SHAREHOLDERS

Information from 31 December 2019

89,68%

RESTEL

2,91%

CDTI

7,41%

SEPI

BOARD OF DIRECTORS GROUP STRUCTURE INTERNAL MANAGEMENT

BOARD OF DIRECTORS

Information from 31 December 2019

MRS. ROSARIO MARTÍNEZ MANZANEDO

26 March, 2020

PRESIDENT OF THE BOARD

MR. MIGUEL ÁNGEL PANDURO PANADERO

26 March, 2020

CHIEF EXECUTIVE OFFICER

MR. CONSTANTINO MÉNDEZ MARTÍNEZ

26 March, 2020

MEMBER

MRS. CARMEN GÓMEZ DE BARREDA TOUS DE MONSALVE

26 March, 2020

MEMBER

MRS. MARÍA TERESA QUIRÓS ALVAREZ

25 March, 2020

MEMBER

MR. FRANCISCO JAVIER LORIENTE SAINZ

24 March, 2020

MEMBER

D. JAVIER FOLGUERA FERNÁNDEZ

18 March, 2020

VICESECRETARIO NO CONSEJERO

MRS. ROSARIO MARTÍNEZ MANZANEDO

26 March, 2020

PRESIDENT OF THE BOARD

MR. MIGUEL ÁNGEL PANDURO PANADERO

26 March, 2020

CHIEF EXECUTIVE OFFICER

MR. CONSTANTINO MÉNDEZ MARTÍNEZ

26 March, 2020

MEMBER

MRS. CARMEN GÓMEZ DE BARREDA TOUS DE MONSALVE

26 March, 2020

MEMBER

MRS. MARÍA TERESA QUIRÓS ALVAREZ

25 March, 2020

MEMBER

MR. FRANCISCO JAVIER LORIENTE SAINZ

24 March, 2020

MEMBER

D. JAVIER FOLGUERA FERNÁNDEZ

18 March, 2020

VICESECRETARIO NO CONSEJERO

GROUP STRUCTURE

The main activity of the HISPASAT Group is leasing space capacity and providing managed broadband services by operating and commercially developing its satellite fleet in orbit and the associated land segment. These activities are carried out through the Group’s parent company, HISPASAT, S.A., which operates and markets Group satellites that are not located in Brazilian orbital positions and that represent 40.0% of the consolidated turnover and 51.9% of the total shares of the Group (37.1% and 51.6% respectively in 2018), and through the following companies: HISPASAT Canarias, S.L., single-member company, HISPAMAR Satélites, S.A., HISPAMAR Exterior, S.L., single-member company, and HISPASAT de México, S.A. de C.V., which together operate and market the satellites located in Brazilian ownership orbital positions and represent the remaining 60.0% of the turnover and 48.1% of the total shares of the Group (62.1% and 48.4% respectively in 2018).

The Group has a presence in five countries: Spain, Brazil, Mexico, Argentina and Colombia, and it serves clients from over 26 countries.

ORBITAL POSITIONS 30ºW, 36ºW AND 55ºW

HISPASAT, S.A.

Parent company of the HISPASAT Group, owner of the satellites located at orbital positions 30ºW, 36ºW and 55ºW, the latter as a co-investment with a third operator.

Directly markets the space capacity of these satellites, both in a capacity lease model and as managed services, in all countries that it covers, except in those where, due to regulatory requirements, marketing is done indirectly through another Group company or branch, as explained below.

It holds the licences and other regulatory rights needed to undertake its activities, on C, Ku and Ka bands of orbital positions 30ºW and 36ºW.

HISPASAT Brasil, LTDA.

Markets the space capacity of the satellites located at 30ºW, 36ºW and 55ºW, property of HISPASAT, S.A, on Brazilian territory.

It holds the licences and other regulatory rights needed to undertake its activities, on C and Ku bands of orbital positions 30ºW, 36ºW and 55ºW.

HISPASAT de México, S.A. de C.V.

Markets the space capacity of the satellites located at 30ºW in Mexico.

It holds the licences and other regulatory rights needed to undertake its activities, on Ku band of orbital position 30ºW.

HISPASAT, S.A. Argentina branch

Markets the space capacity of the satellites located at 30ºW in Argentina.

HISPASAT, S.A. Colombia branch

Markets the space capacity of the satellites located at 30ºW and 36ºW in Colombia.

ORBITAL POSITIONS 61ºW, 70ºW AND 74ºW

HISPASAT Canarias, S.L., single-member company

This is the HISPASAT Group company that owns the satellites located at 61ºW and 74ºW, Brazilian ownership orbital positions, and it operates them during their useful life.

The satellites in its fleet are individually co-leased, wholly and exclusively to the Group companies HISPAMAR Satélites and HISPAMAR Exterior.

HISPAMAR Satélites, S.A.

Co-leases, jointly and severally with its subsidiary HISPAMAR Exterior, the Group satellites located in Brazilian ownership orbital positions, which are owned by HISPASAT Canarias.

Markets the space capacity of those satellites, both on the capacity lease model and as managed services, in Brazil and in Argentina through its branch.

It holds the licences and other regulatory rights needed to undertake its activities, on C, Ku and Ka bands of orbital positions 61ºW and 74ºW.

HISPAMAR Exterior, S.L., single-member company

Co-leases, jointly and severally with its parent company HISPAMAR Satélites, the Group satellites located in Brazilian ownership orbital positions, which are owned by HISPASAT Canarias.

Markets the space capacity of those satellites and of other third-party ones at 70ºW, both on the capacity lease model and as managed services, outside of Brazil but excluding Mexico and Colombia, where it leases capacity through HISPASAT de México and HISPASAT Colombia branch, respectively.

