Policies | RIX

Sustainable Development Policy

Environmental and Energy Management Policy

State Joint Stock Company “Riga International Airport” provides aircraft and passenger services, safe operation of the aerodrome, as well as maintenance and development of the Airport infrastructure in accordance with the principles of sustainable development, taking into account environmental, economic and social aspects and complying with legal norms, as well as requirements of ISO 14001 and ISO 50001 standards.

We assume responsibility for the environmental impact of Airport operations, and it is important for us to prevent or reduce the adverse effects of Airport activities on air quality, soil, surface and groundwater, to control noise pollution and to improve Airport’s overall energy efficiency. To implement the Environmental and Energy Management Policy, both basic and specific principles in the field of environmental protection and energy management are set.

Basic principles:

To comply with the environmental protection and energy management requirements set out in the applicable laws and regulations and to perform assessment of Airport’s operations in order to ensure compliance with the specified requirements.
To systematically carry out environmental and energy consumption monitoring, to ensure that the quality of the environment does not deteriorate and, where possible, to improve the quality of the environment in accordance with the company’s financial and technical capabilities.
To establish strict control measures and monitor the compliance with the key environmental aspects of the Airport and to make them known to Airport staff and third parties working in the Airport area.
To create and raise environmental awareness among Airport staff, ensuring rational use of natural resources.
To collaborate with airlines and Airport partners to jointly find solutions to the key environmental issues that are beyond the direct control of the Airport, such as aircraft noise.
To reduce the Airport’s energy consumption, improve energy efficiency of its buildings, infrastructure and equipment.
To improve the sustainability of the Airport by increasing the use of renewable energy sources in its core business.
To periodically analyse Airport’s performance in the field of environmental protection and energy efficiency and to identify the necessary improvement measures.
To provide stakeholders with fully-fledged information on the Airport’s Environmental and Energy Policy and significant environmental protection measures.

Specific principles:

Noise
To perform aircraft noise monitoring, provide up-to-date information on aircraft noise exposure areas, and take active action to reduce aircraft noise.

Energy and CO2
To achieve continuous improvement of energy efficiency and systematically reduce CO2 emissions through the introduction of an energy policy that will:

Continuously improve and enhance energy efficiency and reduce CO2 emissions for Airport-controlled energy sources;
Communicate the importance of the Energy Management System in the organisation and promote staff training and development activities;
Set energy management goals and energy target indicators, as well as provide availability of information and resources necessary for the achievement thereof;
Ensure compliance of energy performance indicators with the needs of the organisation, measure and report results at specified intervals;
Support purchase of energy-efficient products and services, as well as plan measures to improve energy efficiency;
Take into account long-term improvements of energy efficiency and constantly improve the performance of the organisation through regular reviews of the management of the Energy Management System.

Waste
To reduce the amount of unsorted municipal waste generated by the Airport by optimising waste sorting and, thus, providing the highest possible amount of municipal waste that is handed over for recycling.

Surface and groundwater
To ensure wastewater treatment before discharge into surface water bodies. To ensure prompt collection of oil spills, preventing pollution emissions into the environment. To organize the conformity assessment of the results of the performed monitoring.

Procurements
To apply the green public procurement criteria for drawing up and evaluating procurement documentation.

Quality Policy

The Quality Policy of State Joint Stock Company “Riga International Airport” is aimed at the implementation of the Airport's mission, sustainable development and achievement of strategic goals to ensure safe and convenient handling of aircrafts and their passengers at the scheduled time and to achieve the highest possible level of satisfaction of all the interested parties with the services provided by the Airport.

We are committed to demonstrating leadership and involvement in the maintenance of the company's Quality Management System, ensuring the availability of the necessary resources and promoting efficient organization of processes so that the Quality Management System achieves the intended results.

In order to implement the Airport’s Quality Policy, the following basic principles have been established in the field of quality:

To set and observe high quality standards for aircraft and passenger service, thus promoting customer satisfaction with the services provided by the Airport.
To comply with the agreements specified in the contracts with customers and the fulfilment of the requirements specified in the external laws and regulations binding on the Airport.
To ensure continuous operation and availability of the Airport infrastructure, as well as its rational use.
To develop safe and sustainable Airport infrastructure in a systematic manner, creating favourable conditions for business development in the Airport territory and attracting cooperation partners and investors.
To create efficient communication and data exchange systems between the Airport, its customers, cooperation partners and stakeholders, ensuring accurate and timely flow of information.
To improve knowledge and skills of employees and to promote the responsibility and involvement of employees in the development of the company's culture and the creation of positive customer experience.
To facilitate the development of Airport services and processes through digital technologies and solutions.
To periodically evaluate the results achieved, perform the analysis of the efficiency of the Airport Quality Management System and implement the necessary improvement measures to improve the Quality Management System.

