2018
INTEGRATED ANNUAL REPORT
2018
INTEGRATED ANNUAL REPORT
Contents
INTEGRATED ANNUAL REPORT
2018
PRESENTATION
Letter to shareholders
Abertis in 2018
2018 Milestones
STRATEGY
Business model
Opportunities and challenges
Strategic approach
CSR Master Plan
Global Footprint
Awards and Recognitions
CORPORATE GOVERNANCE
Board of Directors
Management team
COMPLIANCE AND RISK
MANAGEMENT
Ethics and Compliance
Risk Control
SAFE AND
INNOVATIVE ROADS
Road Safety
Road Tech
Quality management and client focus
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41
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44
46
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50
58
64
VALUE CREATION
SHAREHOLDERS
Main figures
Debt management
Shareholder structure
COMMUNITY
Tax contribution
Contribution to the environment
Contribution to the community
Suppliers and supply chain management
HUMAN TEAM
Talent management
Professional development
Health and safety
ADDED-VALUE STATUS
OUTLOOK
2019 Course of action
ABOUT THIS REPORT 106
ANNEXES 108
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INTEGRATED ANNUAL REPORT 2018 Abertis
Presentation1 Letter to shareholders
CHAPTER
Abertis in 2018
2018 milestones
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10
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Presentation | INTEGRATED ANNUAL REPORT 2018 Abertis LETTER TO SHAREHOLDERS
Marcelino Fernández Verdes
Chairman
José Aljaro Navarro
Chief Executive Officer
After completing the shareholding structure transformation following the takeover
bids on the company that started in the first half of 2017, Abertis began a new
phase in 2018.
The Extraordinary General Shareholders' Meeting approved the appointment of
the new Abertis's Board of Directors on 10 December 2018. The Group thus
embarked on a new period with the impulse of its three new shareholders,
Atlantia, ACS and Hochtief, to continue growing and developing a global leadership
project in the infrastructure field.
From now on, Abertis’ new management will work on a strategic revision process
of the company to identify improvement areas and synergies, in order to continue
creating value and taking advantage as well of the international presence and market
knowledge of the new shareholders.
This new phase will be oriented to growth, yet without overlooking the financial
discipline for which the Group is renowned. The company will reinforce its
growth strategy in countries with stable frameworks for concessions and a clear
commitment to developing public-private partnerships in the toll road sector.
SOLID FIGURES
In 2018, the traffic on the Group's toll road network continued its positive trend,
with a particular increase in Spain and France. There was also a recovery in Puerto
Rico after Hurricane Maria ravaged the island in 2017. Chile and India also reported
remarkably positive growth this year.
Abertis's results have been improved in 2018, with a €1,682 Mn net profit (+87%
comparing to 2017). This result has been boosted mostly by the impact of the
€605 million of capital gains obtained after the sale of 34% stake of Cellnex
Telecom. Without this effect, the net profit grows 15% on a like-for-like basis.
As a world reference in the toll road management industry, road safety is a priority
for Abertis. In this regard, the Group posted improvements during 2018 in terms of
accident rate (-6% versus the previous year) and fatality (-10%). There was also a
salient decrease in the number of road accident deaths (-8.7%). This all stemmed
from the extensive efforts to improve prevention and safety in all the countries.
AGREEMENTS WITH GOVERNMENTS
In 2018, Abertis continued furthering its growth strategy based on existing assets.
During the year, the Group closed two agreements with the government of Argentina
Abertis’ new management will work on a strategic
revision process of the company to identify
improvement areas and synergies, in order to
continue creating value”
to extend the concession for its subsidiaries Autopista del Sol (Ausol) and Grupo
Concesionario del Oeste (GCO), in exchange for a global investment plan that will be
financed with the future revenues thanks to the extension of the contracts.
Also the subsidiary VíasChile reached an agreement with the Chilean government
to carry out further investments in Autopista del Sol (Route 78)
in exchange for an almost two-year extension in the duration of the concession.
The extensive investment plan in view aims to not only resolve problems
caused by the increase in traffic over recent years but also improve traffic
flow and road safety.
For Abertis, the closing of these deals means reinforcing its commitment to public-
private partnerships with a view to providing solutions that create value for the
future in the regions where Abertis has a presence through agreements with the
public administrations to engage in new investments by extending concessions
or improving tariffs. Doing so also demonstrates the Group's ability to continue
growing its current asset portfolio and to extend the average duration of its
concessions.
SUSTAINABLE MANAGEMENT
In line with its committment to support the principles of the Global Compact
over a decade now, Abertis has publicly and formally renewed its commitment to
achieve the UN's Sustainable Development Goals (2030 Agenda). It is worth noting
the organisation's contribution to achieving Goals 9 (Industry, Innovation and
Infrastructure) and 11 (Sustainable Cities and Communities) through Road Safety
and Road Tech strategic programmes that coordinate innovations in road safety
and infrastructures for a more sustainable mobility.
The Group also continued working on deploying the Corporate Social
Responsibility Master Plan and achieving the objectives and goals established
in all countries in 2018.
Abertis is one of the world's leading toll road operators in terms of kilometres
managed, with nearly 8,200 kilometres of high-capacity roads, and operations
in 15 countries across Europe, America and Asia. Thanks to the joint efforts of
over 14,000 employees, the Group has a solid foundation to face the challenges
of the future with rigour and confidence. Financial strength, industrial excellence
and long-term vision make Abertis a key piece in the search for solutions to one
of the world's biggest challenges: the sustainable management of infrastructures
of the future.
8 | 9
Presentation | INTEGRATED ANNUAL REPORT 2018 Abertis Abertis in 2018
World reference
We operate thousands of kilometres of high-capacity and quality roads worldwide.
15 7,759 14,119
COUNTRIES
KILOMETRES
(DIRECTLY MANAGED)
EMPLOYEES
An ally for governments
Our long-term commitment and top quality services make us a great
partner for governments.
Long-term outlook
We strive to be part of the solution for addressing the challenges
of traffic growth in the world..
Over 60
YEARS OF
EXPERIENCE
EXCELLENCE
IN MANAGEMENT
BEST
PRACTICES
Safe and innovative roads
Abertis is positioned as a core piece in one of the greatest global challenges in this day
and age: the sustainable financing of infrastructures of the future.
TOTAL ADT
ACCIDENT RATE
25,120 +1.8%
-6%
-10%
FATALITY RATE
ELECTRONIC TOLL TRANSACTIONS 65.1% +2.8p.p.
20.2
1.2
Financial strength and industrial experience
We invest in smart engineering and technology so that our customers get the best
experience.
SOLID FIGURES:
REVENUE €5,255 Mn
EBITDA €3,549 Mn
NET PROFIT €1,681 Mn
Creation of value for society
We combine our commitment to our shareholders and employees with the contribution to
growth in the countries where we operate.
TAX CONTRIBUTION
WORKPLACE ACCIDENT RATE
€2,458 Mn
11.3
CO2e EMISSIONS/TURNOVER
INITIATIVES DEVELOPED FOR THE COMMUNITY
4,189.3 Tn
LOCAL SUPPLIER PURCHASES
303
88.9%
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Presentation | INTEGRATED ANNUAL REPORT 2018 Abertis
2018 MILESTONES
FEBRUARY
• José Aljaro is appointed as the new CEO of Abertis
MARCH
APRIL
MAY
JUNE
JULY
• Agreement with the Chilean government for new investments in Autopista del Sol (Route 78) in
exchange for an extension of the concession
• Agreement in principle signed between Atlantia, ACS and Hochtief regarding the Abertis takeover
• Authorisation by the CNMV (Spanish National Securities Market Commission) of Hochtief's takeover
for Abertis
• Conclusion of Hochtief's takeover for Abertis Infraestructuras
• Restructuring of the Abertis' Board of Directors
• Private placement of 4.1% stake of Cellnex Telecom
• Closing of agreements to invest in the road network in Argentina in exchange for an extension of the
term of the concessions
• Sale of the entire holding in Cellnex Telecom
AUGUST
• Delisting of Abertis
SEPTEMBER
• Presentation in New York of the global partnership with UNICEF for child road traffic injury
prevention
OCTOBER
• Change in Abertis control
• Two-year extension for toll operation on the M50 in Dublin (Ireland)
• Sponsorship of a major retrospective exhibition on Miró in Paris
DECEMBER
• Constitution of the new Abertis' Board of Directors following the shareholding transformation
• Collaboration agreement with the Ministry of Foreign Affairs of Spain and Joan Miró Foundation to
carry out a travelling exhibition on Miró
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Presentation | INTEGRATED ANNUAL REPORT 2018 Abertis Strategy2 Business model
CHAPTER
Opportunities and challenges
Strategic approach
CSR Master Plan
Global Footprint
Awards and Recognitions
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18
20
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26
37
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Strategy | INTEGRATED ANNUAL REPORT 2018 Abertis BUSINESS MODEL
Abertis is a world referent operator
in toll road management
8,200
KILOMETRES
of high-capacity roads
(directly and indirectly
managed)*
15
COUNTRIES
In addition to being the
leading toll-road operator
in Spain, Chile, and Brazil,
Abertis also has an important
presence in France, Italy and
Puerto Rico
*Includes ViaPaulista concession, started at 2019
Abertis is one of leading international toll road management groups in terms
of kilometres managed, with over 8,200 kilometres of high-capacity and quality
roads, and operations in 15 countries across Europe, America and Asia.
In addition to being the number one national operator in countries such as
Spain, Chile, and Brazil, Abertis also has an important presence in France, Italy
and Puerto Rico. The company has a stake in the indirect management of over
200 kilometres.
Thanks to the Group's internationalisation strategy over recent years, over 70% of
Abertis' revenues comes from outside Spain, with significant contributions from
France, Brazil and Chile.
Road safety is a top priority for Abertis. The company continually invests in
technology and smart engineering to guarantee the safety, comfort, speed and
ease of its customers' travel when they choose the Group's toll roads.
Committed to research and innovation, Abertis combines advances in high-
capacity infrastructure with new technologies for innovative solutions that meet
future mobility challenges.
We work with integrity, guided by our values:
• Leading from responsibility and trust in people.
• Finding solutions to develop infrastructures based on dialogue and
partnerships with our stakeholders.
• Harnessing innovation and continuous improvement to anticipate and
adapt ourselves to the needs of our customers and users.
• Bolstering efficiency in our organisation based on simplicity and
pragmatism.
• Being transparent to assess our rigour and credibility.
PILLARS FOR
CREATING VALUE
• To be an industry reference. When it comes
to combining quality and innovation, Abertis
is head and shoulders above the rest.
• Our commitment to long-term and quality
services makes us a great ally for the public
sector.
• A continuous investment in technology and
smart engineering, with permanent road
maintenance at the highest levels of service
to ensure that customers have a quick,
comfortable, easy and safe ride.
• Combining financial strength with industrial
experience: we have broad financing
capabilities in worldwide markets with the
best know-how in the sector.
• Being part of the solution to problems
associated with a worldwide increase in
traffic such as road congestion and climate
change.
INDUSTRIAL VISION
ENGINEERING
A team of engineers permanently dedicated to maintaining the
highest level in terms of road service, quality and technology,
ensuring optimised maintenance to render an extended life
cycle, and monitoring construction risks in expansion and
renovation projects to guarantee that everything is carried out
according to schedule.
TECHNOLOGY
Abertis' experts promote the use of innovative solutions to
enhance service efficiency, safety and quality. Everything
for the purpose of ensuring efficient and secure traffic
management through the diligent monitoring of traffic
conditions, efficient control of traffic flows, etc., and providing
the customer with continuous information.
OPERATIONS
Abertis’ industrial team develops and deploys best practices
and policies based on the Group's extensive experience and
know-how.
16 | 17
Strategy | INTEGRATED ANNUAL REPORT 2018 Abertis OPPORTUNITIES AND INDUSTRY CHALLENGES
Industry trends
and challenges will
shed light on the
future prospects
for the business in
the coming years
OPPORTUNITIES
ROADWAY INFRASTRUCTURE DEFICIT
The global infrastructure deficit is estimated in terms of billions of dollars, and
a huge part of that corresponds to road transport infrastructures. There will be
new public procurement opportunities abound for not only new motorways
in developing markets such as India or Latin America but also improvements
on existing motorways in mature markets such as Europe, North America and
Australia.
GENERATING FINANCIAL RESOURCES
Road transport entails multiple costs: construction, maintenance, congestion and
pollution. At a juncture where investments in infrastructure have become essential
to bolster economies, the private sector is capable of contributing to the necessary
investment in infrastructures and pay-per-use with toll roads could be a way to
transfer demand risks in infrastructure projects.
NEW PAYMENT SYSTEMS
Barrier-free (free-flow) toll systems are a growing demand in light of their
potential advantages in terms of reducing travel time, curbing pollution and
simplifying payment.
DIGITALISATION AND CONNECTIVITY
Road must incorporate new digital components such as wireless network
technologies, digitalisation, the Internet of Things and artificial intelligence,
which will be vital for better managing the new generation of autonomous and
connected vehicles.
MOBILITY AS A SERVICE (MAAS)
Big data and the collaborative economy are driving mobility as a service, a new
paradigm shift in user-centric transport. This new way of understanding mobility
establishes a closer link between supply and demand, in which users seek the
greatest efficiency in their travel decisions.
CHALLENGES
TRAFFIC GROWTH MANAGEMENT
Road traffic growth (fourfold increase in the number of vehicles worldwide
expected by 2050) will entail significant challenges such as pollution, congestion
and other externalities on road safety and public health. New ways of managing
traffic are also muscling in to achieve safer and more sustainable and efficient
mobility.
GAUGING THE ECONOMIC SITUATION
The uncertainty surrounding the macroeconomic situation, price collapse
concerning raw materials and additional elements such as the gridlock in
investment and the sluggishness of productivity can also contribute in discouraging
consumption and shipping on motorways.
INCREASED COMPETITION
The new international players that have been cropping up in recent years are
targeting assets such as toll roads, particularly regarding infrastructure investment
and pension funds. Characterised by low interest rates, the present scenario has
been an impetus for these funds to increasingly invest more in infrastructure assets
because of their attractive returns.
REGULATION AND LEGAL SECURITY
Most of the Group's businesses are done as term-based concessions base on
agreements with the public sector entailing the mandate to ensure concessional
obligations and acquired investment commitments. The legal certainty that
protects bilateral contracts is a cornerstone in this sector.
MEETING SOCIETY'S NEW EXPECTATIONS
Toll road clients and stakeholders have new expectations, including yet not limited
to services, customer care, new technologies, transparency and flexibility.
18 | 19
Strategy | INTEGRATED ANNUAL REPORT 2018 Abertis
STRATEGIC APPROACH
Abertis continues basing its
strategy upon the pillars of growth,
efficiency and shareholder payout
6.47%
ADDITIONAL ACQUISITION
In italian subsidiary
A4 Holding
100%
OF STAKE
In toll roads in India
GROWTH OPERATIONS IN 2018
Abertis drives growth through three lines of action: growth based on existing
assets, new acquisitions and public-private partnerships.
GROWTH IN THE EXISTING ASSET PORTFOLIO
In January, the Abertis Group spent €33 million to acquire an additional 6.47%
stake of A4 Holding, which manages the A4 and A31 toll roads in northern Italy.
With this transaction, Abertis concluded the different agreements reached in 2017
to acquire minority shares in its subsidiary A4 reaching over 90% of its capital
through an overall investment of €212 million between 2017 and 2018.
Abertis also paid €15 million in 2018 to acquire an additional 26% in the Indian
concessionaire Jadcherla Expressways Private Limited (JEPL), which in turns holds
the concession of the NH-44 toll road in Telangana State. This was Abertis' final
transaction to obtain 100% of JEPL, thus reinforcing its commitment to the
Indian market.
These deals constitute yet another step by Abertis towards attaining a more
balanced global portfolio, growing in economies with stable frameworks for
concessions and a clear commitment to public-private partnerships in the toll
road sector.
PUBLIC-PRIVATE PARTNERSHIP AGREEMENTS
In January 2018, VíasChile, jointly owned by Abertis (80%) and ADIA (20%),
secured authorisation from the Chilean government to invest further in Autopista
del Sol (Route 78) in exchange for an almost two-year extension in the duration of
the concession.
These new investments, which will total nearly €110 million, consist of a new
third lane to expand the toll road between Santiago de Chile and Talagante, and
additional construction projects. The extensive investment plan for the entire toll
110
MILLION EUROS
To expand Chile's Autopista
del Sol (Route 78) by
adding a third lane between
Santiago and Talagante
680
MILLION DOLLARS
In global investments
to extend concessions
contracts for its Argentine
subsidiaries with the
Argentine government
road aims to not only resolve problems caused by the increase in traffic over recent
years but also improve traffic flow and road safety. The construction is expected to
be completed by 2020.
In exchange, the concession period for Autopista del Sol is extended by 22 months
till 2021. Autopista del Sol is the main route connecting Santiago de Chile with San
Antonio, the country's largest maritime port, whose area of influence spans from
central Chile to Argentina's Mendoza Province.
This agreement further strengthens Abertis' commitment to public-private
partnerships with a view to achieving future value creation solutions for its
territories through agreements with the public sector for new investments in
exchange for extending the duration of concessions or via tariff increases.
In July 2018, the Abertis Group closed two agreements with the Argentine
government to extend the concession for its subsidiaries in Autopista del Sol
(Ausol) and Grupo Concesionario del Oeste (GCO), in exchange for a global
investment plan amounting near $680 million (approximately €584 million).
Both concessionaires announced in 2017 that they would formally open
renegotiations with the Ministry of Transport for their respective concession
arrangements to recognise the pending rebalancing. By virtue of these agreements,
the Abertis Group will improve the current road network to carry out an
investment plan of around $430 million (approximately €369 million) for the
Ausol network and around $250 million (approximately €215 million) for the GCO
network. The plan will be financed by the future revenue from the concession
thanks to the extended expiration of the present contracts until 2030.
For Abertis, entering these agreements means reinforcing its commitment to
public-private partnerships that the company is promoting with a view to providing
solutions that create value for the future in the regions where it operates through
arrangements with the public sector, similar to the ones made in Argentina, to
engage in new investments by extending concessions or improving rates.
The Group entered into major agreements in this regard in all the countries where
it carries out activities, including France (committed investment of €750 million),
Italy (1,500 million), Brazil (2,000 million), Chile (800 million), Puerto Rico (125
million) and, in this case, Argentina (approximately €584 million). Entry into these
agreements demonstrates the Group's ability to continue growing its current asset
portfolio and extend the average duration of its concessions.
PERMANENT SEARCH FOR NEW OPPORTUNITIES
Abertis analyses all growth projects under a strict financial discipline from the
perspective of the Group's renown industrial role. In this regard, the Group only
takes on projects that entail zero risks for the Group's dividend policy and financial
strength.
Notwithstanding the duty of passivity in public tender offers on Abertis, the
company continued its daily activities in 2018. In 2018, the Abertis Business
Development Area analysed 17 projects in 11 countries.
20 | 21
Strategy | INTEGRATED ANNUAL REPORT 2018 Abertis STRATEGIC APPROACH
FOCUS
Alligned with the strategy of becoming a pure toll road operator, in 2018 Abertis
closed the sale of 34% stake in Cellnex Telecom, through a accelerated placement of
shares and the sale of the rest of the stake to ConnecT S.p.A, subsidiary of Edizione
S.r.l. in consequence, the Abertis Group is no longer a Cellnex Telecom shareholder.
The sale of the entire stake of Cellnex generated a €605 million capital gains for
Abertis.
EFFICIENCY
After concluding the three-year efficiencies plan for 2015-2017 (focusing on the
Group's businesses in France, Brazil and Spain) with accumulated savings of €416
million, the Group intends to continue striding forward in continuation of the work it
has been carrying out in recent years not only in the Corporation but also in several
business units with a view to consolidate and improve the EBITDA margin of each
Group business unit.
SHAREHOLDER REMUNERATION
On 13 March 2018, the Abertis General Shareholders' Meeting approved the
distribution of a second and final payment on the 2017 dividend against available
voluntary reserves at €0.40 per share (gross), which became effective in March 2018.
CSR MASTER PLAN
Corporate Social Responsibility (CSR) and materiality
analysis are the cornerstones of the CSR Master Plan
IMPLEMENTATION
The Board of Directors handles the coordination of matters concerning Environmental,
Social and Governance (ESG) factors, which the corporation's CSR Unit implements by
conducting deployment of the CSR Master Plan. The implementation and execution
of actions are delegated to each country by designating a coordinator to handle them
together with the direct involvement of the operational teams related to the different
material ESG factors.
Work on integration of the CSR Master Plan continued throughout 2018 in every
country according to the local particulars and possibilities of contributing to the
established objectives and targets.
At the strategic level, CSR Master Plan objectives and targets were incorporated into
the Project Management Standard drawn up in 2018.
The appraisal of the Abertis Strategic Goals established within the organisation's
strategic plan will enable us to ascertain the environmental, social and corporate
governance factors to be considered for not only fulfilling the CSR Master Plan but also
adapting and updating it according to Abertis' new strategic plan. .
The Annexe attached thereto contains further performance-related data broken down
by activity and country for each strategic target in the CSR Master Plan.
ASSESSMENT AND TRACKING
A formal annual assessment will be made of the main environmental, social and
corporate governance indicators in relation to the goals set in the CSR Master Plan,
though some specific indicators are permanently monitored by individual countries.
External assessment are a crucial element in assessing the Group's ESG performance
and the agents that conduct such assessments differ. Assessments related to listed
companies fall outside the scope of the organisation because they are not traded on
the stock market. Even though Abertis was assessed in 2018 under the parameters
of the FTSE4Good and DJSI indices, these assessments may not be available to the
organisation while exclude from securities markets such as the STOXX ESG index
families. However, participation is possible in other initiatives such as the Carbon
Disclosure Project, where the corresponding questionnaire was made for another year
in addition to further assessments whose universal selection criteria exclude unlisted
organisations, namely the assessments conducted by MSCI and Corporate Knights.
22 | 23
Strategy | INTEGRATED ANNUAL REPORT 2018 Abertis 2016-2020 CSR MASTER
PLAN TRACKING SUMMARY
PRINCIPLES
Human Rights
(Risk Prevention
and Management
Principle)
STAKEHOLDERS
STRATEGIC AXIS
Good governance,
transparency and
accountability
Eco-efficiency
Integration with
the community
Safety and
Quality
STRATEGIC GOALS
GOAL TRACKING AND MEASUREMENT
Development of an organisational culture
based on ethical principles
Received CoE Complaints: 366
Resolved cases: 88.2%
Pending complaints: 48
Rejection of all forms of corruption
Ongoing corruption-prevention training.
Supplier homologation process unification.
Achieve excellence in
Good Governance
Carbon footprint reduction
Complied applicable corporate governance
recommendations: 69%
100% complaints addressed
Due diligence standard in corruption prevention.