HISPAMAR Satélites, S.A., Argentina branch

Markets the space capacity of the satellites located at 61ºW and 74ºW in Argentina.

HISPASAT de México, S.A. de C.V.

Markets the space capacity of the satellites located at 61ºW in Mexico, which it leases to HISPAMAR Exterior.

It holds the licences and other regulatory rights needed to undertake its activities, on C, Ku and Ka bands of orbital position 61ºW.

INTERNAL MANAGEMENT: CULTURAL CHANGE AND “AGILE” FOCUS

In 2019, where internal management is concerned, one of HISPASAT’s priorities has been to guide the organisation towards a bimodal model in which one part of the organisation becomes responsible for achieving efficient processes – through classic management oriented towards predictive environments – whilst the other part has to incorporate self-managed work teams with adaptive work methodologies like Scrum, highly focused on trial and error to generate and put forward innovative solutions for business and support processes.

The HISPASAT Digital Transformation Strategy was established. This made it possible to promote different initiatives aimed at accompanying company professionals in the process of cultural change that involves an organisation including new ways of working that are able to bring new leadership – based on the Agile philosophy – adapted to the speed of digital transformation, and that have contributed to the company having self-managed teams capable of working closely and directly to ensure that new services and defined business models are rapidly evolved.

THE MAIN ASPECTS INCORPORATED IN THE DIGITAL TRANSFORMATION STRATEGY, INITIALLY OUTLINED FOR A 2019-2021 HORIZON, ARE:

That it is people focused, providing them with the skills and techniques required to face an environment that is constantly evolving and changing, allowing them to use technology productively.

That it concentrates on making the organisation respond in an agile, appropriate and automated way to the changing needs of the environment, so that it can better compete in this context.

That it is designed on the basis of a clear and open itinerary able to tackle the changes that may arise during the implementation process.

That it is collaborative and can identify opportunities beyond the radar that will allow HISPASAT to develop innovative projects and competitive advantages.

DURING 2019, HISPASAT PUT IN PLACE VARIOUS INITIATIVES FOCUSED ON:

Improving the digital skills of its professionals and developing their digital maturity.
Raising awareness among employees about points of interest within the digital transformation realm through experience days within what is known as the New HISPASAT Space. All company professionals can voluntarily attend these days.
Systematising project management methodologies and implementing Agile methodologies based on scrum, which will apply to all projects that are considered to be “adaptive”, i.e. that have a changing scope and objectives where it is hard to determine the requirements in advance.
Seeking better efficiency in existing processes and procedures by revising them, defining and putting into place RPAs and other initiatives that contribute to significantly improving them.
Digitalising points of contact (JIRA, ERP) and making progress towards having platforms and tools that work in cloud-based settings.
Analysing business opportunities from Big Data & Analytics or from other more or less disruptive uses of HISPASAT’s capabilities, and turning them into valuable use cases for the organisation.

The activities described, as well as others that have been evaluated in fields such as intra-entrepreneurship, seeking collaborative environments and positioning HISPASAT in innovation hubs that connect with the start-up ecosystem, will be pursued in the coming years, and re-evaluated periodically to ensure that they are adapted to the reality of the company and the context in which it undertakes its activities, as necessary.

NEW TOOLS FOR NEW WAYS OF WORKING

In terms of tools and applications to impact the way in which its professionals work and aimed at improving HISPASAT’s capabilities with regard to undertaking daily activities, during 2019 the Office 365 collaborative tools were rolled out. These are aimed at reinforcing the corporative cultural transformation process to adapt it to the new competitive environment that the organisation is facing.

A new tool to manage training and learning activities – the Learning Management System (LMS) – was also rolled out. This will be used to channel training, development and awareness-raising activities for HISPASAT professionals.

Concerning tools to seek the best talent, HISPASAT understands that the process of selection and hiring is a critical element to achieve success for the business and to include people in the organisational values and culture. Based on this principle, the company is looking at:

The efficacy of selection processes for its people, ensuring that they are professional and high quality across the whole organisation.
Assessing and choosing candidates according to the profiles needed using strict criteria of merit and skill, guaranteeing the transparency and professionalism of the process, with equal treatment for all candidates.
Presenting candidates with a competitive value offering that promotes the selection and hiring of the very best professionals.
Describing and valuing jobs within the organization in a coherent and objective way.

Committing to the specialization of profiles depending on the reality of the business.
Encouraging the horizontal and vertical movement of professionals to cover internal vacancies in their own or other business areas.

In this context, and in order to secure access to and attract the available talent, in 2019 HISPASAT implemented a new platform to fully automate and professionalise the early stages of the selection process for professionals, with the resulting simplification of the activities of identifying, attracting and evaluating candidates. The new platform allows for:

The agile and coordinated management of vacancies and open selection processes, independently of the volume of candidates who sign up for them.
Launching campaigns to attract people on social media and pulling in candidates to the open selection processes.
Objectifying and immediately eliminating the biases that may arise in the early stages of these processes, facilitating the handling of candidates based on the principles of blind CVs, which have been in place at HISPASAT for several years.
Incorporating filtering forms and tests into the process to assess candidates’ knowledge and skills, helping the organisation to identify the best talent.

During the 2019 financial year, HISPASAT has implemented various training initiatives, awareness-raising, etc., included as part of the annual training made available to its professionals. Over 10,960 hours of training have been carried out in total, with more than 80 courses having run.

During 2019 the Office 365 collaborative tools were rolled out. These are aimed at reinforcing the corporative cultural transformation process to adapt it to the new competitive environment that the organisation is facing.

HISPASAT understands that the process of selection and hiring is a critical element to achieve success for the business and to include people in the organisational values and culture

Paseo de la Castellana, 39 28046 Madrid Spain
+34 91 710 25 40

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