Remuneration policy

Riga Airport is a responsible employer. Our remuneration policy aims to create a system of remuneration that motivates our employees to provide high-quality, safe and affordable services to our guests, and to maintain and develop an infrastructure that meets international aviation requirements. The remuneration policy is designed to ensure that our staff receive a stable, competitive salary, always paid on time, along with social guarantees and benefits.

What does the pay consist of?

The remuneration system is defined in the Airport’s Remuneration Rules. It consists of:

salary – i.e., monthly salary (normal-hours staff) or hourly rate (aggregate-hours staff) determined for each position;
premiums and bonuses (cash awards), and any other kind of compensation in connection with the work.

Remuneration is a combination of salary, premiums, bonuses and monetary awards.

Salary

The salary system consists of 16 levels. A salary level means the range of salary (from/to) for certain job groups. Within this range, the salary may vary depending on how it is formed. All jobs in a job group are broken down into different salary levels.

For our staff, salaries are determined by the relative value of the job position, taking into account the following basic criteria:

responsibility – level of discretion, influence over the outcome;
problem solving, decision making and complexity;
professional knowledge, including the level of education and work experience.

Bonuses

A bonus is an additional reward for particularly successful performance. It is paid in recognition of outstanding and exemplary work. A bonus is an optional financial incentive that is not paid on a regular basis.

Premiums

Types and amounts of premiums:

for overtime work or work on a public holiday – 100% of the agreed salary amount (hourly or daily rate);
for night work, starting from the first hour – 50% of the agreed salary amount (hourly or daily rate);
based on a special order, in specific cases (such as replacing an absent employee or performing additional duties) – up to 30% of the agreed salary amount (hourly or daily rate).

Remuneration of members of Management Board and Supervisory Board

Remuneration of members of the Management Board and the Supervisory Board is determined in accordance with the requirements set out in the Law on Governance of Capital Shares of a Public Person and Capital Companies, and the Cabinet Regulation No. 791 of 22 December 2015, “Regulations on the Number of Members of the Board and Supervisory Board of Public Entity Capital Companies and Public-Private Capital Companies according to the Indicators Characterising the Size of the Capital Company, Maximum Monthly Remuneration of the Members of the Board and the Supervisory Board”.

Monthly remuneration of the Chairman of the Management Board and the Chairman of the Supervisory Board is linked to the average monthly remuneration of employees working in the country in the previous year, as published in the official statistical notice of the Central Statistical Bureau of the Republic of Latvia. A coefficient is applied depending on the type of the capital company. According to the criteria characterising capital companies (number of employees and financial indicators), Riga International Airport, SJSC, is classified as a large capital company.

The monthly remuneration of the Chairman of the Management Board of Riga Airport shall be subject to a coefficient of 10, and the monthly remuneration of the Chairman of the Supervisory Board shall be subject to a coefficient of 3. The remuneration of members of the Management Board and the Supervisory Board is set at 90% of the monthly remuneration of the Chairman of the Management and of the Supervisory Board respectively. Where a member of the Board simultaneously takes up another job position, the total remuneration remains unchanged at 90%, and the remuneration of the Board member and the other position is distributed proportionally.

Policy of Prevention of Corruption and Conflict of Interest (in Latvian)

Publicēts: 2022.gada 20.decembrī

Lai noteiktu vienotas vadlīnijas un principus korupcijas novēršanai un reālā, šķietamā un potenciālā interešu konflikta (turpmāk – interešu konflikts) savlaicīgai un pārredzamai identificēšanai, novēršanai un pārvaldīšanai, izstrādāta un 2022.gada 1.decembrī lidostas padomē apstiprināta “Valsts akciju sabiedrības “Starptautiskā lidosta “Rīga”” Korupcijas un interešu konflikta novēršanas politika.

