SHAREHOLDERS
On 31 December 2017, the company counted with the presence of Abertis (through Abertis Satélites, S.A.), the Spanish public sector (Sociedad Estatal de Participaciones Industriales -SEPI-, the Spanish state holding company and the Centro para el Desarrollo Tecnológico e Industrial -CDTI-, the Spanish state Centre for Technological and Industrial Development) and the satellite telecommunications operator Eutelsat (through the German company, Eutelsat Services & Beteiligungen GmbH) among its main shareholders.
ABERTIS
EUTELSAT
SEPI
CDTI
BOARD OF DIRECTORS
The HISPASAT Board of Directors was made up of the following members on 31 December 2017
PRESIDENT OF THE BOARD
Mrs. Elena Pisonero Ruiz
CHIEF EXECUTIVE OFFICER
Mr Carlos Espinós Gómez
MEMBER
Mr Francisco José Aljaro Navarro
MEMBER
Mrs. Almudena Arpón de Medívil
MEMBER
Mr Michel Azibert
MEMBER
Mr Rodolphe Belmer
MEMBER
Mr Edouard-Silverio
MEMBER
Mr Josep María Coronas Guinart
MEMBER
Mr Juan Carlos Cortés Pulido
MEMBER
Mr Jordi Fernández Montolí
MEMBER
Mr Jordi Lagares Puig
MEMBER
Mrs. Virginia Navarro Virgós
MEMBER
Mr Miguel Ángel Panduro Panadero
MEMBER
Mr Alberto Puentes del Barrio
MEMBER
Mr Joan Rafel Herrero
MEMBER
Mr Francisco Reynés Massanet
MEMBER
Mrs. Ariane Rossi
MEMBER
Mrs. Montserrat Tomás Gil
MEMBER
Mr Lorenzo Avello López
NON-EXECUTIVE SECRETARY AND LEGAL ADVISER
Mr Pedro Ramón y Cajal Agüeras
NON-EXECUTIVE VICE SECRETARY
Mr Javier Folguera Fernández
GROUP STRUCTURE
HISPASAT, S.A. along with is subsidiaries (HISPASAT Canarias, S.L.U., HISPAMAR Satélites, S.A., HISPASAT Brasil, Ltda. and HISPAMAR Exterior, S.L.U.) and associated companies (HISPASAT de México, S.A. de C.V., HISDESAT Servicios Estratégicos, S.A., Galileo Sistemas y Servicios, S.L. and Consultek, Inc.) all go to make up the HISPASAT Group.
HISPASAT CANARIAS, S.L.U.
HISPASAT Canarias was set up on 22 December 2000. Its corporate purpose is to develop group strategies related to the 61º West orbit position, through which it strengthens its footing in America and channels its international expansion. Moreover, HISPASAT Canarias provides satellite remote measuring and control services, as well as consultancy on satellite telecommunications.
HISPAMAR SATÉLITES, S.A E HISPAMAR BRASIL, LTDA.
HISPAMAR Satélites was set up on 18 June 2001. Its corporate purpose consists of the commercial operating and running of group satellites located at 61º West.
To conduct this undertaking, HISPASAT is supported by Oi (previously, Telemar), the Brazilian fixed telephone operators and Group reference partner in Brazil. Oi holds a 19.04% stake in the company. HISPAMAR Satélites also manages the Río de Janeiro control centre. Set up on 23 November 1999, the main activity of HISPASAT Brasil is the marketing of HISPASAT space capacity in Brazil located at 30º West.
HISPASAT EXTERIOR S.L.U.
HISPAMAR Satélites set up the company HISPAMAR Exterior in Spain on 2 December 2005. Its corporate purpose is to lease and market space capacity on Group satellites located at 61º West outside Brazil.
HISPASAT DE MÉXICO, S.A. DE C.V.
HISPASAT de México was set up on 2 July 2003. This company deals in the developing and exploiting of the radio spectrum, telecommunications networks and communications via satellite, in addition to the marketing and provision of all types of telecommunications services in Mexico, upon prior authorisation, where appropriate, from the Mexican Department of Communications and Transport.
HISDESAT SERVICIOS ESTRATÉGICOS, S.A.
HISDESAT Servicios Estratégicos was set up in July 2001 as a strategic initiative by the Spanish Ministry of Defence and HISPASAT to provide quality services in the secure communications via satellite market on X and Ka frequencies. It mainly deals in the acquisition, operating and marketing of government satellite systems.
HISDESAT also provides strategic communications services to international bodies, allied and friendly countries. Through its stake in the American company Xtar Llc., HISDESAT complements the Spanish Ministry of Defence government communications system with the Xtar-Eur satellite. HISDESAT also has a share in the Canadian company, ExactEarth Ltd., as well as in Infoterra, S.A. and HISDESAT Canarias, S.L.U.
GALILEO SISTEMAS Y SERVICIOS, S.L.
Galileo Sistemas y Servicios was set up on 27 October 2000. Its main corporate purpose is the development, implementing, running, operating and marketing of global satellite navigation systems with the Galileo project, promoted by the European Union and the Europe Space Agency (ESA).
CONSULTEK, INC.
Consultek was set up on 15 March 2010. It deals in the provision of technical consultancy services.
In addition to the companies described, the HISPASAT Group also has permanent offices in Argentina and Colombia.
INTERNAL INTEGRATED MANAGEMENT SYSTEM
Resources and Organisation Management looks after the design of internal organisation at HISPASAT, human resources management, administration of IT support systems, the developing and efficient running of the “purchasing process”, the provision of the different services required by the company for its normal operation and the conducting of activities related to the Internal Audit and Risk Management.
