Aeropuertos Españoles y Navegación Aérea - Aena.es

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Legal information
Management Report
tivation and satisfaction; to increase safety through occupational
risk prevention; to improve administrative
procedures and management control in the human resources
area and to automate the human resources
management systems.
Signifi cant events in 2009 included the negotiation
and eventual signing on July 17th 2009 of Aena’s 5th
collective bargaining agreement, which will be in force
until December 31st 2014. The principal novel features
of this agreement are:
Standardization of the internal and external selection
processes.
Inclusion of a clause for application to the organizations
that may be created in future, in anticipation
of Aena’s new management model.
Description of an equality plan and new measures
for work and family balance.
9.1 STAFF
Aena’s permanent staff on December 31st 2009
consisted of 11,493 workers, 6,749 of whom belong
to Airports, 4,145 to Air Navigation (2,357
controllers) and 599 to Corporate Units. The public
employment offer approved by Aena in 2009 comprised
185 jobs, covering 100% of fire-fighting service
and air traffic controller vacancies since it is
considered that these jobs directly affect aviation
safety, and 30% of vacancies in the remaining collectives,
as is required in the Law on General State
Budgets for 2009. Moreover, 13 jobs were reserved
for disabled persons, in keeping with the measures
aimed at integrating persons with disabilities according
to the terms of the provisions of article 59
of Law 7/2007 of the Public Employment Statute,
of April 12 th .
Annual report 2009
9.2. RECRUITMENT
The main actions carried out consisted in posting job
openings for university graduates and non-graduates
at different workplaces to be fi lled through external
recruitment or in-house staff members. Specifi cally,
256 job openings were posted for university graduates
and 705 for non-graduates.
9.3. HUMAN RESOURCES
MANAGEMENT SYSTEMS
The following noteworthy improvements were implemented:
Decentralization of the Social Security contributions
at the airports.
Integration between SAP and RED of the needed
functions for online reporting to Social Security
about temporary sick leaves.
The hours and shifts management system was enhanced
with tools that improve daily performance
and subsequent use of the information, such as planning
shifts for the preparation of work schedules.
In order to continue providing the employee website
with content that facilitates management tasks for
human resources directors as well as for employees,
the prototype phase of a scenario for requesting leave
and holidays was implemented at various centres
The rules and procedures for all these automation
measures were refl ected in the management
guidebooks begun in 2008. Subsequently, any
training and support sessions necessary for the correct
application of the new functions were provided at the
workplaces through the user services centre.
Proper improvements were made in the travel expenses