Scope 1 and 2 emissions: -9.8%
Scope 3 methodology: 20.9 mT
Emissions generated by vehicles: 93.3%
Total emissions by turnover: 4,189.4 T
Approved suppliers evalued by CSR scoring: 767
Innovation based on circular economy
criteria
12.5% of recycled maintenance and construction materials consumed
Construction waste repurposing: 42,114.6 T
Development of products and services
with positive ESG impacts
E-toll use percentage: 65.1% transactions and 57.2% revenue.
Favouring cleaner vehicles
Identification of opportunities for new products and services
Generate positive synergies with local
communities
Foster and maintain natural capital
Guaranteeing and promoting road safety
Guaranteeing occupational safety
Boosting quality of employment
Ensuring equal opportunities
Quality products and services with
positive ESG impacts
Executed community-related projects: 303 initiatives // €6.3M
Local purchase percentage: 88.9%
100% complaints addressed
Kms in protected areas: 1,357
Natural species replanted: 78,526
No. run over animals: 16,131
No. km object of study of acoustic impact: 3,958.1
Accident rate: 20.2 (-6%)
Mortality rate: 1.2 (-10%)
100% complaints addressed
Total occupational accidents: 276 (-4.2%)
Incidence rate: 20.4 (+3.9%)
POR Training hours: 146,271
Employees with permanent contract: 93.4%
Average hours of training: 19.7 (-8.2%).
Rotation rate: 14.5% (-26.4%)
Women in management and chief positions: 25.2% (+10.2%)
Wage gap: 70.3%
Zero complaints received due to discrimination
Employees with functional diversity: : 312,2 (-6.3%)
Products and services for specific groups
Road safety awareness and educational campaigns: 463
Bridging the digital gap
24 | 25
Strategy | INTEGRATED ANNUAL REPORT 2018 Abertis GLOBAL FOOTPRINT
15 countries in Europe, America and Asia
Argentina
Brazil
Canada
Chile
Colombia
Croatia
Spain
United States
France
Hungary
India
Ireland
Italy
United Kingdom
Puerto Rico
ADANERO
ÁVILA
SEGOVIA
MADRID
SÃO PAULO
CURITIBA
Spain
Control: Autopistas, Acesa, Aucat, Invicat, Aumar, Castellana, Avasa, Túnels, Aulesa
Non-control: Autema, Trados 45
LEON
ASTORGA
BILBAO
LOGROÑO
SEGOVIA
ADANERO
MADRID
AVILA
GIRONA
ADANERO
ÁVILABARCELONA
SEGOVIA
TARRAGONA
MADRID
ALICANTE
SÃO PAULO
SEVILLE
SÃO PAULO
CURITIBA
CADIZ
CURITIBA
8
CONCESSIONS
1,559
KILOMETRES
(DIRECTLY MANAGED)
1,878
EMPLOYEES
62
KILOMETRES
(INDIRECTLY MANAGED)
21,560
ADT VEHICLES
+3.9%
23,477.4
TONNES OF CO2
SCOPES 1 & 2
+5%
26 | 27
Strategy | INTEGRATED ANNUAL REPORT 2018 Abertis France
Control: Sanef, Sapn
Non-control: Alis, Aliénor, Leónord
CAEN
REIMS
ALENÇON
PARIS
STRASBOURG
LYON
LANGON
PAU
4
CONCESSIONS
1,761
KILOMETRES
(DIRECTLY MANAGED)
2,618
EMPLOYEES
275
KILOMETRES
(INDIRECTLY MANAGED)
25,268
ADT VEHICLES
+1.5%
21,482.3
TONNES OF CO2
SCOPES 1 & 2
-8.4%
PIOVENE
ROCCHETTE
BRESCIA
PADOVA
BADIA
POLESINE
CAEN
REIMS
ALENÇON
PARIS
STRASBOURG
LYON
LANGON
PAU
Italy
Control: A4 Holding
PIOVENE
ROCCHETTE
BRESCIA
PADOVA
BADIA
POLESINE
1
CONCESSIONS
236
KILOMETRES
594
EMPLOYEES
65,395
ADT VEHICLES
+3.2%
2,233.6
TONNES OF CO2
SCOPES 1 & 2
+17.4%
28 | 29
Strategy | INTEGRATED ANNUAL REPORT 2018 Abertis Brazil
Control: Arteris, Autovias, Centrovias, Intervias, ViaPaulista, Fernão Dias, Fluminense, Régis Bittencourt, Litoral Sul,
Planalto Sul, Latina Manutenção
ARARAS
FRANCA
RIBEIRÃO PRETO
SÃO CARLOS
CURITIBA
BELO
HORIZONTE
RÍO DE JANEIRO
SÃO PAULO
FLORIANÓPOLIS
9
CONCESSIONS
3,371
KILOMETRES*
4,804
EMPLOYEES**
18,681
ADT VEHICLES
+0.8%
29,782.7
TONNES OF CO2
SCOPES 1 & 2
-25.6%
* Includes 357 km of ViaPaulista
** Incudes 197 employees of ViaPaulista
FRANCA
RIBEIRÃO
PRETO
BELO
HORIZONTE
SÃ O CARLOS
ARARAS
SÃ O PAULO
CURITIBA
RÍO DE
JANEIRO
FLORIANÓPOLIS
Chile
Control: VíasChile, Autopista Central, Elqui, Rutas del Pacífico, Autopista del Sol, Autopista Los Libertadores, Autopista de los
Andes.
LA SERENA
OVALLE
QUILOTA
LOS ANDES
VIÑA
DEL MAR
SAN
ANTONIO
SANTIAGO
DE CHILE
6
CONCESSIONS
773
KILOMETRES
1,288
EMPLOYEES
27,626
ADT VEHICLES
+3%
15,588.1
TONNES OF CO2
SCOPES 1 & 2
+2.2%
30 | 31
Strategy | INTEGRATED ANNUAL REPORT 2018 Abertis
Puerto Rico
Control: Metropistas, Autopistas de Puerto Rico, Abertis Mobility Services
ARECIBO
SAN JUAN
BAYAMÓN
VEGA ALTA
ARECIBO
SAN JUAN
VEGA ALTA
BAYAMÓN
SAN ISIDRO
LUJÁN
SAN FERNANDO
BUENOS AIRES
SAN FERNANDO
BUENOS AIRES
SAN ISIDRO
LUJÁN
2
CONCESSIONS
90
KILOMETRES
64
EMPLOYEES
69,185
ADT VEHICLES
+7%
1,860.7
TONNES OF CO2
SCOPES 1 & 2
-20.3%
Argentina
Control: Ausol, Grupo Concesionario del Oeste
ARECIBO
SAN JUAN
BAYAMÓN
VEGA ALTA
ARECIBO
SAN JUAN
VEGA ALTA
BAYAMÓN
SAN ISIDRO
LUJÁN
SAN FERNANDO
BUENOS AIRES
SAN FERNANDO
BUENOS AIRES
SAN ISIDRO
LUJÁN
2CONCESSIONS
175KILOMETRES
2,102
EMPLOYEES
82,239
ADT VEHICLES
-0.7%
16,277.5
TONNES OF CO2
SCOPES 1 & 2
-4.9%
32 | 33
Strategy | INTEGRATED ANNUAL REPORT 2018 Abertis India
Control: Isadak, Trichy Tollway Private Limited, Jadcherla Expressways Private Limited
HYPERABAD
JADCHERLA
ULUNDURPET
TRICHY
2
CONCESSIONS
152
KILOMETRES
53
EMPLOYEES
20,556
ADT VEHICLES (NC)
+4,8%
1,889.9
TONNES OF CO2
SCOPES 1 & 2
-21.8%
DUBLÍN
LIVERPOOL
PETERBOROUGH
ALCONBURY
GLOUCESTER
LONDRES
SWINDON
NUEVA YORK
Colombia
Non-control: Coviandes
United Kingdom
Control: Abertis Mobility Services,
Dartford Crossing, Mersey Gateway – Free-flow operations
Non-control: RMG A1-M Alconbury-Peterborough,
A419/417 Swindon-Gloucester
Ireland
Control: Abertis Mobility Services
M-50 (Dublin) – Free-flow operations
USA
Control: Abertis Mobility Services
Research and Development Centre (New York)
Canada
Control: Abertis Mobility Services
Blue Water Bridge
Croatia
Control: Abertis Mobility Services
Research and Development Centre
Hungary
Control: Abertis Mobility
Services Operations office
34 | 35
Strategy | INTEGRATED ANNUAL REPORT 2018 Abertis Abertis Mobility Services
774EMPLOYEES
8 COUNTRIES: USA,
CANADA, PUERTO
RICO, UNITED
KINGDOM, IRELAND,
CROATIA, FRANCE,
HUNGARY
AWARDS AND RECOGNITIONS
• The Compliance department of Autopistas, recognised at the Seminar
on Corporate Integrity, Good Governance and Transparency organised by
Transparency International Spain.
• Cristina Zamorano, Head of the Road Safety Centre at Autopistas, awarded
“Women and Traffic Management” Prize.
• AEGFA and IDEA Green Fleet Certification for Autopistas concessionaires.
• Autovias, Centrovias, Intervias and Fernão Dias, among the top 20 Brazilian toll
roads according to the Brazilian National Transport Confederation.
• Alessandra Vasconcelos, Communications, Marketing and Sustainability manager
of Arteris, awarded 2018 Best Communicator Aberje Prize in Brazil.
• VíasChile received two awards during the Eighth National Concessions
Conference for "Murmullos de Amor" (Whispers of Love) in the CSR category and
for the Drivers' Observatory project in the Road Safety category.
• Chile's Chamber of Construction recognised VíasChile as a Sustainable Company.
• Fortuna Magazine ranked Abertis's subsidiary in Argentina among the TOP 10
most relevant companies in the country.
• Emovis was awarded the Toll Excellence Award by International Bridge, Tunnel
and Turnpike Association (IBTTA).
• Emovis received three awards for its commitment to the health and wellbeing
of its employees, customer service and as the best company to work for at the
2018 European Contact Centre and Customer Service Awards (ECCCSA).
• The Abertis Chair, recognised with the Excellentia Ex Cathedra Observatory
awarded by the University of Valencia.
• The Prince of Water's Prize (Jordan) was awarded to the Abertis Foundation for
its efforts to foster the Mediterranean Biosphere Reserves Network.
• The Abertis Foundation's KanGo Project, 2018 Barcelona Educative Innovation
Award.
36 | 37
Strategy | INTEGRATED ANNUAL REPORT 2018 Abertis 3 Board of Directors
Management team
CHAPTER
Corporate
Governance
40
41
38 | 39
Corporate Governance | 2018 INTEGRATED ANNUAL REPORT Abertis BOARD OF DIRECTORS
The change in the shareholding
structure has resulted in a renewed
Board of Directors
RENEWAL OF THE BOARD
OF DIRECTORS
Abertis' change in its shareholding structure in the aftermath of the takeover
launched by Atlantia, ACS and Hochtief resulted in a new Abertis' Board of
Directors, whose appointments were approved at the Extraordinary General
Meeting on 10 December 2018. Following these changes, the company's new
Board of Directors is constitued by five members: José Aljaro, Carlo Bertazzo,
Giovanni Castellucci, Marcelino Fernández Verdes and Pedro López Jiménez.
Consequently, the number of members of the Board of Directors was reduced from
9 to 5 in order to simplify the Corporate Governance Structure and to keep with
Good Governance Recommendations.
BOARD OF DIRECTORS
Marcelino Fernández Verdes Chairman
José Aljaro Navarro Chief Executive Officer
Carlo Bertazzo Director
Giovanni Castellucci Director
Pedro López Jiménez Director
*On 10 December 2018, the Extraordinary General Shareholders' Meeting of Abertis Infraestructuras, S.A. voted to amend the Company Bylaws to adapt them to the new
corporate reality following the delisting of the representative shares of the entire share capital of Abertis Infraestructuras, S.A. from Spanish stock markets. Likewise, and
because of the company's new shareholding structure, the cited Extraordinary General Meeting also voted to amend the composition of the company's Board of Directors,
in which regard article 23.c) of the Bylaws states that the Board of Directors may constitute any specialised Committees that it deems necessary and expressly mentions the
Audit, Appointments and Remuneration Committee. In light of the foregoing, the Board of Directors has yet to constitute the corresponding Committees as of 31 December
2018, though it is expected to do so within the coming months.
MANAGEMENT TEAM
Francisco José
Aljaro Navarro
Chief Executive
Officer
Sebastián
Morales Mena
Business
Development Director
Chief Industrial
Officer
Joan Rafel Herrero
People and
Organisation Director
José Aljaro
Navarro
Chief Financial Officer
(acting)
Josep Maria
Coronas Guinart
General Secretary
and Corporate Affairs
Managing Director
Autopistas (Spain)
Sanef (France)
Arteris (Brazil)
VíasChile (Chile)
A4 Holding (Italy)
Anna Bonet Olivart
Managing Director
Arnaud Quémard
Managing Director
David Díaz Almazán
Chief Executive
Officer
Luis Miguel
de Pablo Ruiz
Managing Director
Carlos del Río
Carcaño
President
As of December 31, 2018
40 | 41
Corporate Governance | 2018 INTEGRATED ANNUAL REPORT Abertis Compliance and risk management | INTEGRATED ANNUAL REPORT 2018 Abertis CHAPTER4
Compliance
and risk
management
Ethics and Compliance
Risk Control
44
46
42 | 43
Compliance and risk management | INTEGRATED ANNUAL REPORT 2018 Abertis ETHICS AND COMPLIANCE
Abertis is fully committed to conduct its
activities with honesty, integrity and in accordance
with the law
STRATEGIC GOALS
DEVELOPMENT OF AN
ORGANISATIONAL
CULTURE BASED ON
ETHICAL PRINCIPLES
REJECTION OF
ALL FORMS OF
CORRUPTION
CODE OF ETHICS
The Abertis Group is fully committed to conduct business with honesty, integrity
and in accordance with the law concerning not only its relationships with
employees but also with all its stakeholders.
These guidelines of conduct are embodied in the Abertis Group Code of Ethics, a
core policy whose principles are deployed in all the group's internal regulations.
The Code of Ethics captures the principles and values that guide the conduct
of employees, suppliers, customers, distributors, external professionals and
government agents.
The Group has zero tolerance for any act contravening its Code of Ethics,
and formally expresses its disapproval of all forms of corruption and its firm
commitment to legal compliance. Any violation entails labour-related penalties for
infringing employees, including commercial or administrative fines or sanctions for
stakeholders.
The Ethics Committee and Crime Prevention Committee are entrusted with
managing ethics and the crime prevention model. The Compliance area at the
Abertis Group designs, implements and supervises regulatory compliance processes
and the rollout of the crime prevention model. The Abertis Audit and Control
Committee regularly tracks all complaints and irregularities at all Group companies.
Compliance and risk management | INTEGRATED ANNUAL REPORT 2018 Abertis MAIN INITIATIVES IN 2018
Harmonisation of the group's crime prevention model (except in India).
Outsourcing the Abertis ethics channel through an external platform to
improve transparency, traceability and security in whistleblowing (complaint)
management.
In order to improve corruption prevention at the Abertis Group, the Business
Units have drawn up and/or updated standards on the following topics: (i)
institutional courtesies and gifts (ii) conflicts of interest (iii) due diligence
compliance for all projects expanding the business perimeter (iv) sponsorships
and patronage.
Training for all business units on the Abertis Group's crime prevention model.
Training concerning improper use of information was also made in Spain. This
training was shored up by awareness-raising campaigns.
ETHICS CHANNEL
All Group companies have whistleblowing mechanisms (for reporting irregularities
of any sort) that guarantee confidentiality in the investigation and analysis of all
received communications.
The corresponding Ethics and Crime Prevention Committees are tasked with
investigating and proposing solutions in response to complaints or queries
regarding the Abertis Group Code of Ethics and/or Local Codes of Ethics.
The Abertis ethics channel and the Group’s Code of Ethics and Compliance
Standards are available online at www.abertis.com.
COMPLAINTS RESOLVED BY
RESOLUTION TYPE
14.5%
9.2%
15.9%
4.6%
6.8%
19.6%
2017
68.9%
Discarded
Warnings
Dismissal
Other disciplinary
measures
2018
60.4%
There is greater awareness of the use of
the ethics channels at the business units.
COMPLIANCE MANAGEMENT MODEL
Board of Directors
Audit and Control
Committee
Corporate Ethics and
Crime Prevention
Committee
Chief Compliance
Officer
Local Ethics and Crime
Prevention Committees
Local Compliance
Officers
BREAKDOWN OF COMPLAINTS RECEIVED PER COUNTRY
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
44 | 45
Compliance and risk management | INTEGRATED ANNUAL REPORT 2018 Abertis RISK CONTROL
The Abertis Group has a risk management model
implemented in all countries where it operates
MAIN RISKS AND INTERNAL CONTROL
The Abertis Group faces different risks that are inherent to the different countries
where it operates. It has therefore implemented a risk management model –
approved and monitored by the Audit and Control Committee– that is applicable
to all business and corporate units in every country where the Group operates.
RISK TYPE
MAIN RISKS
CONTROL MEASURES
Environmental and
regulatory risks,
and risks arising
from the specific
nature of the
Group’s businesses
• Decreased demand due to the economic situation in
some countries
• Creation of alternative infrastructures
• Risks arising from the integration of acquired businesses
• Mobility changes
• Regulatory and socio-political changes
• Catastrophic risks
Financial risks
Industrial risks
Financial
information, fraud
and compliance
risks
• Foreign exchange risk
• Liquidity risk
• Cash flow interest rate risk
• Debt refinancing risk and credit rating variations
• Client and employee security
• Adaptation risks and rapid response to technological
changes in operating systems and appearance of new
technologies
• Control risks in construction projects
• Risks associated with the correct maintenance and
quality of infrastructures
• Training and talent retention risks
• Vendor dependency
• Business disruption
• Environmental risks
• Financial information and transaction integrity and
security
• Information manipulation fraud, corruption and
embezzlement
• Taxation
• Legal, internal and contractual compliance
• Internationalisation and selective growth policy and
investment committees
• Partnerships with the public sector
• Efficiency plans
• Coordination to ensure adequate compliance with
the local legislation in force and anticipation of legal
developments
• Insurance coverage
• Interest and exchange rate policy tracking
• Monitoring and extension of debt maturity and
monitoring of potential impacts on credit ratings
• Specific policies, procedures, plans and control systems
for each area
• Investment program tracking and control (OpEx and
CapEx committees)
• Road safety, operations and management system
improvement plans (traffic and tunnels)
• Risk tracking and analysis, and implementation of a
corporate insurance programme
• Environmental management system
• Organisational and supervisory model for Internal
Controls Over Financial Reporting (ICOFR Systems)
• Compliance Model deployed at the Group
Compliance and risk management | INTEGRATED ANNUAL REPORT 2018 Abertis COMPREHENSIVE RISK CONTROL
The members of the company’s governance bodies are committed to ensuring
that all Group-relevant risks are duly identified, assessed and prioritized. They are
also committed to establishing the mechanisms and basic principles required to
achieve a risk level that permits the sustainable growth of value for shareholders,
protect the Group’s reputation, promote good Corporate Governance practices
and provide quality service in all infrastructures operated by the Group.
RISK CATEGORIES BY PERCENTAGE
8%
15%
32%
Growth/Strategic
Industrial
Information
and compliance
Financial
45%
ABERTIS RISK CONTROL AND MANAGEMENT MODEL
Board, Audit &
Control Committee
Definition of
value levers
Definition of
key topics (main
risks)
Definition of
initiatives for
each key topic
Management
Committee
Risk Control
(Corporation)
Methodology
Harmonisation
Coordination
Abertis
consolidated risk
map
Coordination
Monitoring and
tracking
Business units
Risk
identification
and assessment.
Risk maps
Business Units
Development of
initiatives and
control systems
Identificar y
valorar
Prioritise
Control
Monitor
In 2018, the main materialised risks were related to political
and social instability in some of the countries where the Group
operates (mitigated by internationalisation and geographical
diversification), the persistence of restrictions on the availability
and terms and conditions of public and private financing in
certain countries (mitigated by strict financial discipline), damages
resulting from adverse weather conditions (mitigated by a
corporate policy of insurance coverage and contingency plans),
and reduced average service lives of road concessions (mitigated
by securing new public-private agreements in most of the
countries where the Group operates).
RISK ASSESSMENT BY CATEGORY
43%
32%
48%
38%
40%
56%
52%
1%
16%
48%
4%
Industrial
Growth/
Strategic
Information and
compliance
54%
53%
8%
Financial
7%
Overall
total
High
Medium
Low
46 | 47
Compliance and risk management | INTEGRATED ANNUAL REPORT 2018 Abertis 5 Road Safety
Road Tech
CHAPTER
Safe and
innovative
roads
Quality management and client focus
50
58
64
48 | 49
Safe and innovative roads | INTEGRATED ANNUAL REPORT 2018 Abertis ROAD SAFETY
Road safety is our priority
STRATEGIC GOALS
GUARANTEEING AND
PROMOTING ROAD
SAFETY
DEVELOPING
PRODUCTS AND
SERVICES WITH POSITIVE
ENVIRONMENTAL,
SOCIAL AND
GOVERNANCE (ESG)
IMPACTS
ROAD SAFETY PROGRAMME
Our ambition is to reach the zero fatalities in all our toll roads with 100% safe
high-quality roads.
Road accidents have an elevated toll for society in terms of not only economic
costs but also the unnecessary loss of lives and their impact on the families of
the victims.
We understand that it is a global problem and we want to contribute our
know-how and experience to tackle this challenge, which is already one of the
Millennium Development Goals.
Cross-cutting teams from all disciplines and areas are working together in the
Group's global road safety programme to ensure the knowledge and application
of the best practices in road safety on Abertis' toll roads.
2018 ACCIDENT RATE (FR1)1
20.2 (-6%)
1.2 (-10%)
2018 FATALITY RATE (FR3)2
FR1 = Number of accidents with victims / Traffic in 108 veh x km
FR3 = Number of fatalities / Traffic in 108 veh x km
As a result of this strategy, the main units of the Group have continuously
improved their accident and fatality rates in recent years.
Abertis works on a vision of road safety that shares the values of the Global Plan
for the Decade of Action for Road Safety 2011-2020, focusing on five pillars,
namely safe infrastructures, road safety management, safer vehicles, safer users
and post-crash response.
YEAR-ON-YEAR CHANGE
FR1
FR3
2018
-6.4%
-10.0%
2017
-3.2%
-6.1%
2016
-2.6%
-5.4%
50 | 51
Safe and innovative roads | INTEGRATED ANNUAL REPORT 2018 Abertis ROAD SAFETY
100% SAFE ROADS
Abertis brings more than 60 years of knowledge and experience in road
construction and management with the highest quality standards. The Abertis
Group abides to the most recognized policies and procedures in the industry to
ensure road safety in all areas of our activity.
BEST PRACTICES INITIATIVES
Arteris (Brazil) commissioned the duplication project in Serra do Cafezal, a
project to double the capacity of the Régis Bittencourt toll road in São Paulo
State that stands as one of the most complex engineering projects in the country.