ORGANISATIONAL MODEL AT HISPASAT
As part of the changes introduced in recent years, HISPASAT management has endowed the group with an organisational model to meet the established mission and vision; a model that is underpinned by the management of processes that serve as a tool aimed at making available competitive processes tailored to react to changes by means of continuous improvement, structural flexibility and the gearing of the activities towards client needs and satisfaction. This model acknowledges the importance of clients and stakeholders when it comes to defining input elements, as well as the monitoring of their level of satisfaction with respect to the organisation to the extent that this may or may not have met their needs.
HISPASAT organisational model
In accordance with the foregoing perspective, the process management system implemented at HISPASAT contributes to endowing the company with a horizontal structure by way of inter-functional processes and a clear end customer focus. A model so defined, and developed with a systemic approach that is both consistent and in keeping with the basic concepts of excellence that govern organisation actions, aims at encouraging the following at HISPASAT:
– Company capacity to add value for clients, as these are the true raison d’être of an organisation that endeavours to innovate and create value for them, by way of understanding their needs and expectations, and indeed anticipating them.
– Creation of a sustainable future through compliance with ethical rules, standards and values from which to progress responsibly towards a greater economic and social sustainability.
– Maintenance of outstanding results over time means making our mission a reality and advancing the company vision by means of planning and meeting objectives that can satisfy the needs and interests of its related parties and stakeholder groups in both the short and long term.
– Developing organisation skills that are especially bound up with continuous and systematic creativity as value generating factors for HISPASAT.
– Leadership with vision, inspiration and integrity, shaping the future and making it come true by acting as a reference model based on our values and principles.
– Flexible management through structured and strategically aligned processes based on decisions grounded on information and facts to obtain balanced and sustained results.
– Pursuit of success by means of the talent of those who go to make up HISPASAT human capital with respect to which the organisation encourages a culture based on delegation and accountability as a platform from which to achieve both personal and company objectives in a balanced manner.
The model in place at HISPASAT considers processes as a key strategic organisation asset, through which to improve the assignment of resources and to ensure consistent management across the different functions performed in the company. This approach represents a change of perspective and gives a new take on the traditional idea of organisations to centre on those activities that contribute to generating value and optimising the performance of processes considered globally, instead of undertaking activities within each function. Processes are graphically represented by a tree diagram using IDEF0 language, duly schematised by means of a process map, all of which is considered as a process model.
Creating a transversal vision within HISPASAT based on organisation processes makes it possible to unite efforts around a common goal, understanding the interaction dynamics that occur between the company, providers and other key actors and bringing organisational performance into line with business strategy and goals.
The Hispasat organizational mode recognizes the importance of the client and other interested parties
HISPASAT Group process map
Visualising and integrating all activities pursued is the goal of process management at HISPASAT, thereby facilitating a common language and shared vision of the organisation. The foregoing with a view to encouraging collaboration between the activity pursued by the different jobs, fostering team work and a result-based business culture, individual accountability and commitment of all those who work for HISPASAT; all of which are aspects geared towards ensuring results capable of responding to the needs of our stakeholders.
The figure of the “process referent” is a particularly important figure in the model, as this is the person responsible before the organisation for analysing the process, improving it and especially for achieving its aims. The referent takes on the objectives and responsibility for continuous process improvement with respect to its efficiency and effectiveness, assesses processes and their environment, identifying and prioritising strong points and opportunities for improvement. In addition to these activities, the referent intervenes in transversal improvement projects that may affect the process to ensure that it is properly documented and in keeping with the affected line of command, which entails involving of all those in the process operation.
NOTEWORTHY INITIATIVES UNDERTAKEN DURING THE YEAR
In 2017, HISPASAT Human Resources and Organisation Management promoted adaptation of ISO 9001 certifications to its new version, ISO 9001:2015 in the area of the design and provision of communications services via satellite by means of the provision of space capacity, as well as the configuration, control and supervision of the satellite infrastructure.
Adapting to the new standard has led HISPASAT to strengthen organisation focus on the stakeholders, which highlights the company duty to consider those internal and external issues that are relevant to its goals and its strategic direction, and which affect its capacity to harvest the expected results from its Integrated Management System. In conjunction with this aspect, those changes arising from this update serve to consolidate Group orientation towards a risk and process based approach. Accordingly, process management is thus strengthened and preventive actions done away with. The need to identify and tackle risks before they occur: prevention is consolidated as one of the key purposes of the HISPASAT Integrated Quality Management System, thus underscoring the risk based approach, ranging from the analysis to the management of the same.
The adaptation process undertaken by HISPASAT this year has enabled the company to:
- Highlight activities related to strategic planning, as a platform from which to anticipate context movements by means of redesigning the business strategy to enable it to perfect its vision, mission, goals and improvement projects.
- Consolidate the HISPASAT vision that is more grounded on process management than on isolated functions and activities.
- Secure the HISPASAT direction towards business risk identification, thus reinforcing awareness of these and assessing their impact levels and likelihood of occurrence.
In the field of modernization and updating of its information systems, in addition to continuing with the deployment of the new ERP, both nationally and in Brazil, the area has completed several projects among which are the restructuring of the backup platform associated with the CPDs deployed in the organization, the deployment and integration of the elements necessary for the production of the new tools for budgeting and integral management of the HISPASAT treasury or the integration, development of tests and the new ALLOT equipment that will be integrated into the broadband portal of HISPASAT