In its pursuit of excellence, Abengoa continuously works to improve its activities and processes. Relying on different tools and channels to liaise with stakeholders, Abengoa is able to detect those areas in need of improvement, thus allowing the company to set itself future objectives and challenges.

Social dimension

• Increase Abengoa’s activity on social networks on the path to strengthening dialog with stakeholders.
• Making employees part of the company’s culture by improving internal communication.
• Seeking out new forms of dialog with local communities.
• Encouraging more Abengoa employees to take part in the activities of the Focus-Abengoa Foundation.
• Extending the People, Education and Communities (PE&C) scheme to new territories.
• Stepping up employee involvement in Abengoa’s volunteering program in Spain and unveiling it in other countries.
• Improving SROI (Social Return of Investment) analysis of Abengoa’s social development projects social by creating a computer application that will enable the company to automate the process of compiling data.
• Developing a standardized, company-wide expatriate management model to ensure employees’ personal adaptation and family integration in their place of relocation.
• Applying new technologies in the realm of social networking and collaborative learning aimed at managing and sharing information within the company on a variety of subject matters, including occupational risk prevention.
• Improving the global reporting of indicators measuring health and safety and the company’s subcontractors.

Economic dimension

• Cementing Abengoa Research’s status as an international benchmark technology firm in R&D+i focusing on the energy and environment sectors.
• Attaining greater visibility and exposure for the patents office of Abengoa Research.
• Improving ties with analysts and investors from new regions and stepping up dialog with those based in the United States ahead of Abengoa’s imminent listing on the Nasdaq index.
• Continuing to explore new forms of energy storage so that electricity can be generated and then supplied during overcast periods and at night to help meet the demand for electrical power.
• Pursuing new diversification and growth opportunities based on technological development at Abengoa, and championing new businesses such as W2B (Waste to Biofuels) to generate bioethanol from municipal waste.
• Expanding the work of the new antifraud taskforce and implementing procedures for tracking alerts based on the company’s various systems.
• Reinforcing the business risk management and internal control system by bringing it up to date with the company’s need to expand and internationalize further.
• Shaping and adapting the corporate governance model to incorporate the best practices applied by listed companies that operate under the surveillance of the North American SEC.

Environmental dimension

• Continuing to incorporate the Integrated Sustainability Management System (ISMS) into decision-making processes and strategic management.
• Broadening the number of products and services currently labeled with the quantity of emissions generated as a by-product of producing them.
• Improving the management of the Environmental Management System indicators associated with the emission of odor, noise and soil and aquifer contamination.
• Developing an initiative to calculate Abengoa’s overall footprint so as to measure and report the resources consumed and the impacts deriving from its business activities. This will be accomplished by increasing its commitment to the millennium objectives and to the sustainable development of local communities.
• Creating a free-access online portal so that suppliers can directly report the emissions associated with the company’s procurement processes.