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ESG Strategy

The purpose of an ESG Strategy is to demonstrate the environmental, social, and governance factors that GTC S.A. believes to be important to consider within our current and future business operations. A1 AmberOne Strategy is based on three pillars which are: Green Motorway referring to E for Environment, Safe Motorway referring to S for Social issues and G for Responsible Governance.

Green Motorway

Environmental issues

GTC wants its activities to have the least possible negative impact on the natural environment. Our actions oriented on the protection of the natural environment are meant to be not only compliant with the binding regulations, but exceed them wherever possible. Therefore, we set ourselves the goal of striving towards reduced emissions of substances generated as side-products of our activities. Our Net Zero Commitment with regard to Scope 1 and Scope 2 emissions remains valid.

The lines of our actions:

Decarbonization and reduction of emissions

We want to develop ways to reduce emissions, primarily CO2, of the A1 project in processes we have a direct impact on (e.g. reduce the use of plastic, heating or electric energy, reduction of trips to the office (remote work), replacement of lighting source into LED), and in processes we do not control (e.g. reduction of the travelling speed which limits the CO2 emitted during the travel).

Development of the energy strategy for AmberOne

We want to search actively for ways of implementing renewable energy sources, for example photovoltaic panels.

Sustainable circular operation and management (reuse of materials from e.g. repairs).

We want to maximise the re-use potential of materials from repair works on the A1 Motorway effectively. We require the same from our contractors.

Biodiversity

We engage in actions contributing to expansion and development of biodiversity in the neighbourhood of AmberOne by increasing the areas of flower meadows by the motorway. We regularly monitor sites of specific sensitivity, i.e. animal passes and areas included in the Nature 2000 programme.

Additional plantings

We seek opportunities to continue the planting so as to increase flora’s active absorptive area and in this way contribute to compensation of the CO2 emissions from the traffic on the AmberOne A1 Motorway.

The strategic objectives for AmberOne:

Increase the area of flower meadows on the A1 motorway to 10 ha by the year 2030.

Hold annual campaigns to reduce CO2 emissions from the A1 Motorway.

Replace the road lighting with the LED lighting - to be completed by 2025.

Keep climatic neutrality of the project with respect to scopes 1 and 2, reduce the carbon footprint by 5% by 2030.

Encourage and facilitate construction of electric vehicle charging stations - electric vehicle charging stations available at all Service Areas by 2025.

Hold minimum 4 educational panels a year - lessons on the significance of biodiversity and animal passes on the A1 Motorway.

Annual assessment of the ecological benefits resulting from sowing flower meadows on A1.

Safe Motorway

Social issues

Safety of everyone on the motorway is most important to us. Our employees and contractors are obliged to adhere strictly to the requirements of the binding law, the HSE Policy, and the requirements formulated for the contractors. We continually implement modern solutions contributing to enhanced safety of the employees, contractors, and users.

The lines of our actions:

Continuation of the safety-aimed campaigns held for years, addressed at the current and future users.

Implementation of actions enhancing the quality of the motorway infrastructure, introduction of new technical solutions and innovative ideas.

Reviews of the contractors' compliance with the requirements incorporated as an appendix to contracts with subcontractors and service providers.

Pursuance of actions aimed at protecting the health and lives of GTC’ scontractors and AmberOne A1 users.

Strategic assumptions for AmberOne:

Minimum two campaigns a year oriented on the safety of the A1 Motorway users.

Zero fatal accidents among GTC's employees and contractors.

Implementation of at least one programme focused on the GTC employees' health and wellbeing.

Minimum four control visits by the GTC top management per annum at the GTC/Operator contractor work sites in the A1 right of way.

Minimum three reviews a month of maintenance quality on the A1, held by the GTC Operation & Maintenance Department.

Credible partner and employer

Social issues

Employees are our key resource; hence, we take efforts to maintain an atmosphere of friendliness and partnership in our organisation, as this motivates our staff to carry out the tasks entrusted with them in an engaged and honest way.

The lines of our actions:

We make sure that our policies, codes, and procedures are efficient and effectively support the necessary input of work. This gives us certainty that our employees act effectively, both individually and as a team, and that the results of their work are motivating to them.

We verify the degree to which the stipulations of our policies, codes, and procedures are adhered to. Moreover, we care a lot to see that the standards developed in the organisation are followed in our entire chain of supply.

We rely on transparency of our operations; every year we publish data on the items we manage and the attainment of steps taken in the sphere of Sustainable Development on our website and in other communication channels.

We broaden the range of solutions and tools offered to our employees to develop professionally. The employees are encouraged to participate in relevant training sessions and conferences which enhance their professional qualifications or develop additional competencies. Our goal is to create and keep a good, engaged, and well cooperating team, pursued e.g. through periodically organised integration meetings.

We promote behaviours consistent with our Code of Ethics and tolerate no form of discrimination. We are open to diversity and comply with the regulations of the binding law.

The actions we engage in are twofold in nature, i.e. on the one hand we initiate actions in support of the development of the local community, whilst on the other hand work on solutions which might pertain to minimising any unwelcome impact the motorway might have on it.

Strategic Objectives for A1:

Pursuing minimum two programmes a year to contribute to the enhancement of life quality of the local communities.

Holding of regular customer satisfaction surveys, and satisfaction surveys among our stakeholders at least every three years.

Development and implementation of DEI Policy, followed by a proper training and annual monitoring.

One action per year to be implemented on the A1 Motorway to follow DEI Policy.

Broader stakeholder engagement program (stakeholder identification, surveying, results assessment, action plan, improvements, monitoring). Improving dialogue with stakeholders and conducting dual materiality analysis.

Responsible governance

Good governance is a key to a healthy organization and in GTC’s case, is driven by day-to-day operational processes and by regulatory requirements, which helps to drive strategic business decisions.

The lines of our actions:

We identify the processes needed for the management of its quality system and the application of processes throughout the Company.

We determine and document the sequence of processes, including their interaction with one another.

We determine the methods needed to ensure the efficient and effective operation and control of processes.

We ensure that resources and information are available to support the operation and monitoring of the processes.

We implement procedures to control the processes and methods undertaken by contractors/suppliers.

We monitor, measure and analyse processes.

We implement necessary actions to ensure that planned results and continual improvement of the processes are achieved.

We regularly review how we work and find improvements to work more efficient - every activity shall bring added value to be motivated.

We make sure that our policies, codes, and procedures are in line with current legal regulations and other external and internal standards and requirements.

Strategic Objectives for A1:

To test GTC's business continuity process every five years.

To ensure at all times the content of our ESG reporting making sure we comply with new reporting standards (ESG and CSRD).

To promote ethical behaviour within the organization and arrange for regular training of our employees on provisions of GTC Ethical compliance manual.

To maintain the policy review and update.

To regularly carry out cyber security updates and improvements.

To maintain GTC risk and opportunity register.

This Strategy is approved by the signatories of the Management Board of Gdansk Transport Company S.A.

ESG Report

Gdańsk Transport Company S.A. for years has been engaged in planning, realization and reporting of nonfinancial data concerning environment, social and governance areas.

GTC recognizes that management of environmental, social and governance (ESG) matters is not only core to the obligations under the Concession Agreement signed between GTC and the Minister of Infrastructure for construction and operation of the A1 Motorway Gdańsk – Torun, and under Polish legal and regulatory requirements but can have a significant impact on maintaining positive public opinion, providing social and environmental benefits, and enhancing shareholder value.