This ambitious expansion project was conceived to increase safety and traffic
flow levels and adopted a series of measures to execute the work with the
least environmental impact possible, since it crossed through a highly sensitive
ecological zone. The Discovery Channel filmed a documentary in 2018 on the
inner-workings of the construction process.
MAINTENANCE AND OPERATION BEST PRACTICES INITIATIVES
Spain
France
Brazil
Italy
• Improvement of the connection with the Mataró Oeste junction on the C-32 to streamline traffic and
improve safety.
• Installation of cardio-respiratory protection devices in tunnels.
• Road refurbishment to improve safety.
• Signalling improvements in toll road construction areas.
• Safety improvements for Regis Bittencourt and Litoral Sur with the construction of safety areas.
• Installation of LED lighting at Litoral Sul and Fernão Dias.
• Doubling of the SP-191 between Rio Claro and Araras to improve traffic flow and safety.
• Use of high-visibility cones for construction work signalling.
• Repaving of toll roads A4 and A31 with sound-absorbing draining asphalt and implementation
of new sensors and security cameras.
Argentina
• Installation of new speed radars.
India
• Improvement of signalling at crossings and intersections.
Puerto Rico
• Phase II of the demolition process of conventional toll booths after the implementation of
100% free flow system.
• Improvement of passive safety elements
OPTIMUM SAFETY MANAGEMENT
In 2018, efforts were made to standardise best internal practices across all
Group units to formulate a global vision on road safety. The Group has continued
promoting employee training on road safety to ensure the best operation and
maintenance through drills at most concessions.
Autopistas held two drills: one of an accident involving a lorry carrying
hazardous materials on the AP-7 and the other a fire in the Palafolls tunnel on
the C-32.
A special test was carried out in Chile with smoke in five tunnel ventilation
systems in the country.
AGREEMENTS FOR SAFER MOBILITY
Abertis joined Waze’s Connected Citizens Programme, a pioneering social
navigation application and mobile technology that offers free real-time traffic
information, fed by the largest community of drivers in the world. The Group
works with Waze in seven countries (Spain, France, Italy, Argentina, Brazil, Chile and
Puerto Rico) to improve traffic information and road safety.
Abertis uses the application as a sensor to understand traffic in real time and as an
additional channel to provide its customers with information on traffic conditions,
construction areas and even the presence of workers on the roads. The company
also receives anonymous information in real time directly from the source: the
drivers.
In 2018 Sanef (France) incorporated the presence of company workers on the
roads with a view to preventing occupational accidents such as the one
in 2017.
PREDICTIVE APPROACH
• Proprietary management software that monitors the conditions of pavements,
structures and retaining walls.
• Independent safety controls: in addition to the internal control systems, the
Abertis Group works with independent entities such as the iRAP Foundation
(International Road Assessment Program), which conducts road safety audits.
IRAP is a non-profit institution based in the United Kingdom dedicated to saving
lives on the road. They develop scientific methodology and predictive tools
recognised by higher-level institutions such as the United Nations, World Bank and
Asian Development Bank, etc., with projects in over 80 countries.
Abertis was the first private toll road operator to cooperate at the global level with
iRAP. This methodology lets Abertis ascertain the level of safety of its toll roads in a
standardised and highly professional manner, identifying all areas of improvement
that can help define the Group’s future investment plans.
52 | 53
Safe and innovative roads | INTEGRATED ANNUAL REPORT 2018 Abertis ROAD SAFETY
VíasChile teamed up with the Institute of Complex Engineering Systems at
the University of Chile to develop a cutting edge accident prediction model
for Autopistas Central. For 4 years now, the project has been in place along 2
kilometres of Autopista Central as a test and seeks to forestall risk situations and
alert users promptly, leveraging many possibilities offered by real-time information
collected by the toll road’s electronic systems. The company is presently examining
the possibility of also applying it to other concessions in the country.
POST-CRASH RESPONSE
The Group continues working on providing the best solutions in response to
accidents. Our recent innovations include advanced intelligent transport systems
and an application that automatically detects irregular situations in tunnels.
Thorough controls were made in Argentina on the ambulance arrival time for
the purpose of engaging improvement actions.
In Spain, the "Autopistas en Ruta" mobile application includes an emergency call
function with the European 112 number.
SAFER USERS
In addition to our focus on infrastructures, Abertis also makes special effort to
our customers through studies and observatories to know better the driving
habits of road users, and through awareness campaigns.
DRIVING OBSERVATORIES
The Observatories enable us to study the habits of drivers along our toll roads.
The drawn conclusions and processed data let us adapt our actions and road
safety awareness-raising campaigns to the most common driving behaviours.
In 2018, Abertis presented the findings of its first Global Observatory
regarding the behaviour of drivers on the Group's toll roads. This study
compiles the aggregate data from observatories on the driving habits of Abertis
customers in 2017 throughout 6 countries of the Group's network: Spain,
France, Argentina, Brazil, Chile and Puerto Rico.
In addition, Autopistas published its first Heavy Vehicle Driver Behaviour
Study with a view to raising user awareness and reduce the number of incidents
while improving safety for this group of drivers.
ROAD SAFETY FORUMS
Backed by its business units, Abertis brings its Road Safety Forums to countries
as a space for debate with industry experts. In 2018, the Abertis Group has
added Spain, France, Brazil, Chile, Argentina, Chile and Puerto Rico to the
network of countries hosting these International Road Safety Forums. These
forums are conceived to generate a forum where authorities, road safety
experts and transportation professionals can address the latest trends in road
accident prevention and debate how the public and private sector can work
together to help reduce traffic accidents.
54 | 55
Safe and innovative roads | INTEGRATED ANNUAL REPORT 2018 Abertis ROAD SAFETY
MAIN AWARENESS CAMPAIGNS
CARRIED OUT IN 2018
Spain
France
Italy
Brazil
Chile
• Turn signal awareness campaign following the results of the annual driving observatory in Spain.
• Installation of a Safe Point at the Empordà and Sobradiel service areas, road safety and free vehicle
inspection space.
• Tunnel road safety workshop with bus companies.
• Summer playrooms to favour and foster resting times of families in service areas.
• 'El Apagón' (The Blackout), awareness-raising action at nightclubs and leisure zones in Madrid, Barcelona,
Valencia, Ibiza and Salamanca.
• Road education programme ‘Tenemos que repetirlo’ (Repetition required).
• Programme for young people: ‘Te queda una vida’ (You only have one life).
• Forum on motorcyclists and safe mobility.
• The #L’HiverEnsemble (Winter Together) campaign to deal with the cold and snow safely.
• Campaigns and workshops on employee road safety.
• Gardez vos distances (Keep your distance) campaign for safety distance awareness.
• Instagram campaign to favour regular rest periods: #OnPoseporlaPause (Posing for a break).
• First Safety Forum.
• Installation of Isola Sicura, a children's road safety circuit, during the Toccatì festival in Verona.
• Youth and new-driver awareness-raising campaign through theatrical performances.
• 5th Arteris Road Safet and Innovation Forum.
• Participation in Maio Amarelo, the road safety awareness month.
• Campaign for using seatbelts while riding the bus.
• The Escola Project.
• Anti-drowsiness campaigns for carriers.
• The Kung Fu Panda Project, against stoning vehicles, entailing talks with youth and open-air films.
• Road safety manual for teachers.
• First Road Safety Forum.
Puerto Rico
• Que llegues bien (Arrive Safely) Campaign.
• No Texteo (I don’t text) campaign against using mobile devices while driving.
• Further campaigns on the use of safety belts, protective seats or the observance of speed limits.
• First International Road Safety Forum.
• Road education for elementary school children in the Traffic Safety Education Park (PESET).
Argentina
• Respetá tu carril (Stay in Your Lane) campaign.
• First Road Safety Forum.
India
• Road educational campaigns.
PARTNERSHIP WITH UNICEF FOR A SAFE JOURNEY TO SCHOOL
UNICEF and Abertis have an innovative three-year
partnership agreement to tackle the main cause
of death in school-age children: road accidents.
and bolstering institutional partnership at different
levels through awareness-raising campaigns.
This partnership aims to strengthen and scale
up UNICEF’s existing work to protect children
on the world’s roads and provide a safe journey
to school.
The Abertis-UNICEF project focuses on high-risk
schools in medium-to-low income countries
where the child accident rate is one of their
major problems. The overall priorities include
the creation of safe areas around schools (zebra
crossings, signalling, etc.), promoting road safety
Within the framework of this agreement, Abertis
incorporated a new area of collaboration with the
Institut Guttmann, which will combine the best
practices of the three institutions in the prevention
of injuries in traffic accidents involving children.
Two medical teams from the Institut Guttmann
specialising in the treatment of neurological injuries
(spinal cord injuries and acquired brain damage) will
travel to different countries to carry out training
sessions and advise local doctors on best practices in
the prevention and treatment of injuries sustained
in traffic accidents.
MANAGEMENT APPROACH
Forty-one percent (49.2%) of turnover for toll roads, including Spain (except for
Túnels) Chile, Argentina (Ausol is undergoing a certification process) and Brazil
(ViaPaulista), has a road safety system in accordance with international standard
ISO 39001. This system is expected to be implemented gradually in all the
other countries.
TURNOVER-RELATED ROAD SAFETY MANAGEMENT
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Implemented - ISO 39001
Certified - ISO 39001
No formal system
Pending implementation
In a complementary approach, Chilean toll roads have implemented and certified
an emergency and incident response management system in accordance with
ISO 22320.
56 | 57
Safe and innovative roads | INTEGRATED ANNUAL REPORT 2018 Abertis ROAD TECH
At the intersection between technology
and infrastructure
STRATEGIC GOAL
INNOVATE AND
INCORPORATE BEST
TECHNOLOGICAL
PRACTICES
DEVELOPMENT OF
PRODUCTS AND
SERVICES WITH
POSITIVE ESG IMPACTS
ROAD TECH PROGRAMME
Managing the mobility of the future will bring about big challenges but also great
opportunities. Through our Road Tech strategic program, we work at the crossroads
between road infrastructure and new technologies as we strive to become the
platform for a safer, smarter and more sustainable mobility.
INNOVATIVE ROADS
SOLUTIONS FOR SMART ROADS AND INTEGRATED MOBILITY:
• C-Roads: EU-backed project that analyses the possibilities of intelligent systems
in cooperative transport and autonomous driving systems. One of its five
projects in Spain is at the Mediterranean Corridor along several sections of the
AP-7 toll road for Autopistas (Spain). Its main purpose is to check the functioning
of C-ITS (Cooperative Intelligent Transport Systems) services on toll roads. Both
Autopistas (Spain) and Sanef (France) participate in this project.
• V2I Connectivity (Vehicle to Infrastructure): Autopistas (Spain) is working on
the development and implementation of advanced communication solutions
applied to mobility between vehicles and infrastructures. In Italy, A4 Holding
participates in the Smart Road Project, a pilot program to equip 10 km of toll
roads with road units for DSRC (Dedicated short-range communications) in the
5.9Ghz frequency range for traffic and safety information. We are studying the
possibility of installing fibre optics and providing connection along the entire
corridor in Puerto Rico.
• Implementation of the Internet of Things (IoT): A4 Holding (Italy) is
researching the connectivity of different sensors and network technology to
monitor infrastructure conditions. Sanef (France) is also working with an IoT
sensor system to improve service and optimise operations. France's first stretch
of toll road fully equipped with connected solutions was completed in the
Reims region. The project, which involves the installation of 250 IoT devices, will
optimise toll road operation and maintenance equipment routes, and improve
service quality.
58 | 59
Safe and innovative roads | INTEGRATED ANNUAL REPORT 2018 Abertis ROAD TECH
• Wireless connections: Several Group concessionaires such as ViasChile,
A4Holding (Italy) and Sanef (France) are deploying Wi-Fi connections across the
network. In Brazil, the new Via Paulista will have Wi-Fi coverage throughout its
entire length as a communications system between users and the concessionaire.
SOLUTIONS FOR CONNECTED AND AUTONOMOUS VEHICLES:
• SCOOP@F: project involving the deployment of cooperative intelligent transport
systems (C-ITS) in 3,000 vehicles and 2,000 km of roads to exchange information
on traffic conditions. As part of this project, Sanef (France) collaborated with
Renault to improve the range of autonomous cars in construction works and toll
lane passing zones.
• Inframix: this 3-year research project of the European Commission was designed
to evaluate the future role of infrastructures during the period of coexistence
between conventional and autonomous vehicles, with the aim of making roads
faster, safer and socially sustainable for all traffic participants. Autopistas (Spain)
offered a 20 km section of the AP-7 toll road to conduct tests in the three
priority components of the project: dynamic lane allocation, construction zones,
traffic jams and congestion.
SOLUTIONS FOR ELECTRIC VEHICLES:
• Fabric: Sanef (France) and 22 partners are studying the feasibility and
development of wireless road charging solutions for electric vehicles. We are
analysing the technological developments required in pavements and the
operational restrictions after implementation.
• E-way corridor: a project for experimenting with an electric toll road corridor
for heavy vehicles. The tests are being carried out in the Seine Valley’s A13 toll
road. The French Abertis subsidiary Sanef has partnered with other companies
to analyse which of the different solutions (power rail, induction or direct
contactless charging) will be more easily applicable in the future.
• Corri-door (France): a consortium of multiple agents, namely EDF, Sodetrel,
Renault, Nissan, BMW, Volkswagen, ParisTech and toll road operators, including
Sanef, joining forces to develop electric vehicles. The project entails installing
fast-charging electric devices across France's road network, making chargers
available every 80 km so users can charge 80% of the battery in 30 minutes.
focused on different types of customers. Firstly,
governments and road operators (B2A) through
the subsidiary Emovis. Secondly, vehicle fleet
companies (B2B) through Eurotoll, which joined
the Abertis Group 100% in 2017 as one of the
largest issuers of electronic payment devices,
or OBUs (On-Board-Units) in Europe. Lastly,
citizens are the direct customers of subsidiaries
such as Bip&Go and Bip&Drive, the toll payment
devices industry.
ABERTIS MOBILITY SERVICES
At Abertis, innovation extends across many
areas. Firstly, through the analysis of how new
trends in mobility can impact our traditional
business. Secondly, through our commitment
to a new business line based on Mobility as a
Service (MaaS), which shifts mobility's focus
from mode of transport to the individual who
understands mobility as a point-to-point service
with new and different needs.
Abertis Mobility Services was born to respond
to these changes and become the pioneering
platform for a modern and efficient mobility,
TELETOLLS AND
FREE-FLOW SYSTEMS
The Abertis Group is committed to innovations entailing electronic tolling and
barrier-free technologies in light of their numerous advantages:
• a smoother ride
• modernised roads adapted to customers' preferred pyament systems.
• greater safety for toll road customers and workers
• more environmentally friendly thanks to fuel savings and less polluting emissions
MAIN PROJECTS IN 2018
Sanef began installing France's first free flow gantry in 2018 the A4 in Boulay. The
two tollgates along the toll road to Boulay were replaced with free flow gates.
They are equipped with lasers, cameras and signals to detect and classify vehicles,
read licence plates and record transactions. The system is set to be commissioned
in February 2019.
60 | 61
Safe and innovative roads | INTEGRATED ANNUAL REPORT 2018 Abertis ROAD TECH
Conceived from the 'Chile Sin Barreras' (Barrier-free Chile) government initiative,
VíasChile signed an agreement with the Chilean government to migrate from
the tollbooths to a free-flow barrier-less teletoll system on Rutas del Pacifico.
This implementation is scheduled to finish by mid-2019. The company also
expects to commence the installation work on this type of barrier-less tolls on
routes 78 and 57.
EMOVIS
Abertis offers advisory services, design, implementation, operation and
maintenance of free-flow mobility solutions through Emovis, its technology and
services division. The division operates some of the world's largest electronic toll
infrastructures in the United Kingdom, Ireland, the United States and Canada. It
has activities in 7 countries, namely Canada, United States, Puerto Rico, United
Kingdom, Ireland, France and Croatia.
In 2018, Emovis and the Transport Infrastructure Ireland (TII) signed a two-
year extension for the operation of Dublin's M50 toll road. until March 2021.
Barrier-less toll management on M50, the first free-flow toll road installed
in Europe, has been under Emovis operation for ten years. Traffic has grown
over this decade by 63% to 143,000 transactions. M50 is integrated within
the Interoperability Management Services Provider (IMSP), an interoperability
system for e-toll payments on several toll roads in the country, also managed by
Emovis.
Emovis has kicked off the Washington Road User Charge (WARUC) pilot project.
Over 12 months, 2,000 volunteers will participate in this pilot to study the
replacement of the fuel rate with a road usage charge rate. Drivers will simulate
payment per miles driven instead of gallons of gasoline bought. The results of
this trial will help define the future transport financing policy for Washington
State. Emovis has also been participating in similar US initiatives, including a
similar pilot in Oregon State and in Europe.
Emovis has also executed the engineering project for the back office of the first
Truck Tolling (heavy vehicles exclusive e-toll system) in Rhode Island (USA).
Emovis contributed with an innovative enforcement module that lets the
administration recover outstanding tolls from lorries registered in another State,
including cross-border carriers from Canada, to ensure an elevated payment
collection rate.
Queen Elizabeth II officially inaugurated the Mersey Gateway Bridge operated
by Emovis. The Abertis technology and services subsidiary was commissioned
to handle design, implementation and, from last October, management of
the free-flow tolling solution. The Mersey Gateway Bridge is an important
communication axis between northwest England and the rest of the country.
It is considered one of the 40 main projects of the National Infrastructure
Plan, and one of the 100 main infrastructure projects in the world in the last few
years.
Emovis is also participating in research at the Centre for London, the Mayor
of London's Think Tank created to find solutions to the capital city's mobility
challenges. A new transport arrangement for the city will be promoted following
publication of the study in the spring of 2019.
INTEROPERABILITY AND PAYMENT DEVICES
The Abertis Group works to make road travel a comfortable and easy experience
for customers.
Eurotoll continues increasing interoperability for its Tribox Air device as a single
device for travelling through France, Spain, Portugal, Austria, Belgium and soon
also Germany. Eurotoll was certified to operate with Viapass (Belgium) and
REETS Asfinag (Austria) in 2018. The company provides its customers with
added-value services such as geotracking, long-distance monitoring, etc.
Bip&Drive, the e-toll payment device issuer in which Abertis has a holding, has
solidified its leadership in the Spanish market, reaching 875,000 customers
and surpassing a market share of 30%. In 2018, Bip&Drive launched a new app
that incorporates payments at service, petrol, vehicle technical inspection and
e-charging stations.
Through its payment devices issuer Autopase, VíasChile has also made progress in
the field of interoperability among the division’s concessionaries in the country.
ADVANCED PAYMENT SYSTEMS
The Abertis Group continues innovating in the field of payment systems and models.
Centrovias (Arteris) implemented the OCR technology used as the toll collection
system. In case of a reading error, the system recognises the registration
plate and authorises vehicle passage. The sponsor ARTESP has recognised this
initiative, which is being replicated by federal Arteris concessionaries, as an
innovative project.
In Argentina, the company launched the PIM-toll prepaid teletoll system
developed in partnership with Banco de la Nación Argentina to be able to
associate virtual wallets with mobile phones. The mobile phone is used to sign
up to the system by associating the TAG with the phone number or
bank account.
In France, Sanef is also experimenting with payments via mobile on toll roads
A13 and A14, which will be operational as early as April 2019.
The Ronda Gi free "tag" device designed to streamline mobility without
stopping between the Girona ring road tolls on the AP7 has been operating for
one year now. This year, Autopistas distributed 180.000 devices free of charge to
commuters on this section of the toll road.
With these improvements, the percentage of automatic or electronic toll
transactions has increased in the Group to 78% (+2,1pp) of the total, of which
65,1% are only electronic toll (+2,8 pp). Argentina and India was salient for its
remarkable growth.
78%
+2.1 pp
Total percentage of
automatic or electronic
toll transactions
65.1%
E- TOLL
TRANSACTIONS
These transactions
has increased 2.8 pp
compared to 2017
ARGENTINA AND INDIA
ARE THE TWO COUNTRIES
WHERE THESE TRANSACTIONS
HAVE GROWN THE MOST
62 | 63
Safe and innovative roads | INTEGRATED ANNUAL REPORT 2018 Abertis
QUALITY MANAGEMENT AND CLIENT FOCUS
Customer-centric focus drives us to work
on the quality management of roads
STRATEGIC GOAL
PROVIDE QUALITY
SERVICES (FLUIDITY,
COMFORT AND
INFORMATION TO THE
CUSTOMER)
QUALITY PRODUCTS
AND SERVICES WITH
POSITIVE ESG IMPACTS
QUALITY MANAGEMENT
Our commitment to road safety and new technologies has a clear objective:
satisfying our customers.
This customer-centric approach drives us to work on the quality management
of our roads through different lines of action, namely road safety, information
security, and obtaining and maintaining international certificates that back our
management performance.
The Group is currently working on defining a new White Paper on the Quality
Management System to unify all the Group’s quality-related policies and
standardise the processes of each business unit to create a common vision into
quality management throughout the entire Group.
ISO 9001
60.6%
ON TURNOVER
With the exception of activities in India and Puerto Rico (APR) and central services
in Spain, all activities have a quality management system implemented and/
or certified according to ISO 9001. Thus, 60.6% of the annual turnover has this
management system, which is a slightly higher percentage than the previous year,
primarily due to the progress made in Chile.
TURNOVER-RELATED ROAD SAFETY MANAGEMENT
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Implemented - ISO 9001
Certified - ISO 9001
No formal system
Pending implementation
CUSTOMER QUALITY SURVEYS
Spain and Puerto Rico conducted customer satisfaction surveys every two years,
while all other countries conduct surveys every year, save Chile and India. The
specific additional satisfaction survey that Argentina conducted on its TelePase
teletoll service had a 70% positive rating.
64 | 65
Safe and innovative roads | INTEGRATED ANNUAL REPORT 2018 Abertis QUALITY MANAGEMENT AND CLIENT FOCUS
RESULTS OF DIFFERENT CUSTOMER
SATISFACTION SURVEYS (SCALE FROM 1 TO 10)
Spanish toll roads
French toll roads
Brazilian toll roads
Italian toll roads
Argentinan toll roads
Puerto Rican toll roads
2017
6.7
7.9
8.2
73%
7.6
2018
7.9
8.3
70%
70%
7.4
The results of the survey in Puerto Rico were affected by the impacts of Hurricane
Maria on infrastructures.
All countries have channels for identifying and keeping a record of suggestions for
improvement and specific communications from users with the exception of Italy
and India, which only record complaints. Throughout 2018, the company received
2.3 million queries, complaints and suggestions, though virtually all of them
corresponded to queries and over 92.5% were addressed.