Tā nosaka šādus korupcijas un interešu konflikta novēršanas principus:

Lidosta uztur augstu integritātes līmeni, tostarp godīguma, ētikas un morālos principus, kā arī atbilstības kultūru, lai tādējādi nodrošinātu Lidostas darbības atbilstību ārējo normatīvo aktu un iekšējo normatīvo dokumentu un citu dokumentu prasībām, veicinot savlaicīgu, pārredzamu un adekvātu korupcijas un interešu konflikta novēršanu;
Lidosta ievēro nulles toleranci attiecībā uz korupciju un nepieļauj krāpšanu jebkādā veidā. Jebkāda veida korupcijas un interešu konflikta izpausmes apdraud Lidostas darbību īstenošanu, reputāciju un Lidostas radītās vērtības;
Reālais interešu konflikts Lidostā nav pieļaujams. Lidostas darbinieki veic pasākumus, kas ir piemēroti, lai novērstu interešu konflikta rašanos attiecībā uz viņu atbildībā esošajām funkcijām un rastu risinājumu situācijās, kuras objektīvi var tikt uztvertas kā interešu konflikts;
Lidostas darbinieku personiskās vai mantiskās intereses nedrīkst ietekmēt Lidostas stratēģisko un ikdienas lēmumu pieņemšanu, kā arī sadarbību ar ietekmes pusēm, izraisot negodīgu priekšrocību, tostarp deleģējumu un pilnvaru izmantošanu, jo Lidosta darbojas sabiedrības interesēs;
Lidostas darbiniekiem jāatturas no amatu savienošanas, kas skar Lidostas darbinieka, tā radinieku vai darījumu partneru personiskās vai materiālās intereses un kas ir pretrunā ar ārējiem normatīvajiem aktiem un Lidostas iekšējiem normatīvajiem dokumentiem. Valde un Padome amatu savienošanas gadījumā rīkojas atbilstoši likuma “Par interešu konflikta novēršanu valsts amatpersonu darbībā” regulējumam;
Lidostas darbinieki neveic tādas darbības, kas var izraisīt koruptīvu izpausmju rašanos, tostarp kukuļņemšanu un ieņemamā amata izmantošanu savtīgos nolūkos;
Lidostas darbinieki pieņem Lidostas vērtības un ievēro Ētikas kodeksu un tajā noteiktos profesionālās ētikas un uzvedības pamatprincipus un standartus, kā arī iekšējos normatīvajos dokumentos, kas reglamentē interešu konflikta novēršanu, noteiktās prasības;
Lidostas darbinieki ir atbildīgi un reaģē uz neētisku rīcību, tostarp aizdomu par korupciju gadījumā un interešu konflikta situācijās;
Lidostas darbinieki neizmanto Lidostas resursus un darbam nepieciešamo Lidostas informācijas sistēmās un dokumentos pieejamo iekšējo informāciju, kas nav publiski pieejama, personīgā labuma gūšanai, tai skaitā, lai izvairītos no zaudējumiem;
Lidostas darbinieki nepieprasa vai nepieņem dāvanas, labumus, vai viesmīlības uzaicinājumus no ietekmes pusēm, kas paredzēti, lai ietekmētu Lidostas darbinieku pienākumu veikšanu, ievērojot Ētikas kodeksā paredzēto.

Risk Management Policy

In order to improve and streamline the risk management processes implemented at the Airport, SJSC Riga International Airport has developed and approved its Risk Management Policy.

1. SJSC “Riga International Airport” Risk Management Policy (approved at the meeting of the Supervisory Board on July 8, 2020, minutes No.11) sets out the following risk management principles:

1.1. Integration in management – Airport risk management is integrated into the Airport's corporate governance, including strategic management (strategy development and implementation, including the achievement of strategic goals), as well as all organizational processes and projects, including day-to-day operations and decision-making at all levels of the Airport structure;

1.2. Dynamism – as a result of changes in the external and internal environment, certain risks may arise and change. Airport risk management responds to change and facilitates timely identification, analysis, assessment and adequate response to related risks;

1.3. Practicality and efficiency – Airport risk management contributes to the implementation of the Airport's strategy, achievement of objectives and corresponding indicators, as well as it is adapted to the Airport's needs, functionality and organizational culture. The Airport takes into account the level of residual risk and ensures systematic and timely reporting of the Airport's risks, as well as responding to them, defines and implements risk control measures that do not duplicate, are cost-effective (cost-benefit proportionality is observed). The level of residual risk at the Airport is not unduly low or high;

