location of organisation’s headquarters. About us (Page 8).2.4 Number of countries where the organisationoperates, and names of countries with eithermajor operations or that are specifically relevantAbout us (Page 8).M.A.G operates in the UK only.to the sustainability issues covered in the report.2.6 COMM Nature of ownership and legal form. About us (Page 8).2.7 COMM Markets served (including geographicbreakdown, sectors served, and types ofcustomers/beneficiaries).M.A.G operates under the name of The Manchester Airport Group plcand all M.A.G airports are governed by UK Aviation law, under the CivilAviation Authority.About us (Page 8).Customer Service (Page 42).Airport websites also hold passenger destination information:www.manchesterairport.co.uk, www.eastmidlandsairport.com,www.bournemouthairport.com. Cargo catchments are UK wide asthe routing is determined by freight forwarders rather than by individualpreference i.e. closest airport.

OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-1361STANDARD DISCLOSURES PART I: Profile Disclosures continued2. Organisational ProfileProfile DisclosureDisclosureLevel ofreportingLocation of disclosure2.8 COMM Scale of the reporting organisation. Welcome from CEO (Page 4).Investing in our people (Page 36).Managing our land (Page 28).Airport employee numbers:Manchester – 2,085East Midlands – 479Bournemouth – 173.Estimated people employed on-site:Manchester – 20,000East Midlands – 6,500Bournemouth – 2,700.Annual Report and Accounts:Our Business Review (Page 16).Annual Report and Accounts:Consolidated income statement (Page 70).Annual Report and Accounts:Consolidated statement of financial position (Page 72).Annual Report and Accounts:Notes to the financial statement> Reconciliation of net cash flow tomovement in net debt (Page 74).Airport Land in km 2 :Manchester Airport: 8.00 km 2East Midlands Airport: 4.45 km 2Bournemouth Airport: 3.66 km 2 .Airport runways:Manchester Airport: 05L-23R 3,048m x 45m (24hr),05R-23L 3,050m x 45m (06:00 – 22:00)East Midlands Airport: 09-27 2,893m x 45mBournemouth Airport: 08-26 2,271m x 45m.Manchester Airport is the only airport within the group that has transitpassengers. The minimum connection times are:Domestic to Domestic – 30 minsDomestic to International – 40 minsInternational to Domestic – 45 minsInternational to International – 40 mins.Number of airlines served:Manchester Airport: 53East Midlands Airport: 29Bournemouth Airport: 22.Destination Information is as per 2.7.magworld.co.uk

62OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-13STANDARD DISCLOSURES PART I: Profile Disclosures continued2. Organisational ProfileProfile DisclosureDisclosure2.9 Significant changes during the reportingperiod regarding size, structure, or ownership.Welcome from CEO (Page 4).About Us (Page 8).2.10 Awards received in the reporting period. Welcome from CEO (Page 4).3. Report ParametersProfile DisclosureDisclosure3.1 Reporting period (e.g., fiscal/calendar year)for information provided.Level ofreportingLocation of disclosureOur reporting (Page 54).3.2 Date of most recent previous report (if any). Our reporting (Page 54).3.3 Reporting cycle (annual, biennial, etc). Our reporting (Page 54).3.4 Contact point for questions regarding theContact us (Page 101).report or its contents.3.5 Process for defining report content. Our Stakeholders (Page 17).Our reporting (Page 54).3.6 Boundary of the report (e.g., countries,divisions, subsidiaries, leased facilities, jointventures, suppliers). See GRI BoundaryProtocol for further guidance.3.7 State any specific limitations on the scope orboundary of the report (see completenessprinciple for explanation of scope).3.8 Basis for reporting on joint ventures,subsidiaries, leased facilities, outsourcedoperations, and other entities that cansignificantly affect comparability from periodto period and/or between organisations.3.9 Data measurement techniques and the basesof calculations, including assumptions andtechniques underlying estimations appliedto the compilation of the Indicators andother information in the report. Explain anydecisions not to apply, or to substantiallydiverge from, the GRI Indicator Protocols.3.10 Explanation of the effect of any re-statementsof information provided in earlier reports,and the reasons for such re-statement(e.g.,mergers/acquisitions, change ofbase years/periods, nature of business,measurement methods).3.11 Significant changes from previous reportingperiods in the scope, boundary, ormeasurement methods applied in the report.Level ofreportingLocation of disclosureAbout Us (Page 8).Our reporting (Page 54).Our reporting (Page 54).Our reporting (Page 54).Our reporting (Page 54).There are no re-statements of data.Our reporting (Page 54).There have been no significant changes in the scope, boundary or themeasurement methods. Manchester, East Midlands and BournemouthAirports are represented in this year’s report; however, due to StanstedAirport being purchased in March 2013, this airport has produced aseparate sustainability report, which can be found on the company website.

OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-1363STANDARD DISCLOSURES PART I: Profile Disclosures continued3. Report ParametersProfile DisclosureDisclosure3.12 Table identifying the location of the StandardDisclosures in the report.3.13 Policy and current practice with regard toseeking external assurance for the report.4. Governance, Commitments, and EngagementProfile DisclosureDisclosure4.1 Governance structure of the organisation,including committees under the highestgovernance body responsible forspecific tasks, such as setting strategy ororganisational oversight.4.2 Indicate whether the Chair of the highestgovernance body is also an executive officer.4.3 For organisations that have a unitary boardstructure, state the number and gender ofmembers of the highest governance bodythat are independent and/or Non-Executivemembers.4.4 Mechanisms for shareholders and employeesto provide recommendations or direction tothe highest governance body.4.5 Linkage between compensation formembers of the highest governancebody, senior managers, and executives(including departure arrangements), and theorganisation’s performance (including socialand environmental performance).4.6 Processes in place for the highest governancebody to ensure conflicts of interest are avoided.4.7 Process for determining the composition,qualifications, and expertise of the membersof the highest governance body and itscommittees, including any consideration ofgender and other indicators of diversity.4.8 Internally developed statements of missionor values, codes of conduct, and principlesrelevant to economic, environmental, andsocial performance and the status of theirimplementation.Level ofreportingLevel ofreportingLocation of disclosureGRI Index.All data within the report and the GRI Index has been assessed by externalauditors and has been verified as being true and correct.Our reporting (Page 54).Independent Assurance Statement (Page 58).Location of disclosureCorporate Governance and Risk Management (Page 10).Diversity and Equality (Page 39).Annual Report and Accounts:Report on Corporate Governance (Page 44)The Board of Directors (Page 44)Directors’ Remuneration Report (Page 52).Corporate Governance and Risk Management (Page 10).The M.A.G Chairman is Non-Executive.Corporate Governance and Risk Management (Page 10).The Group Board comprises four Executive Directors and eight Non-Executive Directors.Our stakeholders (Page 17).Colleague Engagement (Page 37).Annual Report and Accounts: Report on Corporate Governance (Page 44).Diversity and Equality (Page 39).Annual Report and accounts: Directors’ Remuneration Report (Page 50).Annual Report and accounts:Report on Corporate Governance (Page 44) > Conflicts of Interest(Page 46).Annual Report and Accounts: Report on Corporate Governance (Page 42).The qualifications and expertise of the executive Board members areclearly outlined in their person specifications and role descriptions, as isthe role of the Chair.Business Strategy and values (Page 9).Corporate Social Responsibility strategy (Page 14).Investing in our people (Page 36).Diversity and Equality (Page 39).magworld.co.uk

64OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-13STANDARD DISCLOSURES PART I: Profile Disclosures continued4. Governance, Commitments, and EngagementProfile DisclosureDisclosure4.9 Procedures of the highest governance body foroverseeing the organisation’s identification andmanagement of economic, environmental,and social performance, including relevantrisks and opportunities, and adherenceor compliance with internationally agreedstandards, codes of conduct, and principles.4.10 Processes for evaluating the highestgovernance body’s own performance,particularly with respect to economic,environmental, and social performance.4.11 Explanation of whether and how theprecautionary approach or principle isaddressed by the organisation.4.12 Externally developed economic,environmental, and social charters, principles,or other initiatives to which the organisationsubscribes or endorses.4.13 Memberships in associations (such asindustry associations) and/or national/internationaladvocacy organisations in which the organisation:*Has positions in governance bodies;*Participates in projects or committees; *Providessubstantive funding beyond routine membershipdues; or *Views membership as strategic.4.14 List of stakeholder groups engaged by theorganisation.4.15 Basis for identification and selection ofstakeholders with whom to engage.4.16 Approaches to stakeholder engagement,including frequency of engagement by typeand by stakeholder group.Level ofreportingLocation of disclosureCorporate Social Responsibility strategy (Page 14).Corporate Governance and Risk Management (Page 10).Annual Report and Accounts: Report on Corporate Governance (Page 44).M.A.G complies fully with Civil Aviation Authority (CAA) Licensingrequirements as a Licensed Airport Operator and with the CAA’srequirements for licensed aerodromes. Manchester, East Midlands andBournemouth Airports also hold the International ISO 14001 standard.Annual Report and Accounts: Directors’ Remuneration Report (Page 52).Executive Directors have annual performance targets through annualperformance reviews that are bonusable and non-bonusable, which specificallyrelate to our business work streams, business objectives e.g. commercialincome, property income, business scorecard, which includes colleagueengagement scores, customer service scores, energy efficiency rating andtargets, such as airport quality survey results and environmental managementtargets, including achieving re-accreditation to ISO 140001 standards.Corporate Governance and Risk Management (Page 10).Annual Report and Accounts: Report on Corporate Governance(Page 44) > Risk Management (Page 26).While the precautionary principle is not specifically named in our policies,our approach to risk management in relation to both environmental andsocial impacts incorporates assessment of suspected though unprovenharm and in such cases we err on the side of caution.Our stakeholders (Page 17).Policy Involvement (Page 12).Our Environment (Page 22).Managing sustainability (Page 16).GRI Index.Sustainable growth (Page 50).Our Stakeholders (Page 17).Policy Involvement (Page 12).Our Stakeholders (Page 17).Our Stakeholders (Page 17).Our Stakeholders (Page 17).Managing sustainability (Page 16).Ground Transport (Page 29).Reducing our impact (Page 34).Colleague Engagement (Page 37).Customer Feedback (Page 44).

OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-1365STANDARD DISCLOSURES PART I: Profile Disclosures continued4. Governance, Commitments, and EngagementProfile DisclosureDisclosure4.17 Key topics and concerns that have beenraised through stakeholder engagement,and how the organisation has respondedto those key topics and concerns, includingthrough its reporting.Level ofreportingLocation of disclosureOur Stakeholders (Page 17).Managing sustainability (Page 16).Ground Transport (Page 29).Reducing our impact (Page 34).Colleague Engagement (Page 37).Customer Feedback (Page 44).STANDARD DISCLOSURES PART II: Disclosures on Management Approach (DMAs)AOSS DMAs Disclosure Level ofreportingLocation of disclosureDMA ECDisclosure on Management Approach ECAspects Economic performance Fully Our approach to managing economic performance is covered in ourAnnual Report and Accounts.Specific information can be found in the following sections:Annual report and Accounts: Chairman’s Statement (Page 6)Annual report and Accounts: Chief Executive’s Operating Review (Page 8)Annual report and Accounts: Financial Review (Page 16).Market presence Fully Annual report and Accounts: Chairman’s Statement (Page 6).Annual report and Accounts: Chief Executive’s Operating Review (Page 8).Annual report and Accounts: Financial Review (Page 16).Indirect Economic Impacts COMM Fully Annual report and Accounts: Chairman’s Statement (Page 6).Annual report and Accounts: Chief Executive’s Operating Review (Page 8).Annual report and Accounts: Financial Review (Page 16).In addition, information can be found in the following sections of thesustainability report:Our Future (Page 48)Investing in our communities (Page 30)Our community funds (Page 31)About us (Page 8)Business Strategy and values (Page 9).DMA ENDisclosure on Management Approach ENAspects Materials Fully Our environment (Page 22).Environmental management (Page 22).Water and waste (Page 26).M.A.G is a service provider and materials are not deemed to be materialto our business, as we do not consume large amounts. As a majorenergy user, we take a considered approach to the fuel we use and howthis is provided. Manchester, East Midlands and Bournemouth Airports allsource 100% renewable electricity and renewable energy is generated onsite at both East Midlands and Bournemouth Airports.Our airports also use de-icer during periods of bad weather and this ismanaged in conjunction with our airlines and handlers. All airports takethe discarding of de-icer incredibly seriously and this is managed throughstrict procedures for the discarding of this material.magworld.co.uk

66OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-13STANDARD DISCLOSURES PART II: Disclosures on Management Approach (DMAs) continuedDisclosure on Management Approach ENProfileDisclosureDisclosureLevel of Location of disclosurereportingEnergy COMM Fully Our Environment (Page 22).Environmental Management (Page 22).Our future (Page 48).Sustainable growth (Page 50).Water COMM Fully Water and Waste (Page 26).Sustainable growth (Page 50).Biodiversity COMM Fully Managing our land (Page 28).Emissions, effluents and waste COMM Fully Environmental Management (Page 22).Water and waste (Page 26).Managing air quality (Page 35).Ground transport (Page 29).Products and services Fully Reducing operational noise (Page 34).Managing air quality (Page 35).Colleague Engagement (Page 37).Customer service (Page 42).Customer Feedback (Page 44).Ground transport (Page 29).Our future (Page 48).Sustainable growth (Page 50).Compliance Fully Policy involvement (Page 12).Managing sustainability (Page 16).Environmental management (Page 22).Non-compliance with laws and regulations concerning the environmentis considered important to M.A.G and M.A.G will always endeavourto follow all laws and regulations. There have been no cases of noncomplianceduring the reporting period.See our Master Plans at:www.magworld.co.uk/magweb.nsf/Content/Master PlansTransport COMM Fully Our Future (Page 48).Customer service (Page 42).Our Environment (Page 22).Ground transport (Page 29).Managing air quality (Page 35).Sustainable growth (Page 50).Each Ground Transport Strategy is included in the Master Plan for allairports (a published source), which is available at:www.magworld.co.uk/magweb.nsf/Content/Master PlansInter-modality Fully Our Future (Page 48).Our Environment (Page 22).Ground transport (Page 29).Each M.A.G airport has a Master Plan (a published source), which isavailable at: www.magworld.co.uk/magweb.nsf/Content/Master Plans

OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-1367STANDARD DISCLOSURES PART II: Disclosures on Management Approach (DMAs) continuedDisclosure on Management Approach ENProfileDisclosureDisclosureLevel of Location of disclosurereportingOverall Fully Environmental management (Page 22).Water and waste (Page 26).Managing our land (Page 28).Reducing operational noise (Page 34).Reducing our impact (Page 34).Ground transport (Page 29)Environmental expenditures are considered to be appropriate for themanagement of environment protection, prevention and investmentfor all airports. A significant amount is invested into the safe disposalof waste and environmental management costs, such as, the treatmentof emissions, the treatment of spillages that have the potential to affectthe local watercourses and maintenance. Investment is deemed to beparticularly important with budget allocated to the installation of cleanertechnology, the purchasing of green electricity and the education andtraining of staff members.Noise Fully Reducing operational noise (Page 34).Reducing our impact (Page 34).DMA LADisclosure on Management Approach LAAspects Employment COMM Fully Investing in our people (Page 36).Rewarding and recognising our colleagues (Page 40).Training and development (Page 40).Recruiting our workforce (Page 41).Key employment rates are covered in LA2 and LA15.Labour/management relations COMM Fully Investing in our people (Page 36) .Recruiting our workforce (Page 41).Corporate social responsibility strategy (Page 14).CSR objectives (Page 14).Diversity and Equality (Page 39).Sustainable growth (Page 50)Occupational health and safety COMM Fully This information is covered in LA6, LA7, LA8 and LA 9, in addition to thefollowing sections:Investing in our people (Page 36)Health and safety (Page 37)Investing in our communities (Page 30).Training and education Fully This information is covered in LA10 and LA12 in addition to thefollowing sections:Investing in our people (Page 36)Training and development (Page 40).Diversity and equal opportunity Fully Diversity and Equality (Page 39).In addition to specific data in LA13.magworld.co.uk

68OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-13STANDARD DISCLOSURES PART II: Disclosures on Management Approach (DMAs) continuedDisclosure on Management Approach LAProfileDisclosureDMA HRDisclosureLevel of Location of disclosurereportingEqual remuneration for women and men Fully Diversity and Equality (Page 39).Disclosure on Management Approach HRAspects Investment and procurement practices Fully Supply chain (Page 13).Treating all employees fairly and equally is taken very seriously acrossM.A.G airports. M.A.G has a strict dignity at work policy in place anddiscrimination is dealt with in line with company policy.M.A.G monitors gender and equal remuneration for women and menand the ratio of basic salary and remuneration of women to men hasbeen based on all M.A.G colleagues on National Wage Average orunder. The overall salary ratio for male to female is 1: 1.07.M.A.G does not invest in other organisations. M.A.G has a solidprocurement policy in place, which includes sustainability criteria.M.A.G states that all contracts must be executed in accordance with UKlaw, in which clearly human rights are addressed for all tier 1 suppliers,therefore 100% of these suppliers have undergone human rightsscreening, with no actions taken. M.A.G has no direct relationship withtier 2 suppliers and beyond.MAG’s Dignity at Work Policy aims to ensure that any inappropriatebehaviour which does occur in the workplace is dealt with seriously, in abalanced, sensitive and confidential manner so that the matter can beresolved as quickly as possible for all concerned.Non-discrimination Diversity and Equality (Page 39).Freedom of association and collectivebargainingFully Diversity and equality (Page 39)All M.A.G employees are free to join unions and to engage in collectivebargaining. There are three trade unions open to colleagues and during thereporting period 93.02% of employees are covered by collective bargainingagreements. In total 44% of employees are members of a trade union.Child labour Fully All M.A.G operations are in the UK and do not involve any child labour.All recruitment is within the UK law and follows best practice guidelines.Prevention of forced and compulsory labourCOMMFullyAll M.A.G operations are in the UK and do not involve any forced orcompulsory labour. All recruitment is within UK law and follows bestpractice guidelines.Security practices COMM Being safe and secure (Page 44).Indigenous rights Fully All of MAG’s operations are in the UK and are covered by UK law, andour operations therefore do not involve any issues relating to the rights ofindigenous people.Assessment Fully All of M.A.G operations have been subject to human rights reviewsand/or impact assessments. The entire M.A.G operation has been riskreviewed and any associated risks with regards to human rights havebeen identified and appropriately mitigated.Remediation Fully All M.A.G operations are in the UK and there have been no cases ofgrievances relating to human rights during the reporting period.

OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-1369STANDARD DISCLOSURES PART II: Disclosures on Management Approach (DMAs) continuedDisclosure on Management Approach SOProfile DisclosureDisclosureLevel ofreportingLocation of disclosureAspects Local communities COMM Fully Investing in our communities (Page 30).Our community funds (Page 31).Reducing operational noise (Page 34).Managing air quality (Page 35).Ground transport (Page 29).Our Environment (Page 22).Managing our land (Page 28).Our Future (Page 48).Sustainable growth (Page 50).Additional data can be found in SO1 and AO8.Corruption Fully Diversity and equality (Page 39).100% of business units have been analysed for risks related to corruptionand during the reporting period there were no incidents of corruption.The entire M.A.G operation has been risk reviewed and any associatedrisks with regards to corruption have been identified and appropriatelymitigated. 100% of employees have been trained in the organisation’santi-corruption policies and procedures. The anti -bribery and corruptionpolicy is available on the company intranet and policies and proceduresare communicated via line managers.Public policy Fully Our Stakeholders (Page 17).Managing sustainability (Page 16).Policy involvement (Page 12).Additional data can be found in SO6.Anti-competitive behaviour Fully M.A.G, as a UK company, are subject to the rules and regulations of theCompetition Act 1998 and the Enterprise Act 2002 which regulate bothUK competition law and monopoly and merger practices. M.A.G hasinternal policies and protocols in place to ensure compliance with thislegislation. These policies and protocols have been highlighted underM.A.G’s risk management framework and as such are currently underreview and mitigating action, where necessary, will be taken.Compliance Fully Being safe and secure (Page 44).Compliance with laws and regulations is of upmost importance to M.A.G.The aviation industry is heavily regulated, predominantly for safety andM.A.G will always endeavour to follow all laws and regulations. Therehave been no cases of non-compliance during the reporting period.DMA PRDisclosure on Management Approach PRAspects Customer health and safety COMM Fully Health and Safety (Page 37).Managing our land (Page 28).Being safe and secure (Page 44).Additional data can be found in PR1 and PR2.Product and service labelling Fully Customer service (Page 42).Customer Feedback (Page 44).Additional data can be found in PR3 and PR4.magworld.co.uk

70OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-13STANDARD DISCLOSURES PART II: Disclosures on Management Approach (DMAs) continuedDisclosure on Management Approach PRProfileDisclosureDisclosureLevel of Location of disclosurereportingMarketing communications Fully Customer service (Page 42).Being safe and secure (Page 44).Customer feedback (Page 44).M.A.G conducts marketing in the UK and marketing communicationsis broken down into product marketing, awareness marketing and jointcampaign marketing with our partners. Marketing is conducted both onthe internet and through non internet forms, with an emphasis on printmarketing. M.A.G adheres to the rules, regulations, laws and codes ofpractice of the following organisations: Internet Advertising Bureau (IAB),the Advertising Standards Agency (ASA), Ofcom and the Data ProtectionAct. All policies relating to marketing communications are reviewedannually or when codes of practice are updated. M.A.G does not sellproducts or services that are banned in certain markets, or are the subjectof stakeholder questions or public debate .Customer privacy Fully Customer privacy and data is of great importance to M.A.G and all datais dealt with in accordance with UK law and regulation. There have beenno substantiated complaints regarding breaches of customer privacy andlosses of customer data during the reporting period.Compliance Fully Being safe and secure (Page 44).Business continuity and emergencypreparednessNon-compliance with laws and regulations concerning the provisionand use of products and services is considered important to M.A.G andM.A.G will always endeavour to follow all laws and regulations. Therehave been no cases of non-compliance during the reporting period.Fully Risk management (Page 10).All UK airports are required to have emergency and contingency plansin place in line with the requirements of the Civil Aviation Authority(CAA), specifically CAP168 ‘Licensing of Aerodromes’ and the CivilContingencies Act 2004. All M.A.G airports comply to this regulationand have specific measures in place to ensure business continuity andemergency preparedness.M.A.G airports manage and mitigate the risk of emergencies occurringthrough the safety management and risk assessment processes whichare laid down in the individual Airport’s Safety Management SystemsManual. Emergency Plans are promulgated to all relevant agencies andon-site operators. For example, at East Midlands Airport, the plans areoverseen by the Emergency Planning department, who have an auditprogramme in place to ensure that all internal department and externalagency procedures are aligned with the Emergency Plan. They also auditthe training and exercising of these procedures.An annual programme of both tabletop and live exercises are in place totest emergency, contingency/business continuity and security scenarios.Internal and multi-agency committees are held on a regular basis toassess the adequacy of the arrangements in place and to plan thelicensing exercise for the year.

OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-1371STANDARD DISCLOSURES PART II: Disclosures on Management Approach (DMAs) continuedDisclosure on Management Approach PRProfileDisclosureDisclosureLevel of Location of disclosurereportingService quality Fully Customer service (Page 42).Customer Feedback (Page 44).Provision of services or facilities for personswith special needsFullyEvery UK airport is governed by European law to provide a service fordisabled passengers and persons with reduced mobility (PRM). All M.A.Gairports provide a service, which is carried out either by an externalservice provider, which are monitored on a weekly basis to ensure thatService Level Agreements are met, or in-house, which is fully controlled byour airports and all services, both in-house and externally provided, meetthe requirements set out by European Legislation. In addition, all servicesmeet international standards and recommendations, that have beendeveloped in this area by European Civil Aviation Conference (ECAC)and the International Civil Aviation organisation (ICAO).STANDARD DISCLOSURES PART III: Performance IndicatorsEconomicIndicator Disclosure Level ofreportingLocation of disclosureEconomic performanceEC1EC2Direct economic value generated anddistributed, including revenues, operatingcosts, employee compensation, donationsand other community investments, retainedearnings, and payments to capital providersand governments.Financial implications and other risks andopportunities for the organisation’s activitiesdue to climate change.Fully About us (Page 8).Our community funds (Page 31).Annual Report and Accounts:Annual report and Accounts: Chairman’s Statement (Page 6)Annual report and Accounts: Chief Executive’s Operating Review (Page 8)Annual report and Accounts: Financial Review (Page 16).Fully The organisation’s senior managers consider climate change and therisks and opportunities it presents to the organisation extremely seriously.In addition to regular monthly reporting by each airport, the airportgroup also has a Corporate Social Responsibility (CSR) Board, whichwas formed in 2011. The CSR Board comprises a cross section of seniorexecutives and also has representation from the Group Board; includinga Non-Executive Director. The CSR Board provides an independentlyminded review and challenge of our work in this area and the findingsfrom the Board are reported to the Executive Committee. The ExecutiveCommittee and Group Board receive periodic performance updates. AllM.A.G Airports report regularly on sustainability performance.In 2012-13, we were required to purchase sufficient credits from theEnvironment Agency to cover our regulated emissions. In 2012-13,credits were sold at £12 per tonne of carbon dioxide, adding a furtherincentive to reduce the amount of energy we use. This is considered to bea financial risk, particularly as the price of carbon credits is expected toincrease sharply. As M.A.G has invested heavily in energy reduction andrenewable energy production on-site this risk has been reduced.magworld.co.uk

OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-1373Economic continuedIndicator Disclosure Level ofreportingLocation of disclosureMarket presenceBreakdown by National Minimum Wage GroupsUnder 18 Years of Age (Apprentices)Number ofColleaguesAverageSalaryNationalMinimumWage% Average SalaryvsMinimum WageRatioMale 2 £3.68 £2.65 139% 1Female 0 N/A N/A N/A N/A18 – 20 Years of AgeNumber ofColleaguesAverageSalaryNationalMinimumWage% Average SalaryvsMinimum WageRatioMale 9 £6.74 £4.98 135% 1Female 10 £7.53 £4.98 151% 1EC6AO1Policy, practices, and proportion of spendingon locally-based suppliers at significantlocations of operation.Total number of passengers annually, brokendown by passengers on international anddomestic flights and broken down by originand-destinationand transfer, includingtransit passengers.Aged 21 or OverNumber ofColleaguesAverageSalaryNationalMinimumWage% Average SalaryvsMinimum WageRatioMale 1129 £8.64 £6.19 139% 1Female 747 £9.13 £6.19 147% 1.06Fully Supply chain (Page 13).Corporate Social Responsibility Strategy (Page 14).Our Future (Page 48).Sustainable growth (Page 50).M.A.G cannot by law favour local contractors. Under UCR regulations(OJEU) it would be a breach of UK and European contract law to do soas we are classed as a public utility and therefore captured under OJEUlegislation. To specifically favour local contractors would be discriminatoryunder this legislation and leave us open to substantial fines and legalaction by the European commission. On the other hand, we have arobust sustainability policy which monitors contractors against and activelyencourages contribution through contracting at regional level.Fully Bournemouth East Midlands Manchester TotalCharter 183,573 985,080 4,594,089 5,829,503PassengersScheduled 485,844 2,997,431 15,208,414 18,796,900PassengersTotal 669,417 3,982,511 19,802,503 24,626,403magworld.co.uk

74OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-13Economic continuedIndicator Disclosure Level ofreportingLocation of disclosureMarket presenceDomesticArriving 3,240 180,455 1,146,115 1,344,391Departing 2,525 177,199 1,143,443 1,337,484Total 5,765 357,654 2,289,558 2,681,875InternationalArriving 333,982 1,815,853 8,770,731 10,991,834Departing 329,670 1,809,004 8,742,214 10,952,694Total 663,652 3,624,857 17,512,945 21,944,528O&D 669,417 3,982,511 19,482,418 24,306,318Transfer - - 320,085 320,085Transit 5,005 15,618 163,683 184,836Total 674,422 3,998,129 172,502 24,811,239AO2Annual total number of aircraft movementsby day and by night, broken down bycommercial passenger, commercial cargo,general aviation and state aviation flights.FullyCommercial Cargo Air Traffic Movements (ATM’s)DomesticM.A.G Airport Name Scheduled Time –Day/Night Flag TotalATM’sTotalBournemouth Day 1,429Night 1,423Bournemouth Total 2,852East Midlands Day 4,251Night 7,808East Midlands Total 12,059Manchester Day 423Night 6Manchester Total 429Grand TotalsGrand Total Day 6,103Grand Total Night 9,237Grand Total 15,340

OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-1375Economic continuedIndicator Disclosure Level ofreportingLocation of disclosureMarket presenceInternationalM.A.G Airport Name Scheduled Time – ATM’s TotalDay/Night Flag TotalBournemouth Day 16Night 72Bournemouth Total 86East Midlands Day 4,803Night 8,135East Midlands Total 12,938Manchester Day 843Night 306Manchester Total 1,149Grand TotalsGrand Total Day 5,662Grand Total Night 8,513Grand Total 14,175Commercial passenger, general aviation and state aviation flightsAir Traffic Movements (ATM’s)Manchester East Midlands Bournemouth TotalScheduled 136,454 28,184 3,857 172,646MovementsCharter 21,464 5,111 1,078 33,277MovementsTotal 157,918 33,295 4,935 205,923Movements by Airport by Day (06:00 to 22:59)and Night (23:00 to 05:59)Manchester East Midlands Bournemouth TotalCommercial passengerDay 143,525 29,149 4,338 186,021Night 14,393 4,146 597 19,902Commercial CargoDay 1,091 8,553 1,101 11,474Night 296 14,481 1,084 15,862magworld.co.uk

76OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-13Economic continuedIndicator Disclosure Level ofreportingLocation of disclosureMarket presenceGeneral AviationDay 7,240 15,810 42,182 74,699Night 1,218 1,295 583 3,154State AviationDay 0 0 0 0Night 0 0 0 0AO3 Total amount of cargo tonnage. Fully M.A.G AirportNameTotal 167,763 73,434 49,885 311,112Flight Type AccordCodeArriving orDeparting FlagCargo Weight(kg)Bournemouth Bellyhold Arriving 19,086Departing 19,947Pure Cargo Arriving 3,714,165Departing 6,510,978Total Arriving 3,733,251Departing 6,530,925East Midlands Bellyhold Arriving 35,393Departing 52,395Pure Cargo Arriving 149,702,875Departing 146,086,631Total Arriving 149,738,268Departing 146,139,026Manchester Bellyhold Arriving 44,574,843Departing 37,455,352Pure Cargo Arriving 8,830,463Departing 6,746,716Total Arriving 53,405,306Departing 44,202,068Grand Total Arriving 206,876,825Departing 196,872,019

OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-1377Economic continuedIndicator Disclosure Level ofreportingMarket presenceEC7 COMMProcedures for local hiring and proportionof senior management hired from the localcommunity at significant locations of operation.Indirect economic impactsEC8 COMM Development and impact of infrastructureinvestments and services provided primarily forpublic benefit through commercial, in-kind, orpro bono engagement.EC9 Understanding and describing significantindirect economic impacts, including theextent of impacts.Location of disclosureFully Recruiting our workforce (Page 41).M.A.G is committed to treating all colleagues and job applicants fairlyand to recruiting the best person for each vacancy. Our recruitment policyis underpinned by the company’s commitment to diversity, the need toraise corporate competence and the desire to provide job security inthe event of a need for redeployment of existing colleagues. There is noseparate policy for local hiring.Our approach is based on a number of key principles:–– All candidates will be treated with fairness, respect and in a way thatmaximises equality of opportunity;–– All managers and HR team members taking part in recruitment andselection will be competent to do so;–– Interviews will assess candidates against job-related criteria only, i.e.those which relate to the requirements of the job;–– All information held about a candidate will be used only for thepurpose for which the information has been collected;–– We will make reasonable adjustments to reduce any disadvantagefaced by people with disabilities in making an application;–– Any qualifications or requirements applied to a job that have or mayhave the effect of inhibiting applications from certain groups of thepopulation should only be retained if they can be justified in terms ofthe job to be done;–– Interviews should be conducted by at least two interviewers, withthe exception of those for volume recruitment, which will usually beconducted by one interviewer;–– Any offers will be made subject to acceptable vetting, references andmedical screening or examination.Fully Our Future (Page 48).Investing in our communities (Page 30).Our community funds (Page 31).Fully About us (Page 8).Corporate Social Responsibility strategy (Page 14).Our Future (Page 48).Investing in our communities (Page 30).Our community funds (Page 31).The economic impact of airports can be measured through the number ofjobs that are supported and the income gross value-added (GVA) that isgenerated. This can be either on-site or off-site, and be direct or indirect.Direct employment and income is that which is wholly related to theoperation of the airport and arises at the airport or in the immediate localarea. Indirect activity is employment or income generated in the supply chainof goods and services. Research has shown that M.A.G airports supportaround 135,000 jobs and generate some £3.2bn of income in the UK.magworld.co.uk

78OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-13EnvironmentalIndicator Disclosure Level ofreportingLocation of disclosureMaterialsEN1 Materials used by weight or volume. Fully As a service provider, we do not consume large quantities of rawmaterials. However, we are a major energy user and our energyconsumption is reported in EN3 and EN4.Our organisation also uses de-icer during periods of adverse weather,consumption data is included in: How we manage water usage and quality.EN2 Percentage of materials used that are recycledinput materials.Fully As a service provider, this indicator is not material to our business. Forelectricity – please see Environmental Management (Page 22) and 0% ofde-icer is recycled.EnergyEN3Direct energy consumption by primaryenergy source.Fully Environmental Management (Page 22).Direct energy consumption from non-renewable primary sourceVehicle Fuel:2,330,839 litres/90,016 GJGas:102,317,994 litres/51 GJLiquefied Petroleum Gas: 14,181 litres/340 GJGas Oil:112,500 litres/4,405 GJDirect energy consumption from renewable primary sourceBiofuel:35,535 litres/1,177 GJEN4 Indirect energy consumption by primary source. Fully Environmental Management (Page 22).In direct imported renewable electricity: 159,331,177 kWh/573,588 GJ.In direct renewable generated on-site kWh/1,883 GJ 523,162. 100% ofM.A.G’s electricity supply is from renewable sources.EN5 COMMEN6EN7Energy saved due to conservation andefficiency improvements.Initiatives to provide energy-efficientor renewable energy based productsand services, and reductions in energyrequirements as a result of these initiatives.Initiatives to reduce indirect energyconsumption and reductions achieved.Fully Environmental Management (Page 22).Through energy conservation and efficiency improvements, saved a totalof 6,491,949kWh/23,371 GJ.Fully M.A.G is a service led organisation, which has control over groundoperations at an airport, the terminal buildings and the site and hasimplemented a number of initiatives to provide energy-efficient orrenewable energy based services. Overall energy conservation andefficiency improvements have saved a total of 6,491,949kWh.Environmental Management (Page 22).Fully Environmental Management (Page 22).

OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-1379Environmental continuedIndicator Disclosure Level ofreportingLocation of disclosureWaterEN8 Total water withdrawal by source. Fully m 3 MAN EMA BOH TotalMains 517,602 110,838 128,595 757,03Rainwater recycling 0 430 0 430AO4Quality of storm water by applicableregulatory standards.FullyThe surface water regulatory standard is environmental permits. Samplesare obtained from outfall to receiving water and analysed at a laboratoryto MCERTS standards. Permit limits are: BOD 10 mg/l (15m/l at EMA),Suspended solids 50 mg/l, Ammonia 2 mg/l, Oil 10 mg/l pH 5-9.Samples obtained from outfall to receiving water and analysed at alaboratory to UKAS standards.No water sources are significantly affected by our withdrawal of water.The vast majority of our water is from the mains supply. More informationis supplied in EN21 and EN23.Rainwater is only harvested at East Midlands Airport, due to a newbuilding extension to the terminal. M.A.G is committed to ensuring thegreenest building options across all new buildings and this will continuewith the other airports as and when new buildings are erected. 430m 3 ofrainwater was harvested at East Midlands Airport in 2012-13.EN9Water sources significantly affected bywithdrawal of water.FullyEN10Percentage and total volume of water recycledand reused.FullyBiodiversityEN11 Location and size of land owned, leased, Fully Managing our land (Page 28).managed in, or adjacent to, protected areasand areas of high biodiversity value outsideprotected areas.EN12 Description of significant impacts of activities, Fully Managing our land (Page 28).products, and services on biodiversity inprotected areas and areas of high biodiversityvalue outside protected areas.EN13 Habitats protected or restored. Fully Managing our land (Page 28).EN14 Strategies, current actions, and future plans formanaging impacts on biodiversity.Fully Managing our land (Page 28).EN15Number of IUCN Red List species andnational conservation list species with habitatsin areas affected by operations, by level ofextinction risk.FullyThere are no IUCN Red list species and national conservation list specieswith habitats in areas affected by M.A.G operations.magworld.co.uk

80OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-13Environmental continuedIndicator Disclosure Level ofreportingLocation of disclosureEmissions, effluents and wasteEN16COMMEN17EN18COMMEN19EN20Total direct and indirect greenhouse gasemissions by weight.Other relevant indirect greenhouse gasemissions by weight.Initiatives to reduce greenhouse gas emissionsand reductions achieved.Emissions of ozone-depleting substancesby weight.NOx, SOx, and other significant air emissionsby type and weight.Environmental Management (Page 22).Direct – 23,902 tonnes.Indirect – 0 tonnes (Excluding the benefit of electricity purchased fromrenewable sources would have increased M.A.G’s emissions by 82,118tonnes in 2012-13).The footprint scope is as defined within the M.A.G Carbon NeutralCommitment, which includes Scope 1 (oil, gas, and vehicle fuel), Scope2 (electricity) and some Scope 3 (electricity, heating oil and fuel suppliedto third-party tenants). The May 2012 Defra Emission Factors wereused to calculate the 2011 footprint. Defra/DECC Emission Factors(May 2012 release) were used to calculate emissions as outlined in theEnvironmental Management section of the CSR report.Environmental Management (Page 22).Indirect – 0 tonnes (Excluding the benefit of electricity purchased fromrenewable sources would have increased M.A.G’s emissions by 82,118tonnes in 2012-13).The footprint scope is as defined within the M.A.G Carbon NeutralCommitment, which includes Scope 1 (oil, gas, and vehicle fuel), Scope2 (electricity) and some Scope 3 (electricity, heating oil and fuel suppliedto third-party tenants). The May 2012 Defra Emission Factors wereused to calculate the 2012-13 footprint. Defra/DECC Emission Factors(May 2012 release) were used to calculate emissions as outlined in theEnvironmental Management section of the CSR report.Fully Environmental Management (Page 22).Water and Waste (Page 26).Sustainable Growth (Page 50).Through energy conservation, reduction and efficiency improvements, wesaved a total of 6,491,949kWh.Fluorinated greenhouse gases (F gases) are mainly used as the refrigerantin air conditioning and commercial refrigeration systems. The total weightof F gases is 136kg, which is equal to 187 tonnes of CO 2equivalent.Fully Managing air quality at our airports (Page 35).Continual fixed air quality monitoring is in place at Manchester and EastMidlands Airports, please see the results of the air emissions that aremonitored below. All data is presented in annual average ug/m 3 .

OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-1381Environmental continuedIndicator Disclosure Level ofreportingLocation of disclosureEmissions, effluents and waste2012 2011 2010 2009 2008NO2 MAN 24.4 22.8 28.1 24.1 24.0EMA 29.0 27.2 21.0 21.0 25.0BOH - - - - -Benzene MAN - - - - -EMA 1.0 0.5 0.3 0.3 0.3BOH - - - - -SO2 MAN - - - 2.0 1.4EMA - - - - -BOH - - - - -O3 MAN 43.4 46.1 34.3 31.5 32.7EMA - - - - -BOH - - - - -PM10 MAN 13.4 15.0 16.6 17.7 23.5EMA 18.0 18.7 15.0 13.0 14.0BOH - - - - -PM2.5 MAN 9.0 10.0 10.5 9.4 -EMA - - - - -BOH - - - - -This information is only available for Manchester Airport, as it has furtheradvanced measurement systems in place, that is not available at the threesmaller airports.EN21Total water discharge by quality anddestination.FullyManchesterUtility companysewerSurfaceWaterSoakawayDe-icer contaminated 1,567,730 0 0surface water m 3Aircraft and vehicle1,967 0 0wash water m 3Total 1,569,697 0 0Please note: There is no effluent meter at the fire station to record the volumeof fire training effluent discharged. We are now recording the number ofhours the pumps operate in order to calculate a volume for 2013/14.magworld.co.uk

82OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-13Environmental continuedIndicator Disclosure Level ofreportingLocation of disclosureEmissions, effluents and wasteEN22COMMTotal weight of waste by type anddisposal method.FullyManchester (tonnes)Nonhazardoussolid wasteHazardousWasteLiquidwasteTotalReuse 0.0 0.0 0.0 0.0Recycling 1735.5 28.5 0.0 1764.0Recovery 3639.5 12.8 241.6 3893.9Composting 14.3 0.0 0.0 14.3Incineration(or use as fuel)0.0 0.0 0.0 0.0Landfill 2262.5 0.0 0.0 2262.5Deep wellinjection0.0 0.0 0.0 0.0On-sitestorage0.0 0.0 0.0 0.0Total 7651.8 41.3 241.6 7934.7Bournemouth (tonnes)Nonhazardoussolid wasteHazardousWasteLiquidwasteTotalReuse 0 1 0 0Recycling 116 0 0 116Recovery 0 0 0 0Composting 0 0 0 0Incineration(or use as fuel)0 0 0 0Landfill 23 0 0 23Deep wellinjection0 0 0 0On-sitestorage0 0 0 0Total 139 1 0 140

OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-1383Environmental continuedIndicator Disclosure Level ofreportingLocation of disclosureEmissions, effluents and wasteEast Midlands (tonnes)Nonhazardoussolid wasteHazardousWasteLiquidwasteTotalReuse 0 0 0 0Recycling 421.95 0 0 421.95Recovery 85.37 0 0 85.37Composting 0 0 0 0Incineration0 0 0 0(or use as fuel)Landfill 80.87 0 0 80.87Deep well0 0 0 0injectionOn-site0 0 0 0storageTotal 588.19 0 0 588.19Waste from all flights is only measured at Manchester and East MidlandsAirport, as waste is not measured separately from flights. In addition, thewaste segregated from flights is not differentiated between domestic andInternational flights, therefore the figures below are for all flights.Manchester: 1,685 tonnes.East Midlands: 186.24 tonnes.EN23 Total number and volume of significant spills. Fully Significant spills are as defined in the relevant ISO 14001Environmental Management System, which states that at East MidlandsAirport, we must report spills over 500 litres and at Manchester Airport,a significant spill is one which enters the watercourse or is otherwiseraise as a non-conformance.Total MAN EMA BOHNumber 6 4 2 0Volume (litres) 1800 1000 800 0Details for the spills at Manchester Airport are:Spill 1 – Aircraft washwater that had not been diverted to foul sewer asrequired.Spill 2 – Diluted fire fighting foam, which was captured by the drainagecontainment system.Spill 3 – Industrial lubricant spilt at the world freight terminal.Spill 4 – Overflow from drainage containment system during prolongedheavy rainfall.magworld.co.uk

84OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-13Environmental continuedIndicator Disclosure Level ofreportingLocation of disclosureEmissions, effluents and wasteDetails for spills at East Midlands Airport are:Spill 1 – Diesel spill from lorry in a landside locationSpill 2 – Diesel additive spilled in landside fuelling area.Please see EN20 for data on ambient pollutant levels andconcentrations of monitored pollutants, charting progress againstprevious years. Ambient pollutant levels are collected from:East Midlands within the boundary of the aeropark, next to the closestresidential property. Bournemouth within airport boundary. Manchester,within the airport boundary at the 24 middle marker and next to closestresidential property. During 2011-12, there was full compliance withrelevant ambient air quality standards.1539.2 cubic metres of de-icer was used across the Group. Manchester= 615.0m 3 (pavement de-icer only), EMA = 870m 3 , BOH = 53.7m 3 .0% was recycled across the Group. Please note, the increase in thede-icer usage was due to the persistent and heavy period of cold the UKfaced over winter 12/13.Any hazardous waste is treated in the UK and not exported. Manchester isthe only airport that this is measured for and 41.3tonnes was transportedto sites in the UK for reprocessing. This data is not collected at EastMidlands Airport and is provided by a third party, which we were not ableto gather the data for.There are no water bodies that are significantly affected by discharges ofwater runoff.Local Water Quality in the water and waste section (Page 26).AO5Ambient air quality levels according topollutant concentrations in microgram percubic meter (μg/m 3 ) or parts per million (ppm)by regulatory regime.FullyAO6Aircraft and pavement de-icing/anti-icing fluidused and treated by m 3 and/or metric tonnes.FullyEN24Weight of transported, imported, exported, ortreated waste deemed hazardous under theterms of the Basel Convention Annex I, II, III,and VIII, and percentage of transported wasteshipped internationally.Identity, size, protected status, and biodiversityvalue of water bodies and related habitatssignificantly affected by the reportingorganisation’s discharges of water and runoff.FullyEN25FullyProducts and servicesEN26EN27ComplianceInitiatives to mitigate environmental impactsof products and services, and extent of impactmitigation.Percentage of products sold and their packagingmaterials that are reclaimed by category.Fully Reducing operational noise (Page 34).Managing air quality (Page 35).Ground transport (Page 29).Fully As a service provider, this indicator is not material to our business.EN28Monetary value of significant fines and totalnumber of non-monetary sanctions fornon-compliance with environmental lawsand regulations.FullyThere have been no fines or non-monetary sanctions for non-compliancewith environmental laws and regulations during the reporting period.

OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-1385Environmental continuedIndicator Disclosure Level ofreportingLocation of disclosureTransportEN29OverallEN30AO7Significant environmental impacts oftransporting products and other goodsand materials used for the organisation’soperations, and transporting members of theworkforce.Total environmental protection expendituresand investments by type.Number and percentage change of peopleresiding in areas affected by noise.Fully Ground transport (Page 29).M.A.G does not transport products or other goods or materials. Eachairport has a surface access/ground transport strategy in place to ensurethat the environmental impact of vehicles on-site and those travelling tothe site are minimised. They are also aimed at increasing public transportuse and there are Green Travel Plans to encourage staff travel by non-carmodes. Each Ground Transport Strategy is included in the Master Plan forall airports (a published source), which is available at:www.magworld.co.uk/magweb.nsf/Content/Master PlansFully Group wide figures:Waste disposal costs: £841,338.15Environmental management and Prevention costs: £692,082.29.Fully Reducing noise from our airports (Page 34).Manchester Airport57dB LAeq day (07:00 – 23:00)Year Area (sqkm) Population2010 29.2 286002011 30.2 275502012 29.3 29050Manchester Airport57dB LAeq night (23:00 – 07:00)Year Area (sqkm) Population2010 9.5 38002011 8.8 25002012 9.5 3850magworld.co.uk

86OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-13Social: Labour Practices and Decent WorkIndicator Disclosure Level ofreportingLocation of disclosureEmploymentLA1Total workforce by employment type,employment contract, and region, brokendown by gender.FullyTotal number of employees broken down by type of employment contractand gender.MaleFemalePermanent Full Time 1462 53% 580 21%Permanent Part Time 148 5% 228 8%Total Permanent 1610 59% 808 30%Temporary Full Time 49 3% 22 1%Temporary Part Time 108 8% 78 3%Total Temporary 157 6% 100 4%Casual 27 1% 35 1%Total 1767 65% 908 33%Manchester AirportMaleFemalePermanent Full Time 1129 80% 424 62%Permanent Part Time 113 8% 157 23%Total Permanent 1242 45% 581 21%Temporary Full Time 47 3% 21 3%Temporary Part Time 107 8% 76 11%Total Temporary 154 6% 97 4%Casual 8 1% 3 0%Total 1404 67% 681 33%East Midlands AirportMaleFemalePermanent Full Time 231 85% 122 59%Permanent Part Time 19 7% 53 25%Total Permanent 250 9% 175 6%Temporary Full Time 2 1% 1 0%Temporary Part Time 1 0% 1 0%Total Temporary 3 0% 2 0%Casual 18 7% 31 15%

OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-1387Social: Labour Practices and Decent Work continuedIndicator Disclosure Level ofreportingLocation of disclosureEmploymentBournemouth AirportMaleFemaleTemporary Part Time 0 0 0 0Permanent Full Time 102 86% 34 63%Permanent Part Time 16 13% 18 33%Total Permanent 118 4% 52 2%Temporary Part Time 0 0% 1 2%Total Temporary 0 0% 1 0%Casual 1 1% 1 2%Total 119 69% 54 31%Total 271 57% 208 43%LA2 COMMTotal number and rate of new employee hiresand employee turnover by age group, gender,and region.FullyLeavers by Age*Age group Employees % of total leavingemployees% of totalemployees*16-25 78 20% 3%26-35 84 22% 3%36-45 69 18% 2%46-55 79 20% 3%56-65 63 16% 2%Over 65 16 4% 1%Total 389Leavers by length of service*Age group Employees % of total leavingemployees% of totalemployees*>1 Year 169 43% 6%1 Year 38 10% 1%2 Years 30 8% 1%3 Years 9 2% 0%4 Years 13 3% 0%5 Years or more 130 33% 5%Total 389magworld.co.uk

88OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-13Social: Labour Practices and Decent Work continuedIndicator Disclosure Level ofreportingLocation of disclosureEmploymentLeavers by location*LocationEmployeesleaving% of total leavingemployees% of totalemployeesManchester287 73.78% 13.75%AirportEast Midlands77 19.79% 16.01%AirportBournemouth25 6.43% 13.81%AirportTotal 389 13.88%Leavers by location*Location Male employees Female employeesEmployees% of leaversfor locationEmployees % of leaversfor locationManchester176 61.32% 111 38.68%AirportEast Midlands 42 54.55% 35 45.45%AirportBournemouth 22 88.00% 3 12.00%AirportTotal 240 61.70% 149 38.30%New employees by age**Age group Employees % of total leavingemployees% of totalemployees*16-25 121 31.11% 4.32%26-35 151 38.82% 5.39%36-45 155 39.85% 5.53%46-55 177 45.50% 6.32%56-65 135 34.70% 4.82%Over 65 30 7.71% 1.07%Total 769

OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-1389Social: Labour Practices and Decent Work continuedIndicator Disclosure Level ofreportingLocation of disclosureEmploymentNew starters leaving within one year**Age group Employees % of total leavingemployeesLess than onemonth% of totalemployees*27 6.94% 0.96%1-2 months 40 10.28% 1.43%1 Year 48 12.34% 1.71%2 Years 28 7.20% 1.00%3 Years 14 3.60% 0.50%4 Years 8 2.06% 0.29%5 Years or more 4 1.03% 0.14%Total 169LA3Benefits provided to full-time employees thatare not provided to temporary or part-timeemployees, by major operations.New employees by location**LocationNewemployees% of totalleavingemployees% of totalemployees*Left within 12monthsManchester 383 98.46% 18.34% 111AirportEast Midlands 319 82.01% 66.32% 52Airport***Bournemouth 67 17.22% 37.02% 6Airport***Total 769 27.44% 169*Based against the company annual headcounts. The figures are anaverage number of employees throughout the year (2802), due to theseasonal variations of staffing levels during operational peak periods.**New employees includes any employee starting with M.A.G as either anewly recruited employee or a TUPE in employee from another company.***TUPE in of East Midlands and Bournemouth security took place in2012.Fully Reward and recognition (Page 40).M.A.G does not differentiate the benefits we offer to colleagues on thebasis of their hours of work, or length of employment. All colleagues atthe same grade are eligible for the same benefits.magworld.co.uk

90OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-13Social: Labour Practices and Decent Work continuedIndicator Disclosure Level ofreportingLocation of disclosureEmploymentLA15Return to work and retention rates afterparental leave, by gender.FullyThe number of employees by gender that were entitled to parental leave:901 Female, 1748 Male.The number of employees by gender that took parental leave:37 Female, 32 Male.The number of employees who returned to work after parental leaveended by gender:19 Female, 32 Male.The number of employees who returned to work after parental leaveended who were still employed 12 months later by gender:17 Female, 31 Male.The return to work and retention rates of employees who returned to workafter leave ended by gender:89% Female, 97% Male.Labour/management relationsLA4LA5Percentage of employees covered by collectivebargaining agreements.Minimum notice period(s) regardingsignificant operational changes, includingwhether it is specified in collective agreements.Fully Employees covered by collective bargaining agreements – 2546.As a percentage against the total number of employees – 93.02%.Fully The minimum notice periods regarding significant operational changes are:Where 20 – 99 colleagues are affected, we must start the consultation atleast 30 days before any changes take effect.Where more than 100 colleagues are affected, the consultation muststart at least 90 days before any changes take effect.Occupational health and safetyLA6LA7 COMMPercentage of total workforce representedin formal joint management-worker healthand safety committees that help monitor andadvise on occupational health and safetyprogrammes.Rates of injury, occupational diseases, lostdays, and absenteeism, and number of workrelatedfatalities by region and by gender.Fully Health and safety (Page 37).100% are represented in formal joint management – worker health andsafety committees, as representatives of both Trade Union and other, raisevalid points valid for both union and non-union staff.FullyAll injuries are recorded; including first aid level and lost days are onlyscheduled work days. Injury rate for total workforce is 10.80 (268total injuries/4,964,471.09 hours worked x 200,000). Injury rate forcontractors is not available, as it is not recorded. There have been nooccupational diseases for M.A.G staff or contractors. Lost day for totalworkforce rate is 10.27 and there were 254.95 (based on 3023 hours,divided by average 12 hour shift to calculate days, added to threerecorded days in January 2013) lost days. Lost day rate for contractors isnot available as it is not recorded by M.A.G.

OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-1391Social: Labour Practices and Decent Work continuedIndicator Disclosure Level ofreportingLocation of disclosureOccupational health and safetyAccident Cause for Manchester Airport onlySlip, trip or fall at same level 71Manual lifting, moving, carrying 56Cut on sharp object or surface 37Hit by a moving or flying object 30Trapped in object or machinery 24Struck against fixed or stationary object 15Fall down staircase 9Fire, burn, scald 6Hit by moving vehicle 6Fall from height 5Contact with harmful substance 2Vehicle accident 2Electric shock 1Insect bite or sting 1Violence 1RIDDORS submitted 27Absentee rate for total workforce is 1.83. Out of 4,962,471 possiblehours worked (413,539 days), 227,265 hours (18,938 days) wererecorded as sick (hours divided by average 12 hour shift worked tocalculate days). There were no reported fatalities recorded for totalworkforce or contractors. Please see Health and Safety and us and Howwe operate responsibly. In order for the accident event to be included inthe AFR the member of staff must have been absent from work for 3 daysor more (i.e. constitute a RIDDOR reportable event).Employees who are involved in occupational activities, which has highincidence of high risk of specific diseases = 0.Risk control programmes in place are: Manual handling, safetymanagement training and security training.Local community procedures are included within the aerodrome manual,for local community involvement in terms of incidents. This is inclusive ofcommunity emergency procedures for health, wellbeing and safety.Investing in our people (Page 36).Training and Development (Page 40).Health and safety (Page 37).Investing in our communities (Page 30).All safety committees have slightly different agendas, due to differentoperational aspects; however the main topics that are synonymous are:discussion of accidents, Risk assessments; including updates, any issuesarising and any safety initiatives.LA8Education, training, counselling, prevention,and risk-control programmes in place toassist workforce members, their families,or community members regarding seriousdiseases.FullyLA9Health and safety topics covered in formalagreements with trade unions.Fullymagworld.co.uk

92OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-13Social: Labour Practices and Decent Work continuedIndicator Disclosure Level ofreportingTraining and educationLA10Average hours of training per year peremployee by gender, and by employeecategory.FullyLocation of disclosureIn addition to mandatory operational training, which is carried out inaccordance with CAA Regulations. M.A.G has an on-line training systemwhich records training for non-operational training. All figures below aretaken from the on-line training system.MaleFemaleIndividual users 1,057 554Actual learning in hours 10,919 6,021Average hours per employee 10 11By Senior LeadershipMale FemaleIndividual users 36 10Actual learning in hours 245 30Average annual hours per employee 7 3LA11Programmes for skills management andlifelong learning that support the continuedemployability of employees and assist them inmanaging career endings.Breakdown by Performance Category (Users)Total Male FemaleColleague 1155 743 412Performance Manager 103 61 42Line Manager 331 239 92No longer employed by M.A.G 22 14 8Fully Investing in our people (Page 36).Training and development (Page 40).In order to assist colleagues in managing their career endings, M.A.Ghas a specific programme in place that assists colleagues in the caseof redundancy. The Outplacement programme is run by an externalcompany and offers a different level of support, dependent on theindividual’s role, ranging from 12 months to two days. The programmeoffers the following in support: Individual face-to-face or telephonecoaching sessions, participative group learning events on a range oftopics to help the individual gain the most from the service, A dedicatedconsultant will work with the individual to develop a programme to suitthe individual’s needs and aspirations, Online career managementsupport for life, training needs analysis, employee assistance programmeand independent financial advice.

OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-1393Social: Labour Practices and Decent Work continuedIndicator Disclosure Level ofreportingLocation of disclosureTraining and educationLA12Percentage of employees receiving regularperformance and career development reviews,by gender.Fully Training and development (Page 40).100% of colleagues across M.A.G receive regular performance reviews;of these, 34% are completed online (Male: 63.2% (608 colleagues),Female: 36.8% (354 colleagues)) and 66% are completed on paper.The system is relatively new to M.A.G, therefore only certain departmentshave been able to complete their performance reviews on-line. All othercolleagues will complete these on paper and this data is not currentlymeasured, as it is the aim that all colleagues will use the on-line system inthe next financial year.Diversity and equal opportunityLA13Composition of governance bodies andbreakdown of employees per employeecategory according to gender, age group,minority group membership, and otherindicators of diversity.FullyComposition of governance bodies and breakdown of employees peremployee category according to gender, age group, minority groupmembership, and other indicators of diversity.The information below is for the Senior Leadership Team within thebusiness and does not include the M.A.G Board. The composition of theBoard can be found in the Annual Report and Accounts (Page 48).GenderGender # Male FemaleSenior management 36 10Gender % Male FemaleSenior management 78.26% 21.74%EthnicityEthnicity # White British Other UnknownSenior management 38 7 1Ethnicity % White British Other UnknownSenior management 82.61% 15.22% 2.17%AgeAgeAge # Age %16-25 0 16-25 0.00%26-35 5 26-35 10.87%36-45 26 36-45 56.52%46-55 9 46-55 19.57%56-65 6 56-65 13.04%Over 65 0 Over 65 0.00%magworld.co.uk

94OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-13Social: Labour Practices and Decent Work continuedIndicator Disclosure Level ofreportingEqual remuneration for women and menLA14Ratio of basic salary and remuneration ofwomen to men by employee category, bysignificant locations of operation.Location of disclosureFully Diversity and Equality (Page 39).The ratio of basic salary and remuneration of women to men has beenbased on all M.A.G colleagues on National Wage Average or under.Overall Salary Ratio for male to female: 1: 1.07.Salary Ratio by employee category and location (based on averagesalaries per band).M.A.GManchester AirportMale Female Male FemaleLevel 1 1.00 0.55 - -Level 2 1.00 0.70 1.00 0.71Level 3 1.00 0.80 1.00 0.82Level 4 1.00 0.94 1.00 0.95Level 5 0.98 1.00 1.00 0.98Level 6 1.00 0.87 1.00 0.85Level 7 1.00 0.82 1.00 0.84Social: Human RightsIndicator Disclosure Level ofreportingInvestment and procurement practicesHR1 Percentage and total number of significantinvestment agreements and contracts thatinclude clauses incorporating human rightsconcerns, or that have undergone humanrights screening.FullyM.A.GManchester AirportMale Female Male FemaleLevel 1 - - - -Level 2 1.00 0.57 1.00 -Level 3 1.00 0.61 1.00 0.78Level 4 1.00 0.83 0.93 1.00Level 5 1.00 1.00 1.00 0.75Level 6 1.00 0.88 1.00 0.85Level 7 1.00 1.00 N/A N/ALocation of disclosureM.A.G does not invest in other organisations. Our procurement policyincludes sustainability criteria.

OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-1395Social: Human Rights continuedIndicator Disclosure Level ofreportingLocation of disclosureInvestment and procurement practicesHR2Percentage of significant suppliers, contractorsand other business partners that haveundergone human rights screening, andactions taken.FullyM.A.G states that all contracts must be executed in accordance with uklaw in which clearly human rights are addressed for all tier 1 suppliers,therefore 100% of these suppliers have undergone human rightsscreening, with no actions taken. M.A.G has no direct relationship withtier 2 suppliers and beyond.M.A.G’s Dignity at Work Policy aims to ensure that any inappropriatebehaviour which does occur in the workplace is dealt with seriously, in abalanced, sensitive and confidential manner so that the matter can beresolved as quickly as possible for all concerned.For year 2012 – 2013Colleagues completing the training 293% Trained against M.A.G Colleagues 10.71%HR3Total hours of employee training on policiesand procedures concerning aspects of humanrights that are relevant to operations, includingthe percentage of employees trained.FullyNon-discriminationHR4Total number of incidents of discriminationand corrective actions taken.FullyThere was only one case of discrimination during this reporting year.The incident was investigated fully and the case has been closed. M.A.Gensures that the environment in which we work is harmonious andrespectful. The company has in place a procedure which recognisesthat inappropriate behaviour, which may include harassment, can anddoes take place. It aims to ensure that if inappropriate behaviour doesoccur in the workplace it’s dealt with seriously, in a balanced, sensitiveand confidential manner so that the matter can be resolved as quicklyas possible for all concerned. We’re committed to tackling incidents ofinappropriate behaviour swiftly and decisively to enable people of allbackgrounds to have dignity at work, to progress in the organisation andto fully contribute to its success.Freedom of association and collective bargainingHR5Operations and significant suppliers identifiedin which the right to exercise freedom ofassociation and collective bargaining maybe violated or at significant risk, and actionstaken to support these rights.FullyAll M.A.G employees are free to join unions and to engage in collectivebargaining.As of 31 March 2013 93.02% of employees are covered by collectivebargaining agreements.Union MembershipEmployees in a Trade % of LocationUnionManchester Airport 1029 49.35%East Midlands Airport 164 34.24%Bournemouth Airport 15 8.67%Total 1208 44.14%magworld.co.uk

96OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-13Social: Human Rights continuedIndicator Disclosure Level ofreportingChild labourHR6Operations and significant suppliers identifiedas having significant risk for incidents of childlabour, and measures taken to contribute tothe effective abolition of child labour.Prevention of forced and compulsory labourHR7 Operations and significant suppliers identifiedas having significant risk for incidents offorced or compulsory labour, and measuresto contribute to the elimination of all forms offorced or compulsory labour.Security practicesHR8 Percentage of security personnel trained inthe organisation’s policies or proceduresconcerning aspects of human rights that arerelevant to operations.Indigenous rightsHR9 Total number of incidents of violationsinvolving rights of indigenous people andactions taken.AssessmentHR10RemediationHR11Percentage and total number of operationsthat have been subject to human rightsreviews and/or impact assessments.Number of grievances related to human rightsfiled, addressed and resolved through formalgrievance mechanisms.FullyFullyAll M.A.G operations are in the UK and do not involve any child labour.All recruitment is within the UK law and follows best practice guidelines.All M.A.G operations are in the UK and do not involve any forced orcompulsory labour. All recruitment is within UK law and follows bestpractice guidelines.Fully Being safe and secure (Page 44).FullyFullyFullyLocation of disclosureOur security staff are trained according to the Department for Transport’sguidelines and follow their policies and procedures in carrying out theirwork. Our security staff are subject to regular compliance checks by theDepartment for Transport.All of M.A.G’s operations are in the UK and are covered by UK law, andour operations therefore do not involve any issues relating to the rights ofindigenous people.All of M.A.G’s operations have been subject to human rights reviewsand/or impact assessments. The entire M.A.G operation has been riskreviewed and any associated risks with regards to human rights havebeen identified and appropriately mitigated.All M.A.G operations are in the UK and there have been no cases ofgrievances relating to human rights during the reporting period.

OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-1397Social: SocietyIndicator Disclosure Level ofreportingLocation of disclosureLocal communitiesSO1Percentage of operations with implementedlocal community engagement, impactassessments, and development programmes.FullyAll of M.A.G’s operations have local community engagement, impactassessments and development programmes in place. This includes:environmental impact assessments and monitoring, public disclosureof results of environmental and social impact assessments, localcommunity development programmes based on local communities’needs, stakeholder engagement plans based on stakeholder mapping,broad based local community consultation committees and processesthat include vulnerable groups, works councils, occupational health andsafety committees and other employee representation bodies to deal withimpacts, formal local community grievance processes.SO9 COMMSO10COMMAO8CorruptionOperations with significant potential or actualnegative impacts on local communities.Prevention and mitigation measuresimplemented in operations with significantpotential or actual negative impacts on localcommunities.Number of persons physically or economicallydisplaced, either voluntarily or involuntarily,by the airport operator or on its behalf by agovernmental or other entity, andcompensation provided.More information can be found in the following sections:Investing in our communities (Page 30)Our community funds (Page 31)Reducing operational noise (Page 34)Managing air quality (Page 35)Ground transport (Page 29)Our Environment (Page 22)Managing our land (Page 28).Fully Investing in our communities (Page 30).Our community funds (Page 31).Reducing operational noise (Page 34).Managing air quality (Page 35).Ground transport (Page 29).Our Environment (Page 22).Managing our land (Page 28).Fully Investing in our communities (Page 30).Our community funds (Page 31).Reducing operational noise (Page 34).Managing air quality (Page 35).Ground transport (Page 29).Our Environment (Page 22).Managing our land (Page 28).Fully There were no persons physically or economically displaced during thereporting period.SO2Percentage and total number of business unitsanalysed for risks related to corruption.Fully100% of business units have been analysed for risks related to corruption.The entire M.A.G operation has been risk reviewed and any associatedrisks with regards to corruption have been identified and appropriatelymitigated.magworld.co.uk

98OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-13Social: Society continuedIndicator Disclosure Level ofreportingLocation of disclosureCorruptionSO3 Fully 100% of employees have been trained in the organisation’s anticorruptionpolicies and procedures. The anti bribery and corruption policyis available on the company intranet and policies and procedures arecommunicated via line managers.SO4 Actions taken in response to incidents ofcorruption.Fully There have been no incidents of corruption.Public policySO5SO6Public policy positions and participation inpublic policy development and lobbying.Total value of financial and in-kindcontributions to political parties, politicians,and related institutions by country.Fully Our Stakeholders (Page 17).Managing sustainability (Page 16).Policy Involvement (Page 12).Fully We do not make any financial or in-kind contributions to political partiesor individual politicians.Anti-competitive behaviourSO7Total number of legal actions for anticompetitivebehaviour, anti-trust, andmonopoly practices and their outcomes.FullyThere were no legal actions for anti-competitive behaviour, anti-trust, orand monopoly practices.ComplianceSO8Monetary value of significant fines and totalnumber of non-monetary sanctions for noncompliancewith laws and regulations.FullyThere were no significant fines or non-monetary sanctions for noncompliancewith laws and regulations.Social: Product ResponsibilityIndicator Disclosure Level ofreportingLocation of disclosureCustomer health and safetyPR1PR2AO9Life cycle stages in which health and safetyimpacts of products and services areassessed for improvement, and percentageof significant products and services categoriessubject to such procedures.Total number of incidents of non-compliancewith regulations and voluntary codesconcerning health and safety impacts ofproducts and services during their life cycle, bytype of outcomes.Total annual number of wildlife strikes per10,000 aircraft movements.Fully Health and safety (Page 37).FullyThe health and safety impacts of all of our services are regularly assessedfor improvement. There are a number of formal licensing audits includingan annual aerodrome inspection that is undertaken by the Civil AviationAuthority (CAA). This is a formal part of the aerodrome licensing process.In addition, there are a number of health and safety committees in placeat each airport that include the airport, airlines and handling agents thatwork collectively to improve health and safety.M.A.G is a service company only and does not produce any products.There have been no incidents of non-compliance with regulations andvoluntary codes in relation to our services.Fully Managing our land (Page 28).

OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-1399Social: Product Responsibility continuedIndicator Disclosure Level ofreportingLocation of disclosureProduct and service labellingPR3PR4PR5Type of product and service informationrequired by procedures, and percentage ofsignificant products and services subject tosuch information requirements.Total number of incidents of non-compliancewith regulations and voluntary codesconcerning product and service informationand labelling, by type of outcomes.Practices related to customer satisfaction,including results of surveys measuringcustomer satisfaction.FullyFullyOur airports are subject to a range of European and National Legislationrelating to safety and security, boundary and border control, and airtransportation. Notices and details of this legislation are clearly placed inour airports.There have been no incidents of non-compliance with regulations andvoluntary codes concerning product and service information during thereporting period.Fully Customer service (Page 42).Customer Feedback (Page 44).Marketing communicationsPR6Programmes for adherence to laws, standards,and voluntary codes related to marketingcommunications, including advertising,promotion, and sponsorship.FullyM.A.G conducts marketing in the UK and marketing communicationsis broken down into product marketing, awareness marketing and jointcampaign marketing with our partners. Marketing is conducted both onthe internet and through non internet forms, with an emphasis on printmarketing. M.A.G adheres to the rules, regulations, laws and codes ofpractice of the following organisations: Internet Advertising Bureau (IAB),the Advertising Standards Agency (ASA), Ofcom and the Data ProtectionAct. All policies relating to marketing communications are reviewedannually or when codes of practice are updated. M.A.G does not sellproducts or services that are banned in certain markets, or are the subjectof stakeholder questions or public debate.M.A.G received an ASA query regarding an online advert during theperiod. This was resolved without formal complaint and extra measureshave now been put into place to ensure no further enquiries of thisnature.PR7Total number of incidents of non-compliancewith regulations and voluntary codesconcerning marketing communications,including advertising, promotion, andsponsorship by type of outcomes.FullyCustomer privacyPR8Total number of substantiated complaintsregarding breaches of customer privacy andlosses of customer data.FullyThere have been no substantiated complaints regarding breaches ofcustomer privacy and losses of customer data during the reportingperiod.CompliancePR9Monetary value of significant fines fornon-compliance with laws and regulationsconcerning the provision and use of productsand services.FullyThere have been no significant fines for non-compliance with laws andregulations concerning the provision and use of products and servicesduring the reporting period.magworld.co.uk

100OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-13

OUR PERFORMANCEM.A.G Corporate Social Responsibility Report 2012-13101CONTACT USWe welcome your thoughts and commentson our report. Please contact us as follows:Email: sustainability@manairport.co.ukPost: Sustainability Team, M.A.G, OlympicHouse, Manchester Airport, Manchester,M90 1QX, United KingdomTelephone: +44 (0)8712710711*More information can also be found onM.A.G’s website: www.magworld.co.ukand the individual airport websites:www.bournemouthairport.comwww.eastmidlandsairport.comwww.manchesterairport.co.ukwww.stanstedairport.comThe Manchester Airport Group plcRegistered Office: Town Hall, Manchester,M20 2LA, United KingdomRegistered Number: 4330721*Calls charged at 10 pence per minute from aBT landline. Calls from mobile phones and othernetworks may vary.magworld.co.uk

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