TOTAL NUMBER OF QUERIES, COMPLAINTS
AND SUGGESTIONS RECEIVED OVER TIME
2018
2017
2016
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
CUSTOMER COMMUNICATIONS
The use of information channels intensified in 2018 by improving existing channels
and creating new ones by leveraging social networks. The goal is to consolidate an
ecosystem of relationships and dialogue with customers and citizens.
INTERNET
• Permanently updated online content and services (real-time information, rates,
fees, private zones, invoicing, etc.)
• Blogs addressing road safety and other content of interest to customers.
• Customer service chats.
SOCIAL MEDIA
• Use of Instagram to approach users and promote responsible driving through
campaigns.
• Real-time streaming on social media of security camera images.
• Specific real-time customer support channels.
• Proprietary mobile apps compatible with other apps such as Waze to provide
real-time information on traffic and/or accidents.
BROADCAST
• Information through local TV programmes.
• Proprietary radio traffic reports.
ONSITE AND TELEPHONE
• Fixed and mobile customer service offices.
• Customer service phone lines.
• Open houses.
66 | 67
Safe and innovative roads | INTEGRATED ANNUAL REPORT 2018 Abertis 6 SHAREHOLDERS
Main figures
CHAPTER
Value
creation
Debt management
Shareholder structure
SOCIETY
Tax contribution
Contribution to the environment
Contribution to the community
Suppliers and supply chain management
HUMAN TEAM
Talent management
Professional development
Health and safety
VALUE ADDED STATEMENT
70
74
76
78
80
86
90
92
94
96
99
68 | 69
Value creation | INTEGRATED ANNUAL REPORT 2018 Abertis SHAREHOLDERS
MAIN FIGURES
STRATEGIC GOALS
PROFITABLE
GROWTH IN NEW
CONCESSIONS
WITH FINANCIAL
DISCIPLINE
PROMOTING
GOVERNMENT
PARTNERSHIPS TO
INCREASE AVERAGE
LIFE AND OPTIMISE
TARIFFS
INCREASED REVENUES
AND EFFICIENTLY
MANAGED EXPENSES
TO CULTIVATE
RECURRENT CASH
FLOW GROWTH
REVENUE
€5,255Mn
-0.3%
EBITDA
€3,549 Mn
+3%
ADT VEHICLES
25,120
+1.8%
MAIN FIGURES
At 2018 year-end, Abertis toll road activities have had a positive performance thanks to
the solid increase in activity reported in the main countries where the Group operates. The
activity achieved in Spain (continuing the pace of growth that began in 2016), traffic growth
in France and a contribution from Chile and Italy are particularly salient. There was also a
noteworthy recovery in Brazil, despite the lorry drivers’ strike that affected heavy traffic in
May, and in Puerto Rico upon conclusion of the reconstruction works following the damage
left in the wake of Hurricane Maria in 2017.
2018 TRAFFIC
Country
Spain
France
Italy
Brazil
Chile
Puerto Rico
Argentina
India
Km
1,559
1,761
236
3,014
773
90
175
152
Total Abertis
7,759
ADT
Var. ADT
21,560
25,268
65,395
18,681
27,626
69,185
82,239
20,556
25,120
+3.3%
+1.7%
+1.2%
+0.8%
+3.0%
+7.0%
-0.7%
+4.8%
+1.8%
EBIT
€2,172 Mn
+7%
NET PROFIT
€1,681 Mn
+15% (Comparable)
JANUARY-DECEMBER 2018 INCOME STATEMENT
€MN
December 2018 December 2017
Variation
Operating revenue
Operating expenses
EBITDA
Depreciation and
amortization
Earnings (EBIT)
Net financial result
Equity method
Corporate income tax
Discontinued operations
Profit
Minority interests
Net profit
Comparable net profit
5,255
-1,706
3,549
-1,377
2,172
-2
-7
-296
-33
1.835
-153
1.681
5,271
-1,815
3,456
-1,422
2,034
-762
19
-365
72
999
-102
897
-0.3%
+3%
+7%
+87%
+15%
(*) For the purposes of the consolidated annual accounts, the heading "Revenue from improvement of
infrastructures" includes the financial expenses accrued prior to the placement exploitation of the concession
assets, derived from the financing of others to finance the same, which supposes a greater Ebit (lower financial
result) of +€21Mn (+€55 Mn in 2017).
REVENUE
Revenue stood at €5,255 million, representing -0.3% versus 2017, primarily because of
the negative performance of the Brazilian real, Chilean peso, Argentine peso and US dollar;
and, ultimately, the Vianorte concession (Brazil) in May. These impacts were mostly offset
by the positive performance of the activity and revision of average rates in the toll road
concessionaires, consolidation by global integration of Indian toll roads, and recognition of
the pending rebalancing in Argentina.
Seventy-three percent (73%) of Abertis’ revenues come from outside Spain. France has
become the Group's largest market (34%), followed by Spain (28%).
REVENUE 2018
REVENUE
10%
10%
27%
€ 5,255
Mn
12%
8%
33%
Spain
France
Italy
Brazil
Chile
RoW
Country
France
Spain
Brazil
Chile
Italy
Argentina
Puerto Rico
Rest of World (RoW)
Holding
Total Abertis
€MN
1,751
1,425
617
538
432
233
138
119
2
5,255
70 | 71
Value creation | INTEGRATED ANNUAL REPORT 2018 Abertis
EBITDA
The earnings before interest, taxes, depreciation, and amortization (EBITDA) stood at €3,549
million (2.7% more vs 2017).
The results of the Group were favoured by the implementation of a series of measures to
improve efficiency and optimize operating expenses, which the Group will continue to focus
on in the coming years.
EBITDA
7%
12%
32%
€ 3,549
Mn
8%
7%
34%
Spain
France
Italy
Brazil
Chile
RoW
EBITDA 2018
Country
France
Spain
Chile
Brazil
Italia
Argentina
Puerto Rico
Rest of World (RoW)
Holding
Total Abertis
€Mn
1,200
1,172
420
293
235
124
92
35
-21
3,549
EQUITY-ACCOUNTED COMPANIES
The reduction in the incorporated income of equity accounted companies is mainly due to
the non-recurring expense of €14 million in the profit and loss of Cellnex incorporated before
its sale.
CORPORATE INCOME TAX
The corporate income tax expense amounts to €296 million, with the following tax rates in
the main countries where Abertis operates: Spain, 25%; France, 34.4% (versus the previous
39.4%); Italy, 27.9%, Brazil, 34%; and Chile, 27% (versus the previous 25,5%).
INCOME
The 2018 consolidated income attributable to shareholders reached €1,681 million,
representing a 87% increase compared with 2017.
The positive evolution of net profit is mainly due to the positive impact of
a €605 million capital gain after the sale of 34% stake in Cellnex Telecom.
Discounting this effects and other, the comparable profit grows +15%.
BALANCE SHEET
Total assets as of 31 December 2017 amounted to €28,643 million, representing a 3.9%
reduction compared to the 2017 year-end, mainly due to the impact of the depreciation of
the Brazilian real, Chilean peso and Argentine peso. Consolidated net equity in turn reached
€5,926 million, (+24% vs 2017) due to the positive impact of the revenue in 2018.
BALANCE SHEET 2018 €MN
Tangible and intangible fixed assets
18,966
20,128
December 2017 December 2018
BALANCE SHEET (ASSETS)
Financial fixed assets
Current assets
Treasury
Assets held for sale
Total assets
Net equity
Obligations and debt with entities of
non-current credit
Other non-current liabilities
Obligations and debt with entities of
current credit
Other current liabilities
Liabilities held for sale
Total liabilities
3,400
1,919
2,737
1,622
28,643
5,926
14,903
4,066
1,109
2,120
520
4,103
1,346
2,458
1,796
29,831
4,777
16,217
5,048
1,608
1,553
628
28,643
29,831
INVESTMENTS
The Group's total investment in 2018 was €944 million, mostly in expansion (88% of the
total), primarily in:
• Expanding road capacity, particularly in Brazil (€257 million) and France (€185 million) to
improve and extend the toll road networ.
• The acquisition of minority shares in A4 (€33 million) and in the Indian concessionaire
JEPL (€15 million). A commitment was also executed on the purchase of minority shares in
Hispasat (€293 million).
INVESTMENTS 2018 €Mn
Opex
Capex
Inorganic
Expansions
Total
Spain
France
Italy
Brazil
Chile
Rest of World
(RoW)
Holding
Total Abertis
*Acquisition 32,6% of Hispasat
13
42
2
46
4
5
1
6
185
13
257
23
7
0
113
491
0
0
33
0
0
15
293
341
19
227
47
302
27
28
294
944
34%
28,643
Mn€
66%
BALANCE SHEET (LIABILITIES)
16%
28,643
Mn€
84%
Tangible and
intangible
fixed assets
(without
goodwill)
Other assets
Net equity
Current and
non-current
liabilities
OPERATIONAL INVESTMENT
€113 Mn
+33%
72 | 73
Value creation | INTEGRATED ANNUAL REPORT 2018 Abertis SHAREHOLDERS
DEBT MANAGEMENT
An elevated percentage of Abertis' sound debt
structure is fixed rate
STRATEGIC GOALS
ACHIEVING A HEALTHY
AND EFFICIENT
FINANCIAL STRUCTURE
2018
2017
Net debt
€13,275 Mn
€15,367 Mn
Net Debt/EBITDA
3.7x
4.4x
Average debt
maturity
Fixed debt
or set through
hedges
Average cost of
consolidated debt
5.0 years
5.3 years
82%
79%
3.8%
4.0%
DEBT STRUCTURE
The policies defined by the Board of Directors states that the debt structure of the
Abertis Group seeks to limit the risks to which it is exposed due to the nature of
the markets in which it operates. The Group's global risk management programme
considers the uncertainty of financial markets and attempts to minimise the
potential adverse effects on the global profitability of the group
as a whole by establishing finance and hedging policies aligned with their
business types.
In practice, it remains a sound financial structure with an elevated average debt
maturity and, in keeping with a policy of minimising exposure to financial risks, an
elevated percentage of debt is fixed or set through hedging, greatly minimising the
possible effects of tension in the credit market.
Abertis' financial debt with credit institutions as of 31 December 2018 (excluding
debts with equity accounted companies, interests from loans and obligations or
other liabilities) rose to €16,012 million. The net financial debt (excluding debts
with equity accounted companies, interests from loans and obligations or other
liabilities) in the year decreased by €2,091 million to stand at €13,275 million.
This debt decrease is primarily due to the impacts from the sale of 34% of Cellnex
Telecom, adoption of IFRS 9 and the exchange rate. These effects were mainly
offset by operating and organic expansion investments, acquisition of minority
holdings in Italy, India and Hispasat, and payment of the second dividend for 2017.
KEY FINANCIAL IN 2018
• Abertis Infraestructuras' assumption of undrawn loans as of 31 December 2018
amounting to €815 million, maturing in 2024 and 2025.
• The issue by Intervías of new debentures of 800 million Brazilian reals
(approximately €180 million at 2018 year-end), maturing in May 2020 and May
2025, and a coupon between CDI 12m+0.47% and IPCA 12m+6.76%.
• Régis Bittencourt's issue of a note for 600 million Brazilian reals (approximately
€135 million at 2018 year-end) with maturity in June 2020 at 107% of the CDI.
• Régis Bittencourt's disposal of 334 million Brazilian reals (approximately €135
million at 2018 year-end), maturing in December 2029 at a fixed rate of
10.74% (capable of disposal of up to 775 million Brazilian reals, approximately
€174 million as of 31 December 2018).
DEBT MATURITY
5% 7%
39%
24%
25%
Less than 1 year
Between 1 and
3 years
Between 3 and
5 years
Between 5 and
10 years
Over 10 years
• The assumption of loans by A4 Holding and A4 Mobility amounting to €50
million and €15 million, maturing in January and December 2023, respectively.
• Túnels's renewal of the finance contract for €305 million, extending the term of
the debt to December 2034 and lowering the financing costs.
• The full repurchase by Rutas del Pacífico of the pending balance of 139,448
million Chilean pesos (approximately €175 million at 2018 year-end), bonds
issued in previous years by that company for 305,376 million Chilean pesos
(approximately €385 million at 2018 year-end), maturing in December 2024,
and an annual coupon of UF+5.8%.
With these transactions, the Group shored up its capability of seizing the
opportunities afforded by the credit market to secure attractive conditions and to
continue generating shareholder value. In 2018, the Group carried out financing
transactions at the corporate and subsidiary levels for over €1,250 million.
The elevated cash flow generation from most of Abertis' main businesses allows
the group to maintain a financial balance, thus enabling new investments to
improve the infrastructure we currently manage and continue, within our economic
and financial environment, the selective growth investment policy that was put
in place in recent years without any need for additional capital injections from
shareholders.
CREDIT RATING MANAGEMENT
Abertis has credit ratings assigned by Standard and Poor’s and Fitch Ratings. A
standing policy at Abertis is to maintain its credit rating at Investment Grade.
Agency
Rating
Outlook
Fitch Ratings
Long term
Short term
Standard & Poor’s(*)
BBB
F3
Stable
Long term
BBB
Stable
*Revised in October 2018
74 | 75
Value creation | INTEGRATED ANNUAL REPORT 2018 Abertis SHAREHOLDERS
SHAREHOLDER STRUCTURE
The Abertis takeover was
particularly prominent in 2018
TAKEOVER BIDS
2018 was highlighted by the process for Abertis Infraestructuras, S.A. that began in
2017 and was completed in 2018.
CHRONOLOGY OF THE ABERTIS TAKEOVER BID
• 15 May 2017: The Italian company Atlantia announced a takeover bid for all
ordinary shares of Abertis Infraestructuras, S.A, at €16.50 per share , an exchange
for Atlantia new shares or a combination of the two.
• 18 October 2017: The German company, Hochtief, submitted a counter bid for
all ordinary shares of Abertis at €18.76 per share (before-dividend payment), an
exchange for Hochtief new shares or a combination of the two.The acceptance
period for Atlantia's takeover bid was suspended.
• 14 March 2018: Hochtief, Atlantia and ACS announced a binding agreement
to jointly invest in Abertis. Hochtief would amend its offer, paying out entirely
in cash and would either exercise its squeeze-out right in case of reaching the
legally required threshold or, alternatively, promote the delisting of Abertis
shares. Atlantia agreed to withdraw its takeover bid.
• 23 March 2018: Hochtief submitted a request to the Spanish regulator CNMV,
for the authorisation to modify its takeover bid on Abertis.
• 12 April 2018: Atlantia withdrew its takeover bid. The CNMV authorised the
modification of Hochtief's takeover bid on Abertis and extended the acceptance
period until 8 May 2018.
• 9 May 2018: Abertis Infraestructuras abandoned the Ibex 35 after 26 years listed
on this market.
• 14 May 2018: the CNMV announced that the Hochtief takeover bid on 100%
of Abertis was accepted by 78.79% of its share capital (85.60% discounting
treasury shares), and the transaction was settled on 17 May 2018.
• 20 May 2018: Hochtief announced the launching of a purchase purchase order
over Abertis’ shares.
• 26 July 2018: The CNMV authorised the application to delist all Abertis’ shares.
• 3 August 2018: Madrid, Barcelona, Valencia and Bilbao stock markets announced
the delisting of Abertis’ shares effective 6 August 2018.
• 29 October 2018: Change of control in Abertis. Within the framework of the
execution of the shareholders’ agreement, the Spanish company, Abertis Holdco
S.A. was set up, in which Atlantia holds a 50% stake plus one share, ACS a 30%
stake and Hochtief a 20% stake minus one share. In turn, Abertis Holdco S.A. set
up the company, Abertis Participaciones S.A.U., wholly participated by Abertis
Holdco, S.A. Hochtief transferred to Abertis Participaciones S.A.U. its entire
participation in Abertis.
• 10 December 2018: Abertis’ Extraordinary General Meeting approved the
appointment of Marcelino Fernández Verdes as chairman, José Aljaro as CEO and
Carlo Bertazzo, Giovanni Castellucci and Pedro López Giménez as directors on the
new Board of Directors.
SHAREHOLDER STRUCTURE*
50% + 1 share
30%
20% - 1 share
Abertis HoldCo
100%
Abertis Participaciones
Marca Abertis
Versión bicromática en cuatricromía
98.7%
Minority
interest
1.3%
67%
46%
42%
17%
cyan
magenta
amarillo
negro
*As of 31 December 2018
76 | 77
Value creation | INTEGRATED ANNUAL REPORT 2018 Abertis SOCIETY
TAX CONTRIBUTION
Abertis tax policy is based on transparency
and the responsible and cautious application
of tax laws
TAX CONTRIBUTION IN 2018
The Group is committed to its duty to pay taxes to contribute to public finances,
which provide the essential public services for the progress and socio-economic
development in the countries where it operates.
Since 2014, Abertis voluntarily adheres to the Código de Buenas Prácticas (Code of
Good Tax Practices), which contains a set of recommendations agreed between the
Spanish Tax Agency and the Foro de Grandes Empresas (Large Company Forum).
The company complies with its principles of performance.
Following the guidelines for action in place since its incorporation, Abertis avoids
the use of opaque structures, processes or systems with fiscal purposes that seek
to shift profits to low tax jurisdictions (tax havens) or prevent tax authorities from
identifying the end party responsible for the activities or the ultimate owner of the
goods or rights involved. Additionally, the Board of Directors is notified on an on-
going basis about the tax policies being applied.
TOTAL TAX
CONTRIBUTION
€2,458 Mn
TAX CONTRIBUTION
€311,999
per kilometre of directly
managed toll road
TAXES BORNE 2018 (€Mn)
Country
Spain
France
Chile
Brazil
Italy
Argentina
Other2
Total
Taxes
paid1
709
499
72
121
48
54
18
1,521
Taxes collected
342
310
103
43
83
48
8
937
Total
contribution
1,051
809
175
164
131
102
26
2,458
1 Taxes borne include the Corporate Income tax paid, which amounted to €1,005 million, as follows:
Spain €644 million, France €203 million, Chile €68 million, Brazil €36 million, Italy €35 million,
Argentina €14 million and other €5 million.
2 Including the United Kingdom, the Netherlands, Puerto Rico, Mexico, India, among others.
Abertis makes quantifiable economic and social contributions through the
payment of public taxes in the different countries where it operates.
These payments entail a strong effort to comply with all formal notification
and collaboration obligations before the Spanish Tax Agency and all relevant
responsibilities.
Following the OECD cash basis methodology, the total tax contribution of the
Abertis Group in 2018 amounted to €2,458 million, of which €1,521 corresponded
to taxes borne3 and €937 million corresponded to taxes collected4. In this regard,
the Abertis Group includes all dependant companies consolidated by the global
integration method5.
In 2018, for every 100 euros of Abertis’ revenue, 47 euros are allocated for tax
payment. Specifically, 29 euros go to the payment of taxes paid and 18 euros go to
the payment of taxes collected.
The tax contribution per kilometre of toll roads directly managed by Abertis
amounted to €311,999, of which €193,301 and €118,698 correspond to taxes
paid and taxes collected respectively.
Spain
France
Chile
Brazil
Italy
Argentina
Othe
BREAKDOWN OF TOTAL TAX
CONTRIBUTION
4%1%
5%
7%
7%
€ 2,458
Mn
43%
33%
TAXES PAID (€MN)
112
282
122
1,521
Mn€
1.005
TAXES COLLECTED (€MN)
44
103
€ 937
Mn
790
Taxes associated
with employment
VAT and other indirect
Other taxes
Corporate Income tax
Social Security
Indirect taxes
Taxes and others
3Taxes borne represent an effective cost for the company (payments of Corporate Income Tax, local taxes, indirect taxes on goods and services and social security
for the business quota).
4Taxes collected do not affect the result but are collected by Abertis on behalf of the tax administration or are paid on behalf of other taxpayers (value added tax,
withholdings and social security for the worker’s contribution).
5Includes taxes borne by the Hispasat group (asset held for sale), amounting to €14 million (€3 million of taxes paid and €11 million of taxes collected).
78 | 79
Value creation | INTEGRATED ANNUAL REPORT 2018 Abertis SOCIETY
CONTRIBUTION TO THE ENVIRONMENT
Abertis applies preventive measures to preserve
the environment and reduce pollution, giving shape
to a more efficient, responsible and sustainable
operating model
TOTAL CO2 EMISSIONS
-0.01%
t/€Mn on turnover
CO2 EMISSIONS
(SCOPES 1 AND 2)
-9.7%
t/€Mn on turnover
STRATEGIC GOALS
CARBON
FOOTPRINT
REDUCTION
PRODUCTS AND
SERVICES DEVELOPED
WITH POSITIVE
ESG CRITERIA
INNOVATION BASED
ON CIRCULAR
ECONOMY CRITERIA OF
THE ACTIVITY’S VALUE
CHAIN
FOSTERING AND
MAINTAINING
NATURAL
CAPITAL
RESOURCES ALLOCATED
FOR ENVIRONMENT
IMPROVEMENT€23.3 Mn
The Abertis Group applies a set of measures aimed at minimising environmental
impact that start from the design phase of the infrastructure itself, seeking a
balance between sustainability and its economic and technical viability. This lets
us define and implement preventive measures to preserve the environment and
reduce pollution, giving shape to a more efficient, responsible and sustainable
operations model.
The identification of environment aspects with significant impacts of the Group
activity constitutes the base for their management, contemplating the entire life
cycle of the activity. These aspects are identified during all stages of the life cycle
and preventive measures are implemented to preserve the environment and reduce
pollution in partnership with involved stakeholders with a view to minimising the
impacts on the natural environment.
48.9% of the turnover has an environmental management system implemented
and/or certified according to ISO 14001, and 33.7% is undergoing implementation
because of the changes in France.
ENVIRONMENTAL MANAGEMENT BY TURNOVER
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Implemented - ISO 14001
Certified - ISO 14001
Pending implementation
No formal system
CLIMATE CHANGE
The GHG emissions derived from the use of the infrastructures and intensity
related to liquid fuels, materials and energy used during maintenance and
construction are some of the main sources of emissions related to the
Group's activity.
Abertis has formally identified the risks and opportunities arising from climate
change and is currently in the process of conducting an economic assessment on
them as part of its corporate risk management framework and specific projects
developed in this area.
Calculation and accountability of the carbon footprint is one of the organisation's
main management elements in terms of climate change. Five years ago, Abertis
began participating in the annual survey on climate change conducted by the
Carbon Disclosure Project (CDP), which, in addition to standardising reporting,
provides an aggregated analysis of the results of each participating organisation.
The resulting report at the individual level provides detailed information regarding
the risks and opportunities brought about by climate change for Group activities,
generated greenhouse gas emissions and the corresponding mitigation actions.
The CDP's aggregated analysis enables a global and comparable vision of all
participating organisations.