1.4. Traceability and validity of information – Airport's risk management process uses historical and current data and/or information stored in risk registers, staff experience, observations, forecasts and expert judgement to more objectively determine the level of residual risk, taking into account information classification requirements. Data and/or information on risks shall be stored at the Airport so that decisions can be traced and their validity justified;

1.5. Continuous improvement – by identifying Airport's risks and responding to them, the Airport ensures continuous improvement and optimization of its processes, taking into account the identified changes in the internal and external environment, as well as the knowledge and experience acquired by the Airport staff. Airport risk management is continuously improved in accordance with the requirements of external regulations governing the management of the relevant types of risks, as well as good practice, including international standards;

1.6. Involvement and cooperation – by consulting and educating the participants involved in the Airport risk management process, a common understanding of the Airport risk management process and its benefits is formed, including the division of responsibilities and duties specified in external regulations, Policy and internal Airport regulatory documents and other documents governing the management of the relevant types of Airport risks. Airport risk management uses a team approach and thus involves Airport staff with the necessary knowledge and experience to ensure the relevant Airport process or risk identification system and supports and facilitates their cooperation to ensure the effective implementation of the Airport’s risk management framework at the Airport. Work in groups creates a supportive risk culture and motivates employees to get involved in the Airport risk management process;

1.7. "Three lines of defence" concept – in order to ensure the effectiveness of the Airport's risk management, the Airport follows the structure of three lines of defence:

1.7.1. “First line of defence” means continuous management of Airport risks, including the control environment and measures that reduce the level of risk on a day-to-day basis through the implementation of processes/projects, the operation of systems, including operational decisions. Airport risk management, including the implementation of Airport risk control measures on a daily basis (in the course of performing duties) is ensured by department heads, process/sub-process managers, employees, as well as the relevant Airport risk management working groups, assessing and reporting Airport risks within their competence, observing the external regulations in the field of Airport risk management, the Policy and the internal regulations of the Airport and other documents regulating the management of the respective types of risks;

1.7.2. “Second line of defence” – support and advice in defining the risk management framework, implementing and maintaining the risk management process, as well as monitoring the first line of defence Airport risk management process. The operation of the second line of defence is ensured by the Quality Assurance Department through quality audits (ensuring the compliance function), the Information Technology Security Commission, the Airport Risk Management Committee, as well as those responsible for coordinating the relevant Airport risk management, promoting the implementation, maintenance, improvement and methodological support, thus improving the effectiveness of the first line of defence Airport risk management;

1.7.3. "Third line of defence" – independent and objective internal audit. The Head of the Internal Audit Unit shall ensure the internal audit function, including an independent and objective assessment of the operation of the Airport's risk management, including the “first and second lines of defence”, and report to the Airport Board and Supervisory Board.

Corporate Social Responsibility and Social Investments Policy

Being aware of the dimensions of its responsibility, Riga Airport has defined the areas of its corporate social responsibility and public investment policy.

The Airport supports the following areas:

well-being of the local community;
environmental protection;
human resources development;
development of entrepreneurship and tourism in Latvia.

Cooperation projects

Principles of public support policy: financial support and transparent process.

Types of support: financial support and voluntary work.

Recipients of the support: organisations and institutions the activities or projects of which are in line with the priority areas of support defined in the Airport's Investment Policy.

!!! Religious organisations, persons and organisations related to politics are not supported.

Project application procedure

To apply for Airport support, please fill in the form below and send it to the following e-mail address: [email protected].

csr_projekta_pieteikuma_veidlapa.pdf pdf, 370.49 KB

A completed application form should be submitted by 30 June and by 30 November.

Examination of applications

All applications, which correspond to the priority areas and criteria defined in the Airport’s Corporate Social Responsibility and Social Investment Policy, are evaluated every six months by a special Airport working group consisting of one representative of the company’s management, two representatives of the Communication Unit and one representative of the Finance Department.

The Airport informs the recipients of the supported projects.

Donation (gifting) strategy

The Airport examines each application for donation (gift) individually, in accordance with the applicable laws and regulations and taking into account the available financial resources.

Granting of donations (gifts):

The granting of donations (gifts) is an integral part of the Airport's corporate social responsibility and public investment policy;
Donation (gifting) projects are charity that may take the form of free assistance in various public activities, in accordance with the applicable laws and regulations for which a donation (gift) agreement is entered into;
Donation project applications must be sent electronically to [email protected]. Project applications are considered and a response is provided within two months of receipt of the application.

Marketing Principles