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Compensation Policy

Compensation Policy

The assessment shows the combination of internal equity (80%) and market (20%) to maintain internal equity, as shown in the analyses carried out, and improve competitiveness within the market.

Aciturri has a Compensation Policy for indirectly hired staff, based on the Role Model, understanding ‘role’ as ‘the set of responsibilities, knowledge and skills, to a certain degree, required for optimal performance of the missions entrusted.’ Depending on the area or department, the same role may require different jobs with different technical content.

The fixed compensation associated with each role is defined consistently with the role evaluation, according to the CompensaVal model (a Job Evaluation tool developed by the company Compensa Capital Humano).


This Compensation Policy consists of the following principles: 


Internal equity
direct connection between the assigned responsibilities for each role and the compensation received.

Motivation
considers the compensation associated with the role, recognition for their contribution to achieving results and, to the extent legally possible, their personal and/or family needs.
Competitiveness
it considers the reference market to attract and build loyalty from the staff.

Flexibility
to quickly adapt to the market, competition, and company needs. When defining the compensation for each employee, several factors are taken into account: their role, their performance level, their potential, and their personal and family circumstances.

The fixed compensation for each role is defined consistently according to the assessment of roles carried out by CompensaVal—a job rating tool developed by Compensa Capital Humano. It assesses seven factors:
  • Required training and experience.
  • Complexity of the problems.
  • Managerial tasks.
  • Leadership and motivation.
  • Decision-making.
  • Organizational responsibility.
  • Nature of the results.

The assessment shows the combination of internal equity (80%) and market (20%) to maintain internal equity, as shown in the analyses carried out, and improve competitiveness within the market. This generates a structure for the level of content, as shown in the picture.

The average for each of the different levels of content is calculated based on the formula for the fixed compensation market Median (MD):

Median (MD): Y = 90.117 * Points + 3,924.6

Taking this result as a reference, there are set limits for each level of content: -20% is the minimum, and +20% is the maximum. Then, the dispersion is divided by -20% and +20% in 9 different levels so the employees can receive compensation raises without changing the content of their role according to their experience, performance and potential.

The data presented below is structured by professional category and gender, as the role system has not yet been extended to Alestis or the facilities in Brazil and France.

AVERAGE WAGES BY GENDER AND PROFESSIONAL CATEGORY AND THE WAGE GAP

SPAIN (€)
MEN
SPAIN (€)
WOMEN
SPAIN (€)
GAP (%)
BRAZIL (BRL)
MEN
BRAZIL (BRL)
WOMEN
BRAZIL (BRL)
GAP (%)
FRANCE (€)
MEN
FRANCE (€)
WOMEN
FRANCE (€)
GAP (%)
Managerial roles
102,427
106,923
-4.39
182,000
210,749
-
77,075
53,957
29.99
Middle management and skilled technicians
51,829
53,076
-2.41
110,949
116,933
-5.39
50,333
47,238
6.15
Technicians
36,572
32,738
10.48
58,038
46,963
19.08
36,970
35,187
4.82
Functional support
23,527
25,967
-10.37
54,797
49,386
9.87
26,858
36,474
-35.80
Operators
29,079
26,089
10.28
33,834
33,834
0.28
26,328
25,679
2.47
Total average
33,311
31,771
4.62
52,849
57,404
-8.62
32,989
28,297
14.22

For companies based in Spain, salary audits are carried out under Royal Decree 902/2020, of 13th October, on equal pay for men and women, and in no case are any gaps identified that would require specific action plans to be drawn up.

For direct employees, salaries are determined by the applicable collective bargaining agreement. Thus, the fixed compensation for similar posts with the same level of experience and seniority is identical, regardless of any other factor (including age or gender). The variable compensation (incentive system) is directly linked to the employee’s performance, irrespective of different variables.

Members of the Boards of Directors (during 2023, the Board of Directors of Aciturri Aeronáutica S.L.U. and the Board of Directors of Alestis Aerospace, S.L. coexisted) are compensated under the Articles of Association of each of the companies, which remained unchanged in this respect during 2023. Thus, trustees are compensated, and the compensation system and the amount of compensation to be received by non-executive board members, if the administrative body takes the form of a Board of Directors, is a fixed annual allowance appropriate to their services and responsibilities, which may be paid either in monetary form and/or in kind.

Specifically, in 2023, the average compensation for 15 Aciturri Aeronáutica Directors (all men) was €65,250 gross per year, while in Alestis Aerospace, the average compensation was €45,000 (the same for male and female Directors).

No in-kind compensations were made last year. Neither have any contributions have been made to pension funds or plans for the benefit of trustees or management personnel, nor have any obligations been entered into for these purposes. Trustees and Aciturri’s board members received no contribution in funds or pension plans, nor were they promised such benefits. Trustees received no compensation in profit share, life insurance premiums or long-term pension plan systems. Neither were they granted shares or stock nor outstanding stock options, advances or loans. They did not receive indemnity either.


15. Disaggregated information on the compensation of the Directorates General (Director General of Aerostructures and Director General of Aeroengines) is not included, as the disclosure of this information would violate data protection.