80 | 81
Value creation | INTEGRATED ANNUAL REPORT 2018 Abertis CO2eq EMISSIONS (SCOPES 1 AND 2)
BY COUNTRY
2.0
1.7
14.5
13.8
%
1.7
26.5
20.9
19.1
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
KILOMETRES OF TOLL ROADS
1,357
In areas of special biodiversity
interest, mainly in France, Brazil,
Spain and Italy
The total CO2eq emissions for 2018 tallied 21 million tonnes, entailing a 0,01%
reduction versus the previous year in terms relative to turnover. Of these figures,
93.9% corresponds to emissions generated by the use of infrastructures by their
actual users (scope 3), and the total for scopes 1 and 2 on the total emissions is
0,5%.
Estimations related to air pollution based on the carbon footprint enable us to
quantify this impact in a more reliable way in terms of direct fuel consumption.
Innovations in infrastructure management and the promotion of the use of greener
vehicles are at the core of activities aiming to reduce scope 3 greenhouse gases.
Some examples include the partnership between French toll roads and the WeNow
startup to develop applications that improve vehicle energy efficiency and enable
compensatory plantations for the generated greenhouse gases.
For the management of scopes 1 and 2 emissions, we have developed different
actions for contributing to the established global reduction goal. Some of these
actions are included in the improvement plans following energy audits.
The Spanish subsidiary Túnels implemented a mobility plan in addition to
numerous road lighting improvements based on LED technology and promotion
of the use of energy from renewable sources by using and improving the mini-
hydroelectric power station on the route, which provides the subsidiary with an
elevated percentage of its electricity needs.
In addition to the solar panels operating in Brazil, LED-based lighting and solar
powered micro-generators were installed at toll stations.
The Spanish Association of Automobile Fleet Managers (AEGFA) and the
Institute for the Diversification and Saving of Energy (IDAE) granted Green Fleet
Certification (Acreditación Flota Ecológica) to Autopistas concessionaires.
CIRCULAR ECONOMY
Adequate waste management is integrated into daily operations. Road
maintenance is another way in which the environmental footprint can be reduced,
often through R&D.
During 2018, work continued on developing joint projects for identifying the
feasibility of reusing construction waste for pavement conservation.
Toll roads in Spain have included a clause in waste management contracts
requesting waste recovery as a priority treatment whenever possible.
One of the Brazilian subsidiaries has been working on establishing partnership
agreements with other organisations to recover and reuse some generated
waste.
After Hurricane Maria passed through Puerto Rico, partnerships were set up to
reuse 67,500 tonnes of organic plant waste.
While most wastewater generated during the activities is similar to domestic
wastewater, appropriate measures are available to ensure an adequate
management thereof in the case of other types of wastewater, including
containment ponds and other treatment and purification techniques such as the
use of decanters and hydrocarbon separators together with biological filters.
Worth highlighting is the wastewater treatment through the use of roots and the
installation of rainwater collection tanks in Brazil to optimise water consumption
and promote actions related to circular production processes.
GENERATED WASTE (in tonnes)
332,520
BIODIVERSITY
AND NATURAL CAPITAL
BIODIVERSITY PROTECTION MEASURES:
• Emergency plans
• Conservation and cleaning plans
• Environmental tracking programmes
• Environmental liability recovery programs
• Awareness and education campaigns
• Installation of wildlife crossings and enclosures
• Compensatory planting
A documentary was made on the Serra do Cafezal Project in Brazil, particular
in relation to the environmental protection measures in place during the
construction of the new section The natural environment of this space entailed
significant conservation challenges, in which regard the main goal was to
minimise the project's impact on the surrounding natural environment.
The toll roads in France have developed Sanef Aventures, a specific application
for mobile handsets to promote and encourage a greater understanding of the
biodiversity around the toll roads through gamification.
In the wake of Hurricane Maria, which devastated many areas near the toll
road with significant loss of plant life, Metropistas has begun reforestation
along PR-22 under the banner of its “Metropistas recicla” (Metropistas
recycles) programme. Reforestation efforts are also ongoing in Brazil, India,
Chile and Argentina. A total of 46,217 examples of plant species have been
planted in 2018.
NON-HAZARDOUS WASTE
79.8%
is construction waste
84.9% OF THE
NON-HAZARDOUS
WASTE AND 84.9%
OF THE HAZARDOUS
WASTE WERE
PROCESSED SUITABLY BY
AUTHORISED MANAGERS
82 | 83
Value creation | INTEGRATED ANNUAL REPORT 2018 Abertis WILDLIFE CROSSINGS
IN BRAZIL
Arteris commenced work on a vegetation
viaduct in 2018 for the passage of
wildlife in Fluminense, an unprecedented
project along Brazilian federal
motorways. This viaduct structure was
conceived to assist the passage of wildlife
over toll rodas and prevent them from
being struck or causing accidents, thus
forming an ecological corridor joining
forest areas on both sides of the road.
With an investment of 9 million Brazilian
reals, this viaduct is expected to have
a vital role in conserving the region's
biodiversity and has been built along the
BR-101 in Río de Janeiro. Other Group
concessionaires in several countries
have already developed similar wildlife
crossings to support ecological prosperity
around toll roads.
Environmental awareness is useful for extending the breadth of the
organisation's environmental management actions. The campaigns carried out
with the youth and infrastructure users in France, Spain, Brazil, Argentina and
Puerto Rico seek to address conduct to safeguard the environment for the
different stakeholders involved.
Arteris rolled out its Golden Rules of Environmental Protection between January
and October 2018 to mitigate the impacts of its construction work on the toll
roads.
NOISE PREVENTION MEASURES:
• Installation of acoustic screens.
• Measurement of the acoustic impact by means of control points.
The 2018 acoustic impact studies covered 3.958,1 km in Spain, France, Brazil, Chile
and Italy primarily, i.e. 50% of the managed kilometres.
The noise observatory in France continued working on identifying and
addressing sensitive points with a view to group them together for future long-
term management, prioritising points that affect large residential areas.
Argentina is working on the use of noise-reducing asphalts and the deployment
of reforestation plans.
84 | 85
Value creation | INTEGRATED ANNUAL REPORT 2018 Abertis SOCIETY
CONTRIBUTION TO THE COMMUNITY
Abertis collaborates with the community through
projects relating to road safety, the environment,
culture and social accessibility
INITIATIVES
DEVELOPED IN 2018
303
INVESTMENT IN SOCIAL
ACTION AND SPONSORSHIPS
€6.3Mn
STRATEGIC GOAL
GENERATING POSITIVE
SYNERGIES WITH
LOCAL COMMUNITIES
COMMUNITY DIRECT RELATIONS
Abertis actively participates in the local communities where it operates through
different mechanisms, including the formalisation of communication channels,
establishment of direct relationships, involvement in industry and generalist
associations, and coordination and sponsorships of social action projects.
The different subsidiaries of the Group belong to 66 associations (sector-specific
and non-specialised) and participated in over 200 meetings with them.
VíasChile has inaugurated Parque Maipo, a 13-hectares park space contemplated
in the construction project for the new Maipo Bridge, which, through the
recovery of the riverbanks, has benefited local communities by increasing their
available green areas and improving their quality of life.
Escola and Viva Projects (Arteris): the Brazilian subsidiary has continued
fostering initiatives in the framework of its Projeto Escola (School Project), which
is now engaged in 630 public schools in 150 Brazilian cities, with over 300,000
students and more than 17,000 teachers. The 'Viva' project is also still active, with
different branches, including Viva Ciclista, Passarela Viva, Viva Pedestre, Viva Seguro,
Viva Motociclista and Viva Comunidade. This programme included over 120
actions in 2018, affecting the lives of more than 20,000 people.
THE ABERTIS FOUNDATION
The Abertis Foundation is the flagship and core for the organisation's commitment
to the environment and local community by identifying positive synergies between
different stakeholders. Castellet Castle is not only the headquarters of the Abertis
Foundation, it also hosts the UNESCO International Centre for Mediterranean
Biosphere Reserves (CIURBN), a pioneering public-private initiative with the
Spanish Government and under the auspices of the United Nations.
MAIN ACTIONS IN 2018
• ‘Tenemos que repetirlo’ (Repetition required): Road education programme
in Spanish schools that uses awareness-raising talks for youth regarding the
importance of responsible driving behaviour and conduct.
• 'El Apagón' (The blackout): The third edition of the road safety action
launched in Spain and the #SumaTuLuz campaign on social media aim to raise
the awareness of young people regarding the risks of driving while under the
influence of alcohol and drugs. The action has reached out to over ten million
people on social to date, in addition to direct participation in Valencia, Ibiza
and Salamanca.
• KanGo!: This project, which combines road safety and integration of disabled
people, was awarded 2018 Barcelona Educative Innovation Prize.
• Erasmus+: The European Commission has awarded an Erasmus+ project to the
UNESCO International Centre for Mediterranean Biosphere Reserves (CIURBN)
with the main goal of strengthening and improving academic activities of
countries in the Mediterranean basin and Moroccan and Lebanese institutions in
the context of Mediterranean Biosphere Reserves. The project involves Moroccan
universities Cadi Ayyad (Marrakech) and Mohammed V (Rabat), the San José
University and the American University in Beirut (Lebanon). The project also has
the backing of the French university Aix-Marseille, Mediterranean Universities
Union (UNIMED) based in Rome, and two NGOs, namely MAB France and the
Association for the protection of the Jabal Moussa Biosphere Reserve.
ABERTIS CHAIRS
The Abertis Chairs network expresses the Group's commitment to the academic
institutions of the countries where it operates to promote research and knowledge
transfer in the fields of transport infrastructure management and road safety.
The Abertis Chair Network comprises the Catalunya Technical University, Madrid
Technical University, IFSTTAR École des Ponts in Paris, University of Puerto Rico;
Pontifical Catholic University in Chile, and University of São Paulo in Brazil.
The chairs meet annually for an awards celebration and shortlist candidates for the
international meeting that entails the entire network.
86 | 87
Value creation | INTEGRATED ANNUAL REPORT 2018 Abertis PERCENTAGE DISTRIBUTION OF
CONTRIBUTIONS BY ACTIVITY
(ABERTIS CLASSIFICATION)
0.2
9.1
2.9
38.5
%
22.4
26.8
Training/Research
Environmental
Conservation
Mobility and Road Safety
Social Accessibility
- Socioeconomic
Development
Cultural Accessibility
Others
PERCENTAGE DISTRIBUTION OF
CONTRIBUTIONS BY ACTIVITY
(LBG CLASSIFICATION)
1
0.2
3.2
11
10.3
33.3
38.3
%
2.7
Education
Health
Socio-economic
development
Environment
Art and Culture
Social Wellbeing
Humanitarian Aid
Others
SOCIAL ACTION AND
SPONSORSHIPS
2018 SOCIAL ACTION MILESTONES
The work of Chilean artist Benjamín Ossawas installed in the underground
passage of the Gran Envergadura Bridge, recovering this space for the residents
of Renca with a visual and acoustic attraction that makes use of wind and the
vibration of vehicles driving on the road to produce a unique and constantly
changing sound.
The 'Construye futuro' (Build the future) initiative led by the Chilean subsidiary
also continues providing scholarships to students in vulnerable situations. This
year, 8 students graduated thanks to this aid. The scholarship was also extended
immigrants with social integration issues.
Arteris has organised the very first Junta e Vai race within the framework of the
Lacre Amigo campaign, which seeks to involve users in wheelchair donations by
collecting scrap metal. 900 people participated in the event.
The blood drive carried out by a toll road in India in partnership with the Red
Cross and involving workers and collaborators received 140 donations.
Argentina continued partnering with local associations in social well-being
projects.
2018 SPONSORSHIP MILESTONES
Methodology from the London Benchmarking Group (LBG) that
enables item standardisation based on different classifications and
provides tools for measuring their impact.
In Spain, Abertis sponsored the 'Gala/Dalí' exhibition at the Catalan
National Art Museum (MNAC), and the 'Dadá Ruso' exhibition at the Reina
Sofia Museum.
In December 2018, Abertis and the Abertis Foundation igned an agreement
with the Ministry of Foreign Affairs, EU and Cooperation of Spain, an the Joan
Miró Foundation to promote a travelling exhibition of works by the Catalan
artist that would travel to several Spanish embassies and consulates in cities
such as Paris, Rome, Brussels, Berlin and Dublin in 2019.
French subsidiaries have carried out several cultural sponsorship initiatives,
including exhibitions on artists such as Henri-Edmond Cross, Marcel Duchamp,
and a major retrospective on Joan Miró, and musical events such as the “Au Grès
du Jazz” festival.
A4 Holding has also focused contributions with some prominent cultural
sponsorships such as the exhibition on Pablo Picasso and several music-related
events.
In Argentina, the exhibition "Miró, the experience of looking" was presented at
the National Museum of Fine Arts in Buenos Aires.
SOCIAL ACTION AND SPONSORSHIP CONTRIBUTIONS
AND UN SUSTAINABLE DEVELOPMENT GOALS
1.93
1.74
1.49
0.16
0.18
0.01
26.79
1.82
7.30
%
8.04
0.30
0.11
15.42
34.72
1.No poverty
2. Zero hunger
3. Good health ad well-being
4. Quality education
8. Decent work and economic growth
9. Industry, innovation and infrastructure
10. Reduced inequalities
11. Sustainable cities and communities
12. Responsible consumption and production
13. Climate action
14. Life below water
15. Life on land
16. Peace, justice and strong institutions
17.Partnerships for the goals
The company formally incorporated the UN Sustainable Development Goals
(SDG) in the LBG social impact measurement methodology in 2018. This technical
improvement lets us analyse how the different projects financed affect each SDG
and the goals in the 2030 Agenda.
88 | 89
Value creation | INTEGRATED ANNUAL REPORT 2018 Abertis SOCIETY
SUPPLIER AND SUPPLY CHAIN MANAGEMENT
Abertis works with qualified suppliers with proven
technical, financial and responsible performance
credentials
STRATEGIC GOALS
REJECTION OF
ALL FORMS OF
CORRUPTION
DEVELOPMENT OF
PRODUCTS AND
SERVICES WITH
POSITIVE ESG IMPACTS
GENERATING POSITIVE
SYNERGIES WITH
LOCAL COMMUNITIES
95.7%
TENDERS WITH ESG CLAUSES
88.9%
LOCAL VENDOR PURCHASES
Abertis has a policy and regulation regarding procurement that set out
the essential principles that should govern our relationship with suppliers
(qualifications, management, planning, efficiency and control) and specific
guidelines for applying the policy in relations, contracts, quality and reputation-
related matters. The Code of Ethics and Corporate Social Responsibility policy are
expressly included in the procurement/purchasing policy and the risk management
part of the regulations on procurement operations.
Abertis suppliers furnish services related to road maintenance and construction,
cleaning and other complementary services that are part of transport infrastructure
management operations. The suppliers of Abertis Mobility Services also provide
specific connectivity products.
In 2018, the amount of main suppliers stood at over 4,500 collaborating
companies, of which 1,071 are considered to be critical because of the purchase
volume or type of products or services provided. Virtually all the suppliers are
located in the same region where the organisation is operating and local purchasing
is always done whenever possible.
The implemented supplier contracting process is electronic and includes a formal
assessment and qualifications process based on the risk levels associated with
the supplier organisation. Every country uses specific tools in this regard, shared
in Spain, Brazil and Chile. A project is currently being carried out to harmonise
supplier assessment and approval criteria across the countries by implementing a
common supplier and procurement process management tool and its integration
with the organisation's economic monitoring system.
Supplier involvement in the development of products and services with positive
ESG impacts is important, especially when they participate in activities related
to road maintenance and construction. The objectives relating to external
collaborators in the Master Plan are embodied in the four strategic pillars of the
plan because of the cross-cutting impact they have on each aspect.
The scope of the nonfinancial information and main ESG-related management
procedures include external collaborators and performance associated with steps
taken within the framework of the organisation's activity life cycle is reflected in
the presented data.
MAIN INITIATIVES IN 2018
The 4th edition of the Abertis Global Purchasing Meeting had participation of all
people linked to the purchasing units in the different countries where the Group
operates.
Autopistas has carried out several actions in Spain, most notably the specific
performance evaluation questionnaire, audits on critical suppliers and a
global performance assessment report. Specific training was also given to key
collaborators in occupational risk prevention and an suppliers' annual meeting
is also held.
Arteris has reviewed the entire database for the purpose of updating and
refining it so that suppliers are always up to date for queries and procurement
process selection.
VíasChile has continued internal training for procurement processes with a
view to transforming the purchase department into a partner integrated in the
organisation's operational processes.
SUPPLIERS EVALUATED ACCORDING TO CSR SCORING
450
400
350
300
250
200
150
100
50
0
A+
A
B
2018
2017
90 | 91
Value creation | INTEGRATED ANNUAL REPORT 2018 Abertis
HUMAN TEAM
TALENT MANAGEMENT
Abertis' human team is made up of nearly
14,000 people
STRATEGIC GOALS
GUARANTEEING THE
SAFETY AND HEALTH
AT THE WORKPLACE
PROMOTING A TEAM
THAT IS SATISFIED,
COMMITTED AND
ALIGNED WITH OUR
GOALS AND VALUES
ENSURING EQUAL
OPPORTUNITIES
BOOSTING
EMPLOYMENT QUALITY
ATTRACT, DEVELOP
AND RETAIN
PROFESSIONAL
TALENT WITHIN A
MULTICULTURAL
CONTEXT
2018 AVERAGE EQUIVALENT WORKFORCE
2%
4%
5%
9%
12%
13,690
36%
14%
18%
Brazil
France
Argentina
Spain
Chile
Abertis Mobility Services
Italy
RoW
Workforce
Indefinite contracts
Full time
Turnover
Total
14,119
93.4%
90.4%
14.5%
Men
62.1%
93.9%
94.3%
15.5%
Women
37.9%
92.5%
83.9%
12.8%
EMPLOYEES (FINAL WORKFORCE)
14,119
89%
EXECUTIVES COME FROM THE LOCAL
COMMUNITY
DIVERSITY AND EQUALITY*
WORKFORCE BY AGE GROUP AS OF 31 DECEMBER*
100%
80%
60%
40%
20%
0
Brazil
France
Spain
Chile Argentina Puerto
Italy
India
Rico
<30
30-45
45-55
>55
* This and the following graphs in this chapter are calculated from data with a nonfinancial information
scope (specified in chapter 7 'About this report')
The Abertis Group strives to create a culture of respect, inclusion, collaboration,
safety and health at the workplace. There is a growing number of women holding
executive and management positions, thus consolidating a continuous positive
trend. All countries have regulations linked to equal opportunities, though only
Spain imposes the obligation to prepare a specific equality plan in relation to the
various management aspects surrounding this matter, in addition to remuneration,
such as promotion, training, selection, etc. The overall remuneration ratio for
women vs men is 70.3%, a slightly lower percentage than the previous year.
Autopistas rolled out 'Mi día en la autopista' (My day on the road), a specific
section on the intranet that lets people from minority groups share the tasks
that they carried out during the workday, thus encouraging more diversity in
some of the involved positions.
Túnels in Spain approved a harassment prevention plan.
Puerto Rico conducted a salary and wage study according to the country's Equal
Salary Law that revealed the main causes of the gender salary gap, namely
seniority, level of training and responsibilities assigned to each job.
A total of 276 people took parental leave during the year, with a retention rate of
86.7% for men and 74.6% for women.
Starting this year, Brazil, France, Spain and Chile are required to hire a certain
percentage of hiring of functionally-diverse workers, either directly or indirectly
through the use of alternative measures. A total of 312 people from this group
joined the workforce in 2018.
AVERAGE FUNCTIONALLY-DIVERSE WORKFORCE
WOMEN
TOTAL WORKFORCE
37.9%
18.6%
EXECUTIVES
26%
MANAGERS
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Brazil
France
Spain
Chile
Italy
92 | 93
Value creation | INTEGRATED ANNUAL REPORT 2018 Abertis HUMAN TEAM
PROFESSIONAL DEVELOPMENT
90% of executive-level vacancies
in the last five years have been filled
via internal promotion
TALENT PROMOTION
Talent promotion and retention are the main elements that make up Abertis’
professional development policy. Committing to this talent base is thus a
cornerstone of our people management policy. One of the Group’s strategic
objectives is to ensure that at least 75% of the executives and managers vacancies
are filled by internal candidates.
In the last five years, 39 executive positions have been renewed in the Group,
32% of the total number of Abertis executives. Ninety percent of these new
management positions have been filled by internal promotion via vertical or
horizontal movements. In addition, over 48% of employees who have gone through
the Talent program are currently holding a leading position in the Group.
The Group has established a Management by Objectives system for promoting
talent. Currently, 100% of executives, 98.7% of managers (department heads) and
61.5% of the remaining positions are under this performance evaluation system.
Abertis has a Succession Plan in place for identifying the successors of all critical
positions at the company and providing a global and cross-cutting vision to making
the most of the organisation’s talent base. The Succession Plan is already underway
in most of the Group’s business units. At present, the training needs of the
identified successors with respect to the responsibilities of the positions to which
they are appointed are under analysis.
KNOWLEDGE NETWORKS
Abertis has an extensive knowledge network, Connectis, a space that allows people
involved in the different stages of the operation to share knowledge and work
collaboratively with the goal of implementing continuous improvement processes
across the entire group. Brazil, France, Spain, Chile, Argentina and Puerto Rico are
actively involved and, specifically, the areas of civil construction works, operations and
exploitation, technology and information systems and procurement. The Connectis
was extended in 2018 to the Legal, Customer and Marketing departments, and Italy.
The Human Resources teams are set to be incorporated in 2019.
WORK ENVIRONMENT
The Group regularly conducts work climate surveys to measure employee
satisfaction and develop action plans focused on improving staff well-being.
€3.5 Mn
INVESTMENT IN TRAINNING
CORPORATE VOLUNTEERING
In 2018, the Corporation and the Abertis
Foundation celebrated Volunteer Day with
numerous activities. Through the Voluntários
Programme in Brazil, Arteris employees travel
around toll roads to locate homeless youth
living near the infrastructures. Among other
volunteering actions, Sanef workers in France
give music lessons to small orchestras consisting
of children without economic resources.
VíasChile’s landscaping professionals in Chile
teach classes to women in prison to encourage
their re-integration into the workplace. Within
the 'Construye tu Futuro (Build your Future)'
plan, VíasChile succeeded in helping over 170
young people from highly socially vulnerable
backgrounds in 2017 to obtain state scholarships
to pursue higher education.
In addition to the employee satisfaction survey (general satisfaction level of
80%), Arteris continued the 'Premio Valores Arteris' (Arteris Values Award) to
recognise collaborators who incorporate organisational values and culture into
their daily jobs. A total of 77 workers have received this award in which over
50% of the workforce have participated through nomination and peer voting.
The results of Chile's 'Yo Opino' (My Opinion) survey surpassed 80% insofar
as satisfaction level at all the country's subsidiaries with the exception of two
in which the figure stood at 75%. Likewise, the Argentine concessionaires also
conducted a work climate survey, whose results will allow us to draw up and
prioritise improvement actions.
Puerto Rico created an internal relief fund of half a million dollars to support
the families of workers who were affected by Hurricane Maria. While the fund
was not fully used, the steps taken included the donation of power generators,
furniture and home appliances, and payments on the repair of damage at the
homes of collaborators.
The Túnels subsidiary in Spain conducted an employee satisfaction survey with
satisfactory results. A specific action plan was made for aspects identified as
improvable and will be implemented in the coming year.
The activities of Mobility Services in France included an employee satisfaction
survey, which obtained a score of 84%.
TRAINING
With the exception of three subsidiaries in Brazil, every country has annual plans that
identify training needs and actions to be implemented during the year in keeping
with the strategic priorities of the organisation.
Arteris developed a specific application to promote and simplify access to
the corporate intranet and all its contents. Workers now no longer need to use a
computer to carry out their functions, since they can access the intranet directly
from their mobile handsets, thus increasing intranet use. The application has been
downloaded over 2,000 times, thus ensuring intranet access to a group of over
50% of the workers.
18.329 hours of training in corporate social responsibility was given in each country,
particularly in France, Brazil and Chile.
TOTAL INVESTMENT IN TRAINING (€Mn)*
AND AVERAGE HOURS PER WORKER
5.0
4.0
3.0
2.0
1.0
0
17,7
3.4
2016
21.5
3.6
2017
19.7
3.5
2018
25.0
20.0
15.0
10.0
5.0
0.0
Training investment
Training hours average
*2017 figures have been restated to allow comparability due to a modification of criteria in France.
94 | 95
Value creation | INTEGRATED ANNUAL REPORT 2018 Abertis
HUMAN TEAM
HEALTH AND SAFETY
The Group launched the Smart Risk Programme
to reduce workplace accidents
-4.2%
WORKPLACE ACCIDENTS
500
146,271
400
300
HOURS IN HEALTH AND
SAFETY TRAINING
OVERALL ACCIDENT RATE
20.4
(+3.9%)
Abertis' commitment to road safety starts with the physical integrity of everyone
working for the Group so that we create safe working environments by applying
prevention measures and training our teams.
ACCIDENT RATES OVER TIME
Workplace accidents
400
425
300
200
200
100
100
0
0
279
288
203
146
276
194
86
82
2016
Total
2017
Men
2018
Women
Incident rate
400
35.3
300
39.3
29.1
200
100
0
40
35
30
25
20
15
10
5
0
21.8
19.6
15.9
23.0
20.4
16.0
2016
Total
2017
Men
2018
Women
20
15
Frequency rate
15.6
14.8
13.6
10
10,0
5
0
0
11.7
10.8
12.5
11.3
9.0
9.3
2016
Total
2017
Men
2018
Women
Severity rate
0.54
0.50
0.43
0,6
0,5
0,4
0,3
0,2
0,1
0,0
0.40
0.35
0.25
0.27
2016
Total
2017
Men
Women
0.36
2018
0.12
MAIN ACTIONS IN 2018
The Abertis Group launched Smart Risk as a global programme to consolidate
and promote a health and safety culture for all employees.
With a view to understanding all the Road Safety and Occupational
Health and Safety projects of each business unit of the Abertis
group in Latin America, the HR and Organisation Division held
the First LatAm Risk Prevention in Road Safety Seminar.
VíasChile implemented a month-long awareness-raising programme with
actions aimed at addressing aspects related to occupational health and safety.
The specific occupational health and safety training actions in 2018 tallied
146,271 hours for the entire group.
Toll roads in India have implemented prevention actions, including the provision
of suitable prevention equipment for the risks detected in each operation.
Further actions: specific tracking and control audits, psycho-social risk
assessments, refreshing and updating of occupational health and safety
management regulations and procedures, awareness-raising workshops
and actions.
96 | 97
Value creation | INTEGRATED ANNUAL REPORT 2018 Abertis
PERFORMANCE MANAGEMENT AND APPRAISAL SYSTEM
The implementation of formal occupational health and safety management
systems constitutes the organisation's main management tool in alignment with
the Smart Risk Programme. Eighty-three point eight percent (82,6%) of turnover
has an occupational health and safety management system implemented and/
or certified based on OHSAS 18001. Activities in India and Italy, one of the
concessionaires in Puerto Rico and another in Argentina do not have a formalised
system of this sort.
The health and safety committees constituting persons representing of workers'
groups and the organisational management permit the systemisation and
monitoring of the implemented actions. These committees met 525 times in 2018
to address specific occupational risk prevention-related matters such as trends
in workplace accident data, causes of accidents that took place, auditing and
workspace visits, psycho-social risk analysis, work plan tracking, the correct use of
protective equipment, etc. 77.3% of the direct workforce is covered by a health
and safety committee.
The involvement of indirect workers is also important, since they amounted to
13,207 in 2018 and were involved in 196 accidents that were not included in the
data for the direct workforce presented herein. Preventive measures are extended
to vendors and subcontractors through not only training and awareness-raising
suppliers but also common reduction goals.
The data from India have still not been incorporated due to the particulars of this
topic in the country. In addition, in 2018 two indirect workers died in Brazil due to
a run over in one case and a contact with electricity in the other.
OCCUPATIONAL HEALTH AND SAFETY
MANAGEMENT SYSTEM BY TURNOVER
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Implemented - OHSAS
Implemented - Self
CHSAS Certified
Pending implementation
No formal system
VALUE ADDED STATEMENT
The Value Added Statement (VAS) analyses the profit and loss account of an
organisation to graphically appreciate the distribution between the different
stakeholders of the economic value generated by Group activities.
The economic value generated by Abertis in 2018 stood at €6,207.9 million,
of which 49.5% was distributed and 50.5% was retained by the organisation.
VAS – CONSOLIDATED FINANCIAL STATEMENTS
29.55%
18.53%
9.37%
20.91%
16.36%
4.76%
0.02%
0.37%
0.12%
Operating expense suppliers
Personnel expenses
Financial expenses
Corporation tax
Environmental expenses
Investment in social action
Other expenses
Amortisations and provisions
Reserves
98 | 99
Value creation | INTEGRATED ANNUAL REPORT 2018 Abertis Outlook7
CHAPTER
2019 Course of action
102
100 | 101
Outlook | 2018 INTEGRATED ANNUAL REPORT Abertis 2019 COURSE OF ACTION
SPAIN
FRANCE
ITALY
BRAZIL
CHILE
• Work with governments and other agents to move forward with initiatives to
improve mobility.
• Tackle uncertainty in the continuity of concessions.
• Analysis of new business lines in Spain.
• CSR and sustainability action plan.
• Continuation of the Plan Relance investment plan.
• Analysis of the new investment plan (Grand Paris).
• Commissioning of new free-flow gantries along the A4 toll road and studying
its expansion to other toll roads in the country.
• Implementation of new management systems that guarantee environmental
returns in projects.
• Deployment of the specific CSR action plan.
• Montecchio toll remodelling work.
• Viability study for the Verona South construction works.
• Advance with the Northern Connection project: begin construction work at
the Veneto section and get green light for the Trento section.
• Deployment of the specific CSR action plan.
• Commissioning of ViaPaulista.
• Continuation of the investment plan with landmark works such as the
Florianópolis beltway, the duplication of the Fluminense toll road in Rio
de Janeiro and Niteroi, and the negotiation for new investments.
• Replacement of the ETC system along the entire network.
• Start of works of a third lane in Routes 78.
• Tender of the 2nd phase of the works in the Quilicura-Autopista Central
intersection.
• Implementation of free-flow gantries in Rutas del Pacífico, Routes 78 and 57.
• Agreement with the government to expand Route 68.
• Study of pending re-tendering on Route 78.
• Deployment of the specific CSR action plan. Promote culture with an exhibition
on Gaudí.
PUERTO RICO
ARGENTINA
INDIA
ABERTIS MOBILITY
SERVICES
• Implementation of the 2019-2021 Strategic Road Safety Plan.
• Analysis of optical fiber and telecommunications installation project.
• Deployment of the specific CSR action plan.
• Process of change for the e-toll system customer service supplier.
• Finalization of the recovery of post-hurricane Maria insurance.
• Comprehensive construction works plan in Autopista del Sol and Autopista
del Oeste (extensions, resurfacing, LED lighting, etc.).
• Toll system replacement in Autopista del Sol.
• Change management project through a complete migration to SAP.
• Remodelling of offices with an "open space" concept.
• Deployment of the specific CSR action plan. Promote culture with an
exhibition on Velázquez.
• Toll system renovation plan.
• Analysis of new growth opportunities in the country by leveraging the
National Infrastructure Plan.
• Deployment of the specific CSR action plan.
• Search for new opportunities in free-flow, truck tolling and Road Use
Charging projects with a focus in the United States, Europe and Latin
America.
• Promote the leadership of Eurotoll as a provider of EETS services for heavy
vehicles in Europe.
• Development of new mobility business (congestion charging, MaaS, etc.).
• Continue to promote innovation in advanced and non-intrusive free-flow
technology solutions for application in new projects and their deployment
within Abertis Group business units.
• Deployment of the specific CSR action plan.
CORPORATION
• Drafting of a new 2019-2021 strategic plan.
• Analysis of new PPP's opportunities in different markets.
• Update the materiality analysis, to include new activities and geographical
locations.
102 | 103
Outlook | 2018 INTEGRATED ANNUAL REPORT Abertis
8
CHAPTER
About the
report
Preparation methodology
Scope of the information
106
107
104 | 105
About the report | INTEGRATED ANNUAL REPORT 2018 Abertis ABOUT THE REPORT
2018
NEW LEGISLATION
New Spanish law in force
linked to the effective
transposition of the
European Non-financial
Reporting Directive
SRS
(SUSTAINABILITY
REPORTING
STANDARDS)
International standard
for sustainability reports
promoted by GRI
PREPARATION METHODOLOGY
A new Spanish law entered into force in 2018 linked to the effective transposition of the
European Union's Nonfinancial Reporting Directive and Spanish Royal Decree 18/2017
already in force, which slightly amended some aspects, including yet not limited to
environmental, social and governance accountability requirements for organisations
having over 500 employees.
In addition to requiring external verification of nonfinancial information published at the
same time and in the same manner as the financial statements, the new law expressly
incorporates different aspects necessary to include in financial reporting in terms of
environmental, social and governance topics.
The Integrated Annual Report (IAR) for the 2018 financial year and the CSR Master
Plan Tracking Annexe comply with the requirements of the new legislation that also
recognises GRI standards, the framework of the International Integrated Reporting Council
(IIRC) and the UN Sustainable Development Goals (SDG) as frameworks for drawing up
internationally recognised nonfinancial performance reports.
These contents were drawn up following the requirements established by the following
international standards:
• 2016 Sustainability Reporting Standards (SRS) of the Global Reporting Initiative for the
comprehensive option.
• Communication on Progress (CoP) reporting policy of the UN Global Compact.
• International Integrated Reporting Framework promoted by the International Integrated
Reporting Council (IIRC).
• Stakeholder engagement accountability principles.
• UN Sustainable Development Goals.
Together, the IAR and CSR Master Plan Tracking Annexe contemplate the recommendations
of external audit and evaluation entities insofar as environment, social and governance
aspects, and are supplemented by additional publications of the Group and its companies.
The employed calculation methodologies include the formalised methodologies
referenced, benchmark legislation for calculating carbon footprint, which includes
ISO 14064: 1-2012, based on the international Greenhouse Gas Protocol, a Corporate
Accounting and Reporting Standard and the criteria established in the Corporate Value
Chain (Scope 3) Accounting and Reporting Standard published in 2011 by the World
Resources Institute (WRI) and the World Business Council for Sustainable Development
(WBCSD) together with the Climate Disclosure Standards Board (CDSB). The London
Benchmarking Group's methodology has also been used to quantify the contributions
linked to projects executed in relation to local communities.
The information in the IAR and its annexe was externally reviewed by an independent
auditor commissioned to review financial and nonfinancial information according to the
standards and procedures specified in the corresponding review reports annexed thereto.
The Board of Directors is responsible for formulation of financial and nonfinancial
reporting in the IAR and CSR Master Plan Tracking Annexe.
SCOPE OF THE INFORMATION
The scope of the financial information includes the total activity of the organisation, and
the scope of nonfinancial information includes 97.8% of the total turnover and 95% of
the workforce as of 31 December 2018.
The variations affecting the scope of the nonfinancial information versus the previous
year correspond firstly to the exclusion of Vianorte, which was handed over to the
public authorities upon expiration of the concession, and the inclusion of ViaPaulista
because of the corresponding management contract award in 2018 (both in Brazil).
Latina Manutençao and Latina Señalizaçao merged into a single organisation, entailing a
restructuring to adapt to the main activities of the organisation (excluding mining activities
that had been under the direct management of Latina before that date).
The re-expressed information and limitations on the scope of the data at a specific level
were specified in the information published in the CSR Master Plan Tracking Annexe.
COMPANIES WITHIN THE SCOPE
TOLL ROADS
Spain - Autopistas, Acesa, Aucat, Invicat, Aumar, Iberpistas, Castellana, Avasa, Aulesa and Túnels.
France - Sanef, Sapn, Bip & Go, SE BPNL SAS and Sanef Aquitaine.
Italy - A4 Holding, A4 Mobility, Autostrada Bs Vr Vi Pd SpA and A4 Trading Srl.
Brazil - Arteris, Autovias, Centrovias, Intervias, Planalto Sul, Fluminense, Fernão Dias, Régis
Bittencourt, Litoral Sul, ViaPaulista and Latina Manutenção de Rodovias.
Chile - Vías Chile, Autopista Central, Autopista Los Libertadores, Autopista del Sol, Autopista
Los Andes, Rutas del Elqui, Rutas del Pacífico y las operadoras vinculadas: Operadora Sol,
Operadora Los Libertadores, Operadora Andes, Operadora del Pacífico and GESA.
Puerto Rico - Metropistas and APR.
Argentina - Ausol and GCO.
India - Jadcherla Expressways Private Limited and Trichy Tollway Private Limited.
Abertis Mobility Services - Emovis SAS.
CENTRAL
SERVICES
Abertis Infraestructuras and Abertis Foundation.
The remaining 2.2% comprises the following companies:
• Direct participation: Abertis Infraestructuras Finance B.V, Abertis Motorways UK Ltd,
Abertis Mobility Services SL (except for Emovis SAS), Abertis PDC SA and Abertis
Telecom Satélites.
• Indirect participation: Central Korbana Chile, S.A., Central Korbana Sarl, Serenissima
Partecipazioni SpA, Mulhacen y Globalcar Services SpA.
106 | 107
About the report | INTEGRATED ANNUAL REPORT 2018 Abertis 9 Stakeholders and materiality
CHAPTER
CSR Master
Plan Tracking
Annex
110
113
115
CSR Master Plan
• Area 1: Good Governance, Transparency and
Accountability
• Area 2: Eco-efficiency
• Area 3: Integrating into the Community
• Area 4: Safety and Quality
Methodology and International Equivalences 144
• GRI Content Index
134
131
152
118
108 | 109
Annex | 2018 INTEGRATED ANNUAL REPORT Abertis STAKEHOLDERS AND
MATERIALITY
STAKEHOLDERS
The main changes that took place in 2018 relate to the organisation's ownership
and governance structure without any changes in Group activities. The materiality
analysis update was affected by these changes, and is a task that should be carried
out during the next year to respond to the need to include the Mobility Services
activity and the countries that were incorporated in the management scope after
drawing up the most recent materiality analysis in 2014.
The organisation's stakeholders and their characteristics remained unchanged,
though it will be essential to assess the changes taking place in stakeholder parent
INVESTMENT
COMMUNITY
PROFESSIONAL
ASSOCIATIONS
USERS AND
CUSTOMERS
PUBLIC
BODIES
80
HUMAN
TEAM
LEGAL
REPRESENTATIVES
LOCAL
COMMUNITY
MEDIA
SUPPLIERS
companies for activities that should be included in the materiality update process,
namely Mobility Services, toll road management activities in Italy and India, and
the changes that have taken place in the composition of the Brazilian and Spanish
subsidiaries. It is worth noting that the investment community is the stakeholder
that has substantially changed in relation to the previous year because of the
Group's new ownership composition and delisting.
GRI SRS: 102-11, 102-15, 102-21, 102-29, 102-40, 102-42, 102-43, 102-44
MATERIALITY
The performance and maturity of non-financial accountability of the industrial
transportation sector have laid the framework for sector-specific studies for
analysing Environmental, Social and Governance (ESG) priorities based on specific
nonfinancial reports published by organisations operating in that sector. The report
recently published by the Governance & Accountability Institute on materiality and
Sustainable Development Goals (SDGs) pointed to the following priority material
aspects for the industrial transportation sector:
• Occupational health and safety
• Quality of employment
• Infrastructure investments
• Economic performance
• Climate change and air quality
• Training and professional
development
• Gender equality
• Freedom of association and
collective bargaining
• Energy efficiency
• Turnover
• Corruption prevention
• Compliance
• Equal pay
• Social benefits
• Diversity
• Waste
• Water quality
• Compensation mechanisms
(Human Rights)
• Parental leave
• Procurement practices
• Organisational transparency
• Indirect impacts
• Biodiversity
• Environmental investments
Likewise, the 'Sustainability Reporting Landscape in India', a study by the
Reporting Exchange initiative, states that this country's priority ESG aspects
include economic inequality, gender inequality (economic participation and
related opportunities, education and health), waste management (generation and
treatment), water (linked to the severe water crisis in the country), air quality
(concentration of suspended particulate matter), use of renewable energy and
other labour-related aspects. India's government is taking steps to palliate the
negative effects of these issues by establishing an effective taxation programme,
investing in solar power generation and improving education and opportunities for
girls to tackle the
gender gap.
The materiality analysis conducted by Italian toll roads in 2016 revealed the
following highly relevant material aspects: road safety, traffic and emergency
management, occupational health and safety, economic performance, government
and risk management, corruption prevention, service quality and user/client
satisfaction, impact on soil and landscape, professional development of employees,
noise and supplier evaluation.
All these aspects, whether sector-specific or identified in Italy or India, are included
as material aspects in the valid Abertis materiality, thus enabling us to assess their
present relevance for the organisation's main sector of activity. Further, these and
other material aspects are part of the organisation's nonfinancial reporting and
constitute the foundation of the CSR Master Plan.
The infograph below presents the material aspects classified in relation to the
life cycle stages of the infrastructure management activity for mobility and the
organisational boundaries on which these aspects are located. It also expresses
cross-cutting material aspects of different Group activities together with the
priority SDGs for all the defined life cycle.
GRI SRS: 102-11, 102-15, 102-21, 102-29, 102-40, 102-42, 102-43, 102-44
110 | 111
Annex | 2018 INTEGRATED ANNUAL REPORT Abertis
RELEVANT LIFE CYCLE AND SDG ASPECTS
TOLL ROADS
OPERATION AND MANAGEMENT
Materials consumption
Energy and water consumption
Climate change and emissions
Local purchases
Employment
Professional development
Talent retention
Occupational health and safety
Diversity and equal opportunity
Material consumption
Energy and water consumption
Noise
Biodiversity
Positive social and environmental criteria
Appraisal of suppliers
USE
Road safety
Climate change and emissions
User satisfaction
Local community
CONSTRUCTION AND MAINTENANCE
Materials consumption
Energy and water consumption
Climate change and emissions
Materials consumption
Energy and water consumption
Climate change and emissions
Occupational health and safety
Waste and waste water
Biodiversity
Restoration of habitats
CROSS-CUTTING ISSUES
GOVERNANCE, HUMAN RIGHTS
AND STAKEHOLDERS
Prevention of corruption
Ethical code and regulations
for each country
Transparency and accountability
Human rights
Fair operating practices
Mechanisms for complaints
GRI SRS: 102-9, 102-11, 102-12, 102-15, 102-21, 102-29, 102-44, 102-46, 102-47, 103-1
Suppliers Abertis Clients
80
CSR MASTER PLAN
IMPLEMENTATION STATUS
The Strategy Chapter in the Integrated Annual Report contains a global summary
of the level of achievement of the objectives established in the CSR Master Plan
(CSRMP). Halfway through its valid period, the quantitative objectives were
changed to eliminate objectives that were specific to the telecommunications
activity and adjust the established level depending on the progress of remote toll
(teletoll) systems, since the initially established objective was achieved in 2017.
The main headway made in logistics to date relate to the strategic road safety and
occupational security objectives, while the detected challenges primarily concern
operational eco-efficiency and the environment, since our progress in these two
strategic areas are below their expected levels.
CSRMP deployment has progressed slower than expected, mainly because of the
organisational and governance changes throughout the Group since 2018. We
nevertheless need to continue working to ensure the definition of specific actions
focused on achieving the different goals set out in the Master Plan in every single
country in line with the individual contribution to impacts.
MAIN ACTIONS CARRIED OUT
The CSRMP objectives and goals were included in the Construction Project
Management Standard drawn up this year. This standard sets out the Abertis
Construction Project Management Policy based on a model that adapts the PMI
methodology to the needs and structure at Abertis based on a foundation of four
basic pillars: proactive governance, structured processes, capable organisation and
efficient control structure.
The overall aim is to enhance consistency in construction project management
by prioritising decision-making based on risk analysis. The standard was drafted as
a means to support Abertis project managers and execution teams and seeks to
maintain the following qualities by adapting to the needs of each project:
• Timely decision-making by establishing clear escalation and decision circuits; and
authority so the right people can make these decisions.
• Clear responsibility to attain project results and a risk management that matches
the requirements of the Business Units or Project.
• Conscious alignment of regulatory, strategic, interface-related and project-
specific objectives and goals.
• Dissemination of the information necessary to inform stakeholders of the project
status quickly, effectively and transparently.
The standard will affect the different Engineering and Construction departments
at the business units, thus yielding greater visibility of the progress of projects to
other divisions such as CSR, Purchasing, Legal, Audit, Compliance or Finance. The
implementation plan is set to be carried out in stages, the first of which entails
the approval of the standard and model, and subsequent implementation for the
projects at Valdastico North (A4Holding) and Quilicura (ViasChile).
GRI SRS: 102-9, 102-11, 102-12, 102-15, 102-21, 102-29, 102-44, 102-46, 102-47, 103-1
112 | 113
Annex | 2018 INTEGRATED ANNUAL REPORT Abertis ESG-related accountability became more frequent in 2018 with a view to gaining
more continuous monitoring of the headway made in achieving the objectives
established in the CSRMP while addressing the legal requirements in force for
nonfinancial reporting. Abertis is also involved in the GRI's Corporate Leadership
Group on Digital Reporting project, which will work on and analyse the existing
potential in applying technology to nonfinancial accountability during the
2018-2020 period. Two work sessions were held to date, one in person and the
other virtual, during which participants discussed matters related to the application
of new information technologies and big data during the phases of nonfinancial
reporting and for safeguarding that information. Further work meetings are
expected to be held throughout 2019 and the results of the projects will be
presented at the next GRI Global Conference in 2020.
Participation in external environmental, social and governance assessments
remained active in 2018, though some of these assessments are expected to
stop because the organisation no longer falls within the scope of the analysis
for each initiative. The results of the FTSE Russell assessment for the FTSE4Good
Index Series Family reveal substantial improvements in terms of good governance,
which received the highest possible score, though there were slight setbacks in
the social aspect. The score for the environmental dimension remained unchanged
compared with last year's results. The RobecoSAM assessment for the Dow Jones
Sustainability Indices (DJSI) showcased the same improvements in the social
dimensions and the challenges facing the organisation in terms of climate change
and operational eco-efficiency. Finally, the participation in the assessment carried
out by Corporate Knights for the Global 100 ranking and MSCI's ESG analysis is
also worth mentioning.
CLGDR
Abertis
participates in the
working group led by
GRI on digital reporting.
CDP
Abertis
has obtained a B
classification in the
last evaluation of CDP
GRI SRS: 103-1
GOOD GOVERNANCE, TRANSPARENCY AND ACCOUNTABILITY
AREA 1: GOOD GOVERNANCE, TRANSPARENCY
AND ACCOUNTABILITY
h i c
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T r a n s p a r e ncy and accountability
a l c o d e a n d regulations for each country
P r e v e n tion of corruption
F A I R O P E R ATING PRACTICES
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QUANTITATIVE GOALS:
100% stakeholder
involvement in respect of
the code of ethics
0 non-compliances
Improve listed companies’
level of compliance with the
Good Corporate Governance
Code
100% of complaints
handled
100% of activities analysed
in respect of human rights
100% stakeholder
involvement in respect of
prevention of corruption
50% of critical suppliers
evaluated and approved
35% of critical suppliers
analysed according to CSR
score
Improvement in average
CSR score
GRI SRS: 103-2
114 | 115
Annex | 2018 INTEGRATED ANNUAL REPORT Abertis
ORGANISATIONAL CULTURE
Implementation of the code of ethics, one of the elements in the Group's crime
prevention model described in the report, progressed even further in Italy, India
and Túnels in Spain, subsidiaries that have deployed the code and formalised their
whistleblowing channels. Workers also received training in code of ethics content
and compliance in Spain and Italy.
We received a total of 366 complaints in 2018 related to breaches in the code
of ethics, of which 359 were resolved. The increased whistleblowing in Brazil
and France, linked to the deployment of specific awareness-raising projects and
training on the use of the ethics channel in Brazil and adaptations to new statutory
compliance requirements in France have caused a variation in the data compared
with the previous year.
TOTAL COMPLAINTS HANDLED DURING THE YEAR PER COUNTRY
Pending
Resolved
Received
0
50
100
150
200
250
300
350
400
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
Eighty-eight point two percent (88.2%) of the cases opened in 2018 were resolved
(including cases pending from the previous year) and 60.4% of these resolutions
entailed dismissing the complaint. Likewise, 14.5% of the resolutions entailed the
application of further disciplinary measures, 15.9% included warnings and 9.2%
concluded with the dismissal of the implicated persons. A total of 48 complaints
remained pending resolution at year-end.
The number of code-of-ethics infringements increased in comparison with the
previous year, primarily due to the variation in the amount of complaints received
and their subject matter, thus revealing not only the effective implementation of
the code as a compliance assurance mechanism for corporate commitment to
ethics and organisational culture but also the elevated reliability and effectiveness
of the ethics channel and related investigation procedure. The main causes were
noncompliance with internal policies, inappropriate conduct, conflicts of interest
and legal infringements, among others..
REJECTION OF ALL FORMS OF CORRUPTION
In 2018, all Group business units worked on developing and updating rules,
standards and procedures for preventing corruption, including standards related to
institutional courtesies and gifts, conflicts of interests, sponsorships and patronage.
GRI SRS: 103-3, 205-2, 412-1, 412-2
Training and awareness-raising actions also continued, as detailed further in the
chapter corresponding to risk management and compliance.
The due diligence procedure developed as part of the Integrity Project in Brazil
was particularly salient as it involved suppliers and focused on corruption
risk prevention mechanisms. Additionally in this regard, the supplier database
was updated for the purpose of maintaining active suppliers while rendering
a more agile database as a tool of reference in procurement, purchasing and
commissioning processes.
Specific training in procurement processes was given in Spain, in addition to the
development of a specific supplier evaluation and related report with a view to
learning from the assessment and audit processes on suppliers.
Finally, work was carried out at the corporate level to implement a supplier due
diligence tool linked to the main supplier and procurement management system
to extend compliance commitments made by the organisation to the supplier
assessment and approval system. The due diligence process contemplates aspects
such as different risk summaries, diversity aspects, legal records and organisational
and governance particulars that will influence the overall compliance score and
expand the analysed categories through agreements with third parties managing
environmental, social or governance information. This tool will involve compliance
teams in the supplier approval process while ensuring the integration of the crime
prevention model into procurement teams, which will ultimately be linked to
organisational procedures from the very outset to project execution phases within
a framework of strategic supply chain management.
EXCELLENCE IN GOOD GOVERNANCE
The organisation's delisting and new shareholding composition have resulted in
structural changes in its governance. The Extraordinary General Meeting held at
the end of the year formalised the Board of Directors, which now comprises five
members, though no specific committees have been created at December 31st.
The Abertis bylaws were reworded to adapt to the changes arising from the new
governance structure and can be consulted at the organisation's website together
with details on the changes. The Board of Directors handles environmental, social
and governance matters, as expressly laid out in the General Regulations of the
Board of Directors (available at the website).
Abertis complies with 69% of the different recommendations of the Code of Good
Governance that are applicable to the organization, which reduced to 36.
Each chapter of the present report describes the claim mechanisms in place at
the organisation and their performance throughout the year. Virtually all claims
received were addressed and recorded for incorporation into the continuous
improvement cycle.
A specific due diligence standard was also drawn up for assessing criminal risks
applicable for growth and investment operations, which all stakeholders can
view at the ethics channel webpage. This standard is the first step to be able to
systematically include ESG aspects into investment projects and future acquisitions
to assess all risks of crimes against human rights.
GRI SRS: 103-3, 205-2, 412-1, 412-2
116 | 117
Annex | 2018 INTEGRATED ANNUAL REPORT Abertis ECO-EFFICIENCY
AREA 2: ECO-EFFICIENCY
e
R
MATERIAL TOPIC
CORE SUBJECT ISO26000
SUSTAINABLE
DEVELOPMENT GOALS
STRATEGIC OBJECTIVE
s o u r c e c o n s u m ption (materials, water, energy)
i m a t e change and emissions
C l
S u pplier evaluation
i v e s o c i a l and environmental criteria
W a s t e and waste water
E n d - o f-life management
E N V IRONMENT
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QUANTITATIVE GOALS:
Reduction in scope 1 and 2
emissions (10% by 2020
compared with 2015)
Consolidate a common scope
3 calculation methodology
for the whole Group
Identify actions to implement
which will have an impact on
vehicle emissions
Standardise the Group’s
energy management
Progressive increase in the
percentage of electronic toll
use (80% target for
transactions and volume)
Encourage the use of
less-polluting vehicles (which
produce less emissions or are
more efficient)
Identify development
opportunities for new
products and services
GRI SRS: 103-2
50% of critical suppliers
evaluated and approved
35% of critical suppliers
analysed according to CSR
score
30% of materials used in
maintenance and
construction are recycled
Recovery of 30% of waste
produced in construction
Improvement in average CSR
score
Establish standardised reuse
procedures for materials and
waste
The main actions implemented during the year together with the management
approaches linked to material environmental aspects for the organisation are
specified in the chapter on creating value. The following performance indicators are
related to the objectives and targets set in the CSR Master Plan.
CARBON FOOTPRINT REDUCTION
Total CO2 emissions amounted to 21 million tonnes, a slight increase of 0.3%
compared to the previous year. In turnover-related terms, the variation was similar
(-0.01%) and the emissions intensity indicator stood at 4,189.4 tonnes of CO2 per
million euros of turnover.
The figure for scope 3 emissions, which represent 99.5% of the total emissions,
is related to the use of infrastructures and emissions associated with the vehicles
driving on them. This specific scope 3 category covers 93.9% of the total emissions
for the year. Finally, scopes 1 and 2 emissions decreased by 9.8% in absolute terms
compared to the previous year, and 9.7% in turnover-related values.
CO2 EMISSIONS DISTRIBUTION BY COUNTRY
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
CO2eq EMISSIONS GENERATED BY COUNTRY (TONNES)
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
Total
Scope 1
26,560.7
18,636.8
3,724.0
4,980.6
3,110.5
381.9
1,916.3
77.4
Scope 2
Scope 3
Total
3,222.0
3,118.5
6,916,894.4
6,946,677.0
4,475,733.6
4,497,215.9
19,753.4
3,870,012.9
3,893,490.3
10,607.5
1,772,087.8
1,787,676.0
13,166.9
1,306,066.6
1,322,344.1
1,478.7
594,173.3
596,034.0
317.4
1,592,611.0
1,594,844.7
1,812.5
373,375.5
375,265.4
59,115.2
53,476.9
20,900,955.2
21,013,547.3
GRI SRS: 103-3, 201-2, 305-1, 305-2, 305-3
118 | 119
Annex | 2018 INTEGRATED ANNUAL REPORT Abertis SCOPES 1 AND 2 EMISSIONS BY COUNTRY
Scope 2
Scope 1
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
SCOPE 3 EMISSIONS PER EMISSION SOURCE
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Travel
Materials
Waste
Water
Use of goods and services
The variations in consumption associated with each scope directly affect the
generated emissions, with the exception of electricity, where a reduction in
consumption could coexist with an increase in emissions due to variations
in the electricity mix. The reduction in direct energy consumptions
is reflected in the trend for scope 1 emissions, which decreased by 13.8% in
comparison with the previous year. Similarly, scope 2 emissions related to
electricity consumption decreased by 5% in absolute values.
The materials and water consumption increased caused an upward variation in the
associated emissions, adjusted by the reduction in emissions linked to the use of
products and services, thus yielding a virtually constant value for scope 3 emissions
versus the previous year.
TOTAL EMISSIONS OVER TIME* – TONNES OF CO2eq
2016
2017
2018
Variation versus
2017
Scopes 1 & 2
115,846.6
124,894.2
112.592,1
Scope 3
Total
17,372,534.1
20,819,356.7
20,900,429.3
17,488,380.6
20,944,250.9
21,013,020.2
(*) The 2017 figures varied slightly because of a modification after drawing up the report.
-9.8%
0.4%
0.3%
GRI SRS: 305-1, 305-2, 305-3, 305-4, 305-5
SCOPE 1 AND 2 EMISSIONS OVER TIME*
TONNES OF CO2eq RELATED TO THE ACTIVITY
Toll Roads
(t/ADT)
2016
5.10
2017
5.04
2018
4.46
Variation versus
2017
-11.6%
(*)The 2017 figures varied slightly because of a modification after drawing up the report.
TOTAL EMISSIONS OVER TIME*
TONNES OF CO2eq PER MILLION EUROS OF TURNOVER
Scopes 1 & 2
Scope 3
Total
2016
28.5
3,884.0
3,909.9
2017
24.9
4,164.9
4,189.9
2018
22.4
4,166.9
4,189.4
Variation versus
2017
-9.7%
0.05%
-0.01%
(*) The 2017 figures varied slightly because of a modification after drawing up the report.
Scope 1 emissions include the direct consumption of energy, whose sources
are liquid fuels for vehicle fleets and power generator sets, LPG (Liquefied
Petroleum Gas) and natural gas. Scope 2 emissions similarly depict indirect energy
consumption linked to electricity, which is directly affected by the electricity mix in
each country.
Finally, own renewable sources mainly refer to the electricity generated by toll
roads in Spain and Brazil. It should be noted that energy from these sources grew
by 35.8% versus the previous year because of the greater hydroelectric power
generation capacity in Spain linked to increased rainfall, and the installation and
operation of micro solar plants in Brazil. While these sources still represent a small
percentage (1,821 MWh, i.e. 0.4% of the total energy consumed), it is nevertheless
essential to continue taking steps to favour an increased use of this energy source,
since its GHG emissions are significantly lower.
ENERGY CONSUMPTION PER SOURCE
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Electricity
Natural gas
Liquid fuels
LPG
Own renewable sources
GRI SRS: 305-1, 305-2, 305-3, 305-4, 305-5
120 | 121
Annex | 2018 INTEGRATED ANNUAL REPORT Abertis Electricity and liquid fuels are the main sources of energy required for the
organisation's activity. Respectively, they correspond to 47.3% and 50.3% of
the 2018 total energy consumption, which was 418,371 MWh (10.8% less than
the previous year and 2.4% less than consumption in 2015). LPG consumption
decreased by 44.8% and was reported at 1,164.9 MWh.
ELECTRICITY CONSUMPTION BY COUNTRY (MWh)
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
Headquarters
ELECTRICITY CONSUMPTION* BY COUNTRY (MWh)
2016
2017
2018
Variation versus
2017
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
Total
33,590
54,921
44,700
26,145
35,400
6,130
---
---
33,611
51,905
51,588
25,499
34,399
3,286
1,129
2,873
26,850
54,710
50,650
23,945
35,018
3,338
959
2,497
200,886
204,289
197,966
-20.1%
5.4%
-1.9%
-6.1%
1.8%
1.6%
-15%
-13.1%
-3.1%
(*)The 2017 figure for Spain varied slightly because of a modification after drawing up the report.
ACTIVITY-RELATED ELECTRICITY
CONSUMPTION BY COUNTRY* (MWh/ADT)
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
Total
2016
2017
2018
Variation versus
2017
1.90
2.24
2.22
1.01
0.42
0.09
---
---
8.84
1.81
2.09
2.39
0.95
0.42
0.05
0.02
0.15
8.28
1.44
2.17
2.27
0.87
0.43
0.048
0.01
0.12
7.88
-20.7%
3.6%
-5.1%
-8.9%
2.5%
-5.1%
-16.1%
-17.1%
-4.9%
(*)The 2017 figure for Brazil varied slightly because of the re-expressed 2017 ADT to adjust it to the present scope.
GRI SRS: 103-3, 302-1, 302-2, 302-3, 302-4, 305-1, 305-2, 305-3, 305-4, 305-5
TURNOVER-RELATED ELECTRICITY CONSUMPTION
50.0
50
40.0
40
30.0
30
20.0
20
10.0
10
0
0
44.9
41.1
39.5
2016
2017
2018
Actions carried out in Spain and Brazil, primarily entailing the installation of LED
lighting technology and the incorporation of generators with better efficiency
levels, directly affected the electricity consumption in these countries, which
reported significant reductions in associated consumptions. Chile in turn finished
substantial construction works that managed to stabilise electricity consumption
while Puerto Rico has yet to return to pre-Hurricane Maria consumption levels.
The global electricity consumption has therefore decreased in absolute values and
turnover-related terms and remained below the 2015 consumption figures.
FUEL CONSUMPTION BY COUNTRY
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
Headquarters
GRI SRS: 302-3, 302-4
122 | 123
Annex | 2018 INTEGRATED ANNUAL REPORT Abertis LIQUID FUEL CONSUMPTION BY COUNTRY* (litres)
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
Total
2016
2017
2018
Variation versus
2017
12,513,179
17,138,845
12,403,392
-27.6%
4,558,556
4,465,507
4,301,586
1,361,687
1,417,518
1,337,477
1,650,682
1,869,449
1,835,554
683,194
168,827
---
---
665,936
291,892
116,844
30,630
682,412
162,110
646,262
28,907
20,936,126
25,996,621
21,397,700
-3.7%
-5.6%
-1.8%
2.5%
-44.5%
NC
-5.6%
-17.7%
(*) The 2017 and 2016 figure for Brazil varied slightly because of a modification after drawing up the report. The 2017
figure for Argentina was also re-expressed, and the slight variation comes from a change identified during the external
review.
ACTIVITY-RELATED LIQUID FUEL
CONSUMPTION* BY COUNTRY (l/ADT)
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
Total
2016
707.7
186.3
67.8
64.0
8.1
2.5
---
---
2017
924.6
179.8
67.9
69.7
8.0
4.5
1.8
1.6
2018
664.0
170.2
62.0
66.4
8.3
2.3
9.9
1.4
921.2
1,054.0
851.8
Variation versus
2017
-28.2%
-5.3%
-8.7%
-4.7%
3.2%
-48.1%
NC
-10.0%
-19.2%
(*) The 2017 and 2016 figure for Brazil varied slightly because of a modification after drawing up the report. The 2017
figure for Argentina was also re-expressed because of a change identified during the external review. Finally, the 2016
figure for Spain varied slightly because of the re-expressed ADT for the year.
GRI SRS: 302-3, 302-4
TURNOVER-RELATED FUEL CONSUMPTION
4,680.7
5,226.9
3,951.0
7,000.0
6000
5,250.0
5000
4000
3,500.0
3000
2000
1,750.0
1000
0.0 0
(*) The 2017 and 2016 figure for Brazil varied slightly because of a modification in Brazilian
consumption after drawing up the report.
The reduction in construction work, vehicle fleet decrease and data scope
modifications (particularly Latina's restructuring in Brazil) contributed to reducing
the consumption of liquid fuels in the year, which decreased by 24.4% in turnover-
related terms. The variation for Puerto Rico is due to the recovery of the context
following Hurricane Maria in 2017.
The organisation's total vehicle count decreased by 4.7% versus the previous year,
primarily in passenger cars and vans in Brazil and France. The fleet comprises 3,064
vehicles, of which 32.9% are passenger cars, 23.6% vans, 19.5% lorries and the
remaining are other types of vehicles.
Natural gas consumption increased, primarily because of weather incidents in Italy
and France.
NATURAL GAS CONSUMPTION BY COUNTRY (kWh)
France
Spain
Argentina
Italy
Total
2016
2017
2018
Variation versus
2017
6,161,326
5,447,718
5,774,990
---
32
---
64,412
50
5,634
29
875,372
1,010,324
6,161,358
6,387,552
6,793,829
6.0%
-91.3%
-41.2%
15.4%
6.4%
GRI SRS: 302-3, 302-4
124 | 125
Annex | 2018 INTEGRATED ANNUAL REPORT Abertis PERCENTAGE DISTRIBUTION OF WATER CONSUMPTION BY COUNTRY (m3)
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
Headquarters
WATER CONSUMPTION* BY COUNTRY (m3)
2016
2017
2018
Variation versus
2017
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
Total
137,391
303,414
74,430
748,704
18,589
40,070
---
---
140,831
346,474
83,677
587,571
21,338
24,982
95,285
142
212,218
285,615
89,949
734,441
16,293
13,097
190,343
0
1,322,664
1,300,300
1,541,955
50.7%
-17.6%
7.5%
25.0%
-23.6%
-47.6%
99.8%
-100.0%
18.6%
(*) The 2017 figure for Brazil varied slightly because of a modification after drawing up the report. The 2017 figures for
Argentina and Chile were also re-expressed because of a change identified during the external review.
WATER CONSUMPTION BY SOURCES (m3)
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Wells
Supplier
Rainwater
WATER CONSUMPTION BY TURNOVER* (m3 per million euros)
350.0
350
300.0
300
250
250.0
200
200.0
150
150.0
100
100.0
50
50.0
0
GRI SRS: 303-1, 303-2
295.7
261.4
307.4
2016
2017
2018
(*)The 2017 figure for Brazil varied slightly because of
a modification after drawing up the report. The 2017
figure for Argentina was also re-expressed because of a
change identified during the external review.
The water consumption increase in Brazil due to a leak and the variation in
weather conditions that directly affected the consumption of this resource in
Chile (necessary to ensure the conversation of the environment around the
infrastructures) led a 17.6% increase compared to the previous year in turnover-
related terms.
The distribution for water consumption by sources remained constant compared
to the previous year, and wells and rainwater represented 19.6% of the total water
consumption.
Work must continue on systematising energy management in the different
countries, extending existing practices in regions in which legislation requires
energy audits or implementing specific energy management systems.
In addition to the progress made in boosting greener vehicles presented in the
chapter on safe and innovative roads, it is also essential to share the methodologies
used to calculate GHG emissions from vehicles driving on the infrastructures and
the associated air pollution with a view to identifying where improvement can be
made and establishing relations with the different groups involved in the reduction
and mitigation of this environmental impact.
INNOVATION BASED ON CIRCULAR ECONOMY CRITERIA
Infrastructure maintenance activities require the consumption of construction
materials, mostly non-renewable. The consumption of recycled materials compared
to the previous year increased by 4.3% in absolute values, though the percentage
on the total consumption decreased slightly in relative terms to 12.5% of materials
consumed during the year. Granules and asphaltic agglomerates represent the main
consumed recycled materials, and it is thus essential to promote these categories
to achieve the consumption target set in the CSR Master Plan.
TOTAL MATERIAL CONSUMPTION BY COUNTRY (TONNES)*
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
Total
Granules
722,792
912,185
4,163
22,905
32,630
1,215
Asphalt
agglomerate
634,004
978,451
86,190
17,127
32,498
1,916
0
488,704
Concrete
109,579
106,593
5,103
6,033
994
4,363
393
Metals
39,530
7,632
793
226
573
54
554
1,695,890
2,238,890
233,057
49,362
Paints
60,674
561
1,522
239
110
25,642
1,479
90,227
Salt
0
38,725
30,993
0
0
0
5,126
74,844
(*)Indian data were excluded because they were unavailable.
There was an increase in the consumption of salt, a material used in countries
where the weather requires the use of this sort of products to ensure optimum
conditions for infrastructures, and antifreeze fluid, which amounted to 8,228
tonnes in 2018.
GRI SRS: 103-3, 301-1, 301-2, 303-1
126 | 127
Annex | 2018 INTEGRATED ANNUAL REPORT Abertis
TOTAL MATERIAL CONSUMPTION OVER TIME* (TONNES)
2016
2017
2018
Variation versus
2017
Granules
1,253,188
1,514,320
1,695,890
Asphalt agglo-
merate
Concrete
Metals
Paints
Salt
3,844,109
2,112,564
2,238,890
291,649
271,285
233,057
23,514
14,159
41,672
31,950
31,478
66,964
49,362
88,992
74,844
12.0%
6.0%
-14.1%
54.5%
169.9%
11.8%
(*)The 2017 figures for granules, asphaltic agglomerates, metals and paints varied slightly because of a modification after
drawing up the report.
Two hundred and forty-four (244) tonnes of paper and 17,793 tonnes of other
significant materials were also consumed. The type of maintenance work and
intensity of construction work directly affected the consumption of materials,
which is why these figures fluctuate significantly in the different years. In overall
terms, material consumption increased by 8.9% in relation to the previous year,
primarily due to the variation in the consumption of granules and asphaltic
agglomerates.
Construction and demolition waste represent 79.8% of the waste generated by
the organisation's activity. A total of 42,096.4 tonnes of this type of waste were
recovered in Spain, and work should continue to extend proprietary projects and
in collaboration with other stakeholders to increase the amount of construction
and demolition waste reincorporated into the consumption flow. The total amount
of generated waste remained constant in comparison with the previous year,
though there were different variations based on the actual work carried out in each
country.
GENERATED WASTE* (IN TONNES)
2016
2017
2018
Non-hazardous
Hazardous Non-hazardous
Hazardous
Non-hazardous
Hazardous
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
Total
26,520.1
74,665.5
112,071.2
8,574.9
2,028.3
9,899.1
---
---
271.2
1,531.9
189.0
11.2
5.7
6.2
---
---
7,299.7
250,000.8
42,748.2
19,503.3
2,019.7
6,713.9
1,881.6
0
233,759.1
2,015.2
330,110.7
90.9
628.1
187.6
7.8
5.5
0.5
11.9
0
931.8
8,468.8
266,066.2
47,095.8
1,824.6
2,684.0
3,678.7
2,300.5
0
254.4
134.7
307.3
8.0
7.3
0.0006
8.3
0
331,872.9
646.7
(*) The 2017 figures for non-hazardous waste in Spain and hazardous waste in Puerto Rico varied slightly because of a modification after drawing up the
report.
GRI SRS: 103-3, 301-1, 301-2, 306-2
TOTAL NON-HAZARDOUS WASTE GENERATED AND TREATED BY TYPE
Tonnes generated
Percentage treated
Tyres and rubber waste
Concrete mixtures, bricks, etc.
Mixed metals (scrap)
Construction and demolition waste
Scrap (air conditioning, fire extinguishers)
Garden waste
Domestic waste (rubbish)
Sludge from biological treatment (septic tank slurries)
Other
Total
1,087.65
43,709.7
600.6
265,441.2
335.9
1,670,5
12,022.8
2,765.4
4,239.2
331,872.9
71.7%
0.5%
31.9%
99.8%
100%
21.9%
74.2%
74.2%
4,139.7
84.9%
Hazardous waste represents 0.2% of the total waste generated by the organisation,
of which diesel-contaminated soil and waste containing hydrocarbons make up
50%.
TOTAL HAZARDOUS WASTE GENERATED AND TREATED BY TYPE
Used oil
Contaminated metallic containers and plastic packaging
Absorbents, Sepiolite (contaminated rags)
Waste containing hydrocarbons
Diesel-contaminated soil
Other
Total
Tonnes generated
Percentage treated
27.92
21.5
22.83
116.4
209.3
248.77
646.7
98.3%
100%
45.4%
81.6%
49%
226
74.6%
The type of treatment employed for each waste varies depending on the possibility
of recovery and procedures established by the authorised external waste managers
in this regard. The wastewater generated by the activity that are not similar to
domestic wastewater (most are) receive specific treatment for safe discharge. The
total generated residual wastewater decreased in comparison with the previous
year, amounting to 144,409.9 m3. Likewise, discharges of hazardous substances
associated with vehicle accidents decreased, amounting to 26,008.8 litres across
Spain, Argentina and Brazil.
GRI SRS: 302-5, 306-1, 306-3, 306-2
128 | 129
Annex | 2018 INTEGRATED ANNUAL REPORT Abertis DEVELOPMENT OF PRODUCTS AND SERVICES
The actions developed to increase products and services with positive
environmental impacts specified in the chapter on safe and innovative roads and
creating value were conceived to foster partnerships with strategic stakeholders to
secure the objectives and targets established in the CSR Master Plan. Particularly
prominent in this regard are subcontractors and suppliers participating in
construction and maintenance projects, public sector entities and organisations
that promote innovation in the use of materials, etc.
The systems for assessing and approving suppliers, and the training, awareness-
raising and formalisation processes for shared operating procedures are in place to
contribute to achieving the targets and objectives.
The target figure for the percentage of remote toll (teletoll) transactions and
revenue was increased in the CSR Master Plan to 80%, since this figure was
attained in 2017. The trend continued in 2018 and a total of 65.1% of the
transactions and 57.2% of the revenue were carried out through this payment
method, which contributes to reducing emissions generated in the operation.
TELETOLL (transactions)
100%
80%
60%
40%
20%
0%
98.6
99.1
82.4
83.9
99.2
86.4
70.1
68.3
46.5 45.4
43.6
35.1
47.3
45.9
45.7
43.6
48.8
46.5
48.2
47.7
2016
2017
2018
5.2
12.2
TELETOLL (revenue)
100%
80%
60%
40%
20%
0%
96.5
96.8
73.3
96.7
71.3
60.7
53.3
50.3
43.4
36.0
59.4
55.7
55.1
45.5
40.1
59.0
57.2
63.5
48.7
44.5
2016
2017
2018
8.5
18.1
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
GRI SRS: 102-9, 103-3, 308-1, 308-2, 414-1, 414-2
INTEGRATING INTO THE COMMUNITY
AREA 3: INTEGRATING
INTO THE COMMUNITY
M e c h a n i s ms for complaints regarding the environ
Local purch
Positive social and enviro
Local co
Supplier evalu
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MATERIAL TOPIC
CORE SUBJECT ISO26000
SUSTAINABLE
DEVELOPMENT GOALS
STRATEGIC OBJECTIVE
A
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Noise
Biodiversity
MENT
MMUNITY DEVELOPM E N T
QUANTITATIVE GOALS:
Increase in
community-related projects
(both in terms of number of
beneficiaries and allocated
resources)
Maintain local purchase level
100% of complaints handled
Foster biodiversity in areas
around toll roads
50% of critical suppliers
evaluated and approved
Identify services provided by
ecosystems regarding noise
Identify and contribute to
the preservation of natural
species in areas around toll
roads
35% of critical suppliers
analysed according to CSR
score
Improvement in average CSR
score
GRI SRS: 103-2
130 | 131
Annex | 2018 INTEGRATED ANNUAL REPORT Abertis
POSITIVE SYNERGIES WITH LOCAL COMMUNITIES
The actions described in the section on contribution to the community in the
chapter on 'Value creation' contain the most relevant events in connection with
the consolidation of positive synergies with local communities carried out by our
different subsidiaries and the Abertis Foundation.
The amount allocated to social action projects and sponsorships in the year
remained constant at €6.3 million (€7.4 million including management costs). The
number of projects (total of 303) has decreased slightly in relation to the previous
year, mostly because of the change in their recording criteria, which grouped
together several projects in some cases. It is worth noting that in 2018 we used a
new project tracking and management tool linked to the London Benchmarking
Group methodology, whose benefits included the ability to link social projects and
sponsorships to Social Development Goals as specified further in the report.
Ad-hoc contributions decreased significantly in comparison with the previous year
while business-aligned initiatives increased. There was also an increase in geographic
diversity linked to executed projects because of engagements made as part of the
agreement with UNICEF.
PERCENTAGE DISTRIBUTION OF 2018 CONTRIBUTIONS
BY MOTIVATION AND GEOGRAPHICAL SCOPE
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Ad-hoc contribution
Social investment
Business-aligned initiative
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Spain
Europe
Latin America
Asia
Involvement with local suppliers remained high in keeping with the objectives
and goals of the CSR Master Plan, and the local purchase percentage remained
similar to the previous year. Total local supplier purchases were thus 88.9%, with
significant variations in Chile.
LOCAL PURCHASE PERCENTAGE OVER TIME
100%
75%
50%
25%
0%
2016
2017
2018
GRI SRS: 102-13, 103-2, 204-1, 413-1
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
All complaints from local communities were addressed and mostly came through
our user service channels and the code of ethics whistleblowing channel.
FOSTER AND MAINTAIN NATURAL CAPITAL
The actions carried out for the conservation of biodiversity and natural
environment at toll roads during the year were described in the corresponding
section in the chapter on value creation.
The number of kilometres affecting a protected zone varied slightly in comparison
to the previous year, mainly due to the modified scope for data in Brazil. The total
in this regard was 1,357 km, for a total surface of 6,698 hectares. These spaces
have a wealth of biodiversity and include species that the IUCN has listed as
protected.
PERCENTAGE DISTRIBUTION OF KM
AFFECTING A PROTECTED SPACE
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Brazil
France
Spain
Chile
Puerto Rico
Italy
The figure for animals struck by vehicles (16,131) remained virtually unchanged
from the previous year, with the highest numbers in Brazil, Spain and India.
Compensatory plantations of 78,526 plant species were also made, mainly in Chile
and India in response to the variation of the intensity in construction work, which
decreased in 2018.
Air quality was monitored by the regulatory agencies in the different countries,
who were permanently in contact with the organisation to ensure compliance with
the limits established in the pertinent legislation in force. Following the exercise
commenced back in 2017, an estimation was made on the polluting emissions
from the organisation's direct activity, excluding emissions linked to vehicles on the
toll roads.
2018 POLLUTING EMISSIONS
VOC
Combustion
NMVOC
Combustion
30.8
N2O
0.85
29.5
NH3
1.4
Tonnes
Tonnes
CH4
2.1
PM 2.5
14.5
NOX
241.8
NO
197.6
PM10
PM Combustion
16
12.6
NO2
38.3
SOx
0.4
There is a need to reinforce actions related to assessing the potential of the
biodiversity existing in the area around the infrastructures to mitigate the acoustic
impact in addition to the actions presently being carried out for mitigating noise
and in keeping with the objectives and goals set out in the CSR Master Plan.
GRI SRS: 103-2, 204-1, 304-1, 304-2, 304-3
132 | 133
Annex | 2018 INTEGRATED ANNUAL REPORT Abertis SAFETY AND QUALITY
AREA 4: SAFETY AND QUALITY
MATERIAL TOPIC
CORE SUBJECT ISO26000
SUSTAINABLE
DEVELOPMENT GOALS
STRATEGIC OBJECTIVE
Cli m
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W
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Supplier evaluation
Diversity and equal opportunities
Segurid
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Supplier evaluatio
Professional developme
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Retaining talent
m ic growth
8 S
nt
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W
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e
QUANTITATIVE GOALS:
50% reduction in road
traffic accidents (United
Nations Decade of Action
for Road Safety)
0 deaths
100% of complaints
handled
Increase in products and
services for specific groups
Develop regular education
and road safety campaigns
in local communities
Involve stakeholders in the
development and
promotion of products and
services focused on the
reduction of the digital
divide and promotion of
accessibility thereto
GRI SRS: 103-2
0 accidents (direct or
indirect)
Improved talent retention
practices
Increase in the average
number of training hours
provided
Analyse and improve job
satisfaction
Achieve gender balance in
all professional categories
Ensure equal pay
throughout the entire
organisation
Ensure non-discrimination
in promotion processes
Progressive increase in the
presence of employees with
functional diversity in the
workforce
50% of critical suppliers
evaluated and approved
35% of critical suppliers
analysed according to CSR
score
Improvement in average
CSR score
SAFETY AND QUALITY
MATERIAL TOPIC
CORE SUBJECT ISO26000
SUSTAINABLE
DEVELOPMENT GOALS
STRATEGIC OBJECTIVE
A
C
TIV
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A
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W
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Supplier evaluation
Diversity and equal opportunities
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Employment
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QUANTITATIVE GOALS:
50% reduction in road
traffic accidents (United
Nations Decade of Action
for Road Safety)
0 deaths
100% of complaints
handled
Increase in products and
services for specific groups
Develop regular education
and road safety campaigns
in local communities
Involve stakeholders in the
development and
promotion of products and
services focused on the
reduction of the digital
divide and promotion of
accessibility thereto
0 accidents (direct or
indirect)
Improved talent retention
practices
Increase in the average
number of training hours
provided
Analyse and improve job
satisfaction
Achieve gender balance in
all professional categories
Ensure equal pay
throughout the entire
organisation
Ensure non-discrimination
in promotion processes
Progressive increase in the
presence of employees with
functional diversity in the
workforce
50% of critical suppliers
evaluated and approved
35% of critical suppliers
analysed according to CSR
score
Improvement in average
CSR score
GUARANTEEING AND PROMOTING ROAD SAFETY
Road safety is one of the specific material aspects of the Group's main activity
sector, constituting one of the strategic areas of operation. In this regard, the
actions carried out and steps taken are described in the chapter on safe and
innovative roads, and the following main performance indicators are specified
together with their values over time in relation to the objectives and goals set out
in the CSR Master Plan.
DISTRIBUTION OF KM BY COUNTRY
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
The total amount of kilometres managed in the scope of the CSR Master Plan
has remained unchanged since the previous year, though the overall activity has
increased as shown in the figures for ADT, which either kept constant or increased
in all countries.
The context of growing activity is particularly relevant when analysing the annual
figures on road accidents, which were positive in all countries with the exception
of Chile and France, where the number of accidents increased slightly. Likewise,
the number of fatalities decreased by 12.5% versus the previous year, though the
distribution was much less balanced by country. There was a significant increase in
traffic fatalities in Spain, Puerto Rico and Argentina, offset by reductions in all the
other countries.
TOTAL NUMBER OF ROAD ACCIDENTS*
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
Total
2016
10,084
586
850
1,590
1,528
270
---
---
2017
9.660
615
890
1,639
1,583
220
291
770
2018
9,112
620
871
1,687
1,398
213
273
711
14,908
15.668
14,885
Variation
versus 2017
-9.4%
0.8%
-2.1%
2.9%
-11.7%
-3.2%
-6.2%
-7.7%
-7.4%
(*)2017 figure has been modified to adjust it to the 2018 scope and to allow comparability.
GRI SRS: 103-3, 416-1
134 | 135
Annex | 2018 INTEGRATED ANNUAL REPORT Abertis
TREND IN NUMBER OF ROAD ACCIDENT DEATHS
2018
2017
2016
0
100
200
300
400
500
600
700
800
900
1.000
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
The accident and fatality rates that relate the number of traffic accidents and
fatalities therein with the number of kilometres driven by users have diminished
overall by 6% and 10% respectively in comparison with the previous year. The
trend remains steady in all countries except for Argentina for the accident rate,
mainly due to the variation in the number of kilometres driven, and Spain, Puerto
ACCIDENT RATE BY COUNTRY OVER TIME
80
70
60
50
40
30
20
10
0
70.8
62.3
48.7
48.2
45.2
22.0
21.7
11.2
6.2
3.7
21.8
21.0
6.3
3.8
9.8
5.2
23.7
21.6
6.0
3.8
9.4
4.8
2016
2017
2018
FATALITY INDEX BY COUNTRY OVER TIME
15
12
9
6
3
0
13.2
12.0
3.1
3.0
2.6
1.3
0.6
0.2
0.2
0.3
0.2
0.2
0.9
0.8
0.2
0.4
0.8
1.2
0.2
0.3
0.3
0.2
2016
2017
2018
GRI SRS: 102-8, 103-3, 416-1
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
Rico and Argentina for the fatality index.
GUARANTEEING OCCUPATIONAL HEALTH AND SAFETY
Occupational health and safety is another key material aspect in the Group's main
activity, for which specific management systems are in place and the prevention
actions described in the section on health and safety were carried out.
The Group's total workforce at 31 December stood at 14,119 employees (13,690.2
average equivalent workforce). As detailed in the chapter on methodology, the
scope of the nonfinancial information includes 95% of the total workforce at 31
December and 94.4% of the average equivalent workforce as follows.
AVERAGE EQUIVALENT WORKFORCE BY COUNTRY
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
There was a total of 276 work accidents involving employees in 2018, which is
4.2% less than the previous year. Men were involved in 70.3% of these accidents.
The reduction in accidents was similar in men (-4.2%) than in women (-4.1%)
at an aggregated level. The number of work accidents actually increased in Brazil
and Italy, among women in France and men in Chile while decreasing for all other
countries and groups.
ACCIDENTS IN 2018 BY GENDER AND COUNTRY(*)
120
90
60
30
0
16
51
42
62
Men
Women
0
1
7
(*)Indian data were
excluded because they
were unavailable.
11
25
9
12
3
36
Brazil France Spain Chile Argentina Puerto Rico Italy
The main causes for accidents include: falls to the same level, handling objects in
movement, bruising, road accidents, being struck by vehicles or run over, insect
bites and assault.
INCIDENT RATE BY COUNTRY OVER TIME(*)
100
80
60
40
20
0
57.7
22.6
21.4
26.4
30.4
48.6
31.7
14.49
19.8
14.8
11.3
15.63
9.63
14.6
14.4
13.8
2016
2017
49.5
30.3
2018
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
13.75
(*)France's 2017 figure varied slightly because of a modification after drawing up the report.
GRI SRS: 403-2
136 | 137
Annex | 2018 INTEGRATED ANNUAL REPORT Abertis
FREQUENCY RATE BY COUNTRY OVER TIME(*)
25.6
15.0 14.8
17.0
30
15
0
4.9
20.3
14.3
13.1
8.16
10.1
2.3
8.19
6.39
2.8
20.6
15.5
9.5 9.6
7.05
2016
2017
2018
(*)France's 2017 figure varied slightly because of a modification after drawing up the report.
SEVERITY RATE BY COUNTRY OVER TIME
1.5
1.0
0.5
0.0
1.2
0.6
0.5 0.5
0.9
0.6
0.8
0.5
0.52
0.2
0.02
0.1
2016
0.2
2017
0.02
0.04
0.4
0.3
0.1
2018
0.18
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
The variation in the workforce data affected the accident rate trend, particularly on
the incident and frequency figures, which rose slightly (3.9% and 5.3% respectively
overall), though the actual number of accidents decreased compared with the
previous year. The severity rate decreased by 22.7% compared with 2017, attaining
a minimum value of 0.27 in global terms.
The subcontracted workforce decreased by 49.1% versus the previous year in
line with the number of accidents, which fell to 196 (-25.8%). The main causes
of accidents involving subcontracted personnel included falls to the same level,
traffic accidents and other accidents related to vehicles driving on the toll roads,
overexertion and contact with chemical products.
BREAKDOWN OF ACCIDENTS INVOLVING SUBCONTRACTED PERSONNEL BY COUNTRY
0%
25%
50%
75%
100%
Brazil
France
Spain
Chile
GRI SRS: 403-2
BOOSTING EMPLOYMENT QUALITY
Professional development is a key material aspect linked to the retention of talent,
as defined in the related section in the chapter on creating value, which contains
an explanation of the actions carried out during the year.
The total number of new hires increased by 9.7% in relation to the previous year,
attaining a total of 2,833, of which 60% correspond to men. Similar to previous
years, Brazil, France, Chile and Argentina make up the bulk of new hires. The
full-time workforce decreased slightly because of the variation affecting women.
This distribution is virtually the same in all countries with the exception of Spain
and Italy, where women in the full-time workforce is less (41.8% and 62.8%
respectively).
Ninety-three point 4 percent (93.4%) of the workforce has an indefinite contract,
a percentage that has remained similar for the groups (women and men) and
countries, except in Argentina, where the figure stands at 89%. Temporary contracts
formalised during the year decreased significantly in relation to the previous
year because of variations in Spain and Brazil, attaining an aggregate level of 736
contracts, of which men correspond to 60.3%.
WORKFORCE PERCENTAGE BY EMPLOYMENT TYPE
Men
94.7%
5.3%
2017
Women
85.2%
14.8%
Total
91.2%
8.8%
Men
94.3%
5.7%
Full time
Part time
OVERALL TURNOVER BY GENDER OVER TIME(*)
14.5% 13.6%
15.8%
24.2%
19.7%
17.1%
14.5% 15.5%
12.8%
30%
25%
20%
15%
10%
5%
0%
2016
2017
2018
The stabilised staff turnover in Chile and Argentina has affected the global figure,
which returned to 2016 levels. This reduction was replicated in every country
except for Brazil and Italy, where the figure actually increased. Contract expirations
are excluded from the staff turnover figure because they mainly contemplate
temporary employment contracts linked to the need for permanent coverage of
track support. The main causes of turnover include organisational restructuring and
personal and professional improvements.
Total
90.4%
9.6%
2018
Women
83.9%
16.1%
Total
Men
Women
(*)The 2017 figures varied slightly
because of a modification after
drawing up the report.
OVERALL TURNOVER BY PROFESSIONAL CATEGORY AND GENDER(*)
Executives
Managers
Other
2016
2017
2018
Men
26.5%
16.3%
13.3%
Women
26.7%
22.9%
15.4%
Men
14.1%
5.3%
16.7%
Women
23.5%
6.7%
22.4%
Men
20.5%
9.4%
16.0%
Women
5.3%
4.5%
13.3%
(*)The 2017 figures for managers and all others varied slightly because of a modification after drawing up the report.
GRI SRS: 102-8, 103-3, 401-1
138 | 139
Annex | 2018 INTEGRATED ANNUAL REPORT Abertis
TURNOVER BY COUNTRY OVER TIME(6)
79.6%
23.8%
27.5%
27.6%
30.7%
4.5% 1.8%
5.8%
2.9%
5.6%
1.5%
12.5%
6.3%5.1% 6.1%
15.2%
6.3%6.3%7.4% 6.5%
3.8% 1.4%
80%
60%
40%
20%
0%
2016
2017
2018
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
(6)The 2017 figures for Brazil, Spain, Argentina and Italy varied slightly because of a modification after drawing up the report.
TURNOVER BY GENDER AND COUNTRY
2016
2017
2018
Men
23.7%
4.3%
2.1%
25.2%
2.3%
7.8%
---
---
Women
24.1%
4.3%
1.2%
29.9%
3.7%
0.0%
---
---
Men
35.6%
5.6%
1.3%
26.2%
2.0%
8.9%
5.8%
6.7%
Women
16.6%
5.6%
1.8%
246.2%
0.3%
0%
2.8%
0%
Men
37.6%
4.2%
0.9%
14.4%
6.3%
4.4%
8.0%
7.1%
Women
22.7%
3.1%
2.4%
17.8%
6.4%
10.5%
5.0%
0%
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
The percentage of the workforce covered by a Collective Bargaining Agreement
(CBA) has remained unchanged since last year and stood at 90.6% of the total of
employees at 31 December. The country distribution remained consistent except for
Chile (lower percentage) and Puerto Rico (no CBA). Present in all countries except
for Puerto Rico and India, the 57 company committees held 279 meetings, which is
slightly more than the previous year.
COLLECTIVE BARGAINING AGREEMENT
100%
80%
60%
40%
20%
0%
Brazil
France
Spain
Chile
Argentina
Italy
India
Sixty-four point four percent (64.4%) of the Group's entire workforce participated in a
performance assessment and formal development system, a percentage that jumps to
100% for the entire workforce at the central headquarters and nearly all executives and
managers at the Group.
GRI SRS: 102-8, 102-41, 401-1
Workforce covered
by a CBA
Company
committee
meetings
MANAGEMENT BY OBJECTIVES BY PROFESSIONAL CATEGORY, GENDER AND COUNTRY
Executives
Managers
All other workers
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
Men
100%
100%
100%
100%
100%
100%
100%
---
Women
100%
100%
100%
100%
100%
---
100%
---
Men
100%
100%
97.3%
100%
100%
100%
56.5%
100%
Women
100%
100%
100%
100%
100%
100%
66.7%
100%
Men
100%
100%
9.9%
31.8%
9.5%
97.1%
0.7%
100%
Total training hours tallied 264,510.