Show menu
  1. MANAGEMENT REPORT
  2. AN INTEGRATED VISION

Ferrovial - Integrated Annual Report 2014 / AN INTEGRATED VISION

Shaping the future through the development and operation of sustainable infrastructures and cities.

Committing to the highest level of operational excellence and innovation.

Creating value for society and for our customers, investors and employees.   

An integrated vision

Ferrovial’s business model is focused on the entire infrastructure lifecycle: Design, Finance, Construction, Operation and Maintenance.

Through its four business divisions, Ferrovial develops its business model with the aim of being a benchmark in the infrastructure and services sectors, contributing to improve the future of society through its ongoing commitment to talent, integrity, safety, excellence and innovation.

The purpose of this Annual Report is to describe how in 2014 Ferrovial has worked towards creating value, which is not limited to financial return, but goes beyond, having an impact on society, the environment, our customers and our employees. This report will attempt to offer a complete picture that goes beyond economic activity and presents the multiple ways in which the company creates value for its various stakeholders in the short, medium and long term.

To capture this reality, Ferrovial has used as a reference the framework recommended by the International Integrated Reporting Council (IIRC) for preparing integrated reports. Specifically, it seeks to present how Ferrovial manages the different factors, or “capitals” (financial, human, industrial, natural, intellectual and social) involved in its business model and what results it offers to each one in this value creation process.

To fulfill this aim, in addition to the Group’s activity, this report also presents its key data, strategy, corporate governance and risk management, with a detailed description of both the development and the process of value creation in terms of “financial capital”, and the other forms of “non-financial capitals” (human, industrial, natural, intellectual and social).

As regards the information on “non-financial capitals”, and for this report to become a single annual report of the company, it is presented as a management report in accordance with all the requirements set out by Global Reporting Initiative (GRI 4) for sustainability reports.

Lastly, necessary information is also presented to cover all the requirements under Spanish legislation in relation to Management Report.

In short, through this integrated vision, Ferrovial seeks to present a single report that describes the process of creating value for its various stakeholders and fulfills all the reporting requirements on its annual activity in the different areas in which the company operates.

Ferrovial's vision

Shaping the future through the development and operation of sustainable infraestructures and cities. Committing to the highest level of operational excellence and innovation. Creating value for society and for our customers, investors and employees.

Corporate values

 

Structure

 

Business model

 

Stock Market Data

Integrated Scorecard

Financial capital

Financial capital 201420132012
Revenues (M€) 8,802 8,166 7,630
Shareholder return (M€) 510 477 17
Operating cash flow after taxes (M€)1 1,076 1,048 914
Total gross dividend received (M€)1 615 489 387

Intellectual capital

Intellectual capital 201420132012
R+D investment (M€) 42.6 32.9 32.6
Investment in training per employee 258 195 285

Industrial capital

Industrial capital 201420132012
Backlog by businees (M€)  
  -Services backlog (+JV) 22,369 18,624 13,288
  -Construction backlog 8,091 7,867 8,699
Gross investments (M€)1 581 754 320

Environmental magagement and natural capital

Environmental magagement and natural capital 201420132012
Direct and indirect emissions of
greenhouse gases (T CO2 equ) ( Scope1+Scope2)
577,870 594,752 617,403
Water consumption (m3) 1,751,878 1,933,592 1,450,810

Human capital

Human capital 201420132012
Average workforce (employees) 67,968 61,587 55,962
Staff costs (M€) 2,575 2,351 2,102
Workforce variation (%) 10.3 10 -6.7
Turnover rate (%) 3.6 2.9 2.7
Frequency rate (%) 23.4 21.1 25.7

Social and relationship capital

Social and relationship capital201420132012
Economic contribution to the community (M€)* 6,9 3,7 4,4

* Includes voluntary and compulsory contributions according to LBG methology (London Benchmarking Group).
(1) Excluded infrastructure projects

Events 2014

 

Global presence

 

Markets

Operating cash flow after taxes

 

USA and Canada

United Kingdom and Ireland

 

Spain

 

Poland

 

Rest of markets

Dow Jones Sustainability Indices
FTSE4Good
Corporate Responsibility Prime
CDP