We adopt a structured approach to risk prevention and management, with clear guidelines and responsibilities at the Group level, supported by dedicated organizational structures.

Ensuring a safe, sustainable, and ethical experience is a priority for Aéroports de la Côte d'Azur. Since 2024, Nice Airport has strengthened its security system through large-scale simulations and advanced technological solutions.

In Terminal 1, exercises were organized involving up to 300 employees, law enforcement personnel, and rescuers. These activities enabled testing coordinated management of complex scenarios and strengthening operational readiness, also in view of major international events. These exercises also contributed to strengthening the Crisis Control Center, now equipped with real-time monitoring systems and safer infrastructure.

At the same time, the airport has invested in innovation: new long-range cameras for perimeter surveillance, infrared detection systems to identify intrusions day and night, and the Janus scanner, which can precisely locate suspicious objects at security controls.

At the Innovation Hub of Aeroporti di Roma in Fiumicino, the She Fund event brought together entrepreneurs, investors, and academia with a clear objective: to strengthen access to growth and funding opportunities for women founders.

The initiative was focused on women’s contributions to shaping the future of aviation, fostering dialogue on how to reduce the gap in access to capital and enhance the role of female leadership, including within the academic community. Alongside panel discussions, the event showcased stories of visionary entrepreneurs, highlighting concrete success stories.
A key element of She Fund was matchmaking with Venture Capital funds, aiming to create direct connections between founders and potential investment partners and to transform ideas into development opportunities.
 

In collaboration with UNICEF, the Abertis Foundation aims to achieve two key objectives in Mexico: reduce the gender gap in STEM disciplines (science, technology, engineering, and mathematics) and create new educational opportunities for girls and boys.

In its first year, the program reached over 6,000 students across 347 schools and trained over 440 teachers, creating positive impact that extended beyond individual classrooms. Thanks to synergies with local partners, the project engaged over 70,000 people in total.

Yunex Traffic promotes hands-on training initiatives and partnerships with the academic community to build the skills required to meet future mobility challenges.

In the UK, students from Bournemouth & Poole College participated in technical company visits, gaining direct exposure to traffic engineering professionals and solutions. In Poland, collaboration with Lublin University of Technology allows students to work on advanced traffic management software, integrating learning, research, and real-world applications.

Business Impact Projects complement these initiatives, involving apprentices, graduates, and interns in concrete projects aligned with company strategy, fostering collaboration, skills development, and professional growth.

Creating conditions for a healthy workplace is a key driver for increasing employee engagement, motivation, and performance. For this reason, Yunex Traffic has implemented a set of integrated initiatives to support psychological well-being and work-life balance for its workforce.

The Psychological Risk Management (PRM) Program helps managers and teams identify and manage stress factors, while mental health and well-being programs – supported by tools like the Employee Assistance Program (EAP) – strengthen Yunex’s people-centric culture. Dedicated guidelines empower managers to recognize signs of distress in a timely manner, and flexible working arrangements promote a more sustainable way of working.

Creating a positive, inclusive, and development-oriented work environment is an integral part of the culture at Aéroports de la Côte d’Azur (ACA). In 2024, the company conducted a “social barometer” survey among its workforce. Over 70% of employees participated, and the results confirmed a harmonious and constructive corporate climate.

During the year, the company strengthened the “well-being in the workplace” initiative, involving management even more actively. In spring ACA launched co-development workshops – structured spaces for colleagues to exchange concrete experiences, share best practices, and improve managerial approaches.

Fostering a culture of an open dialogue and continuous collaboration represents a long-term commitment, aimed at strengthening the relationship between managers and teams while supporting motivation, growth, and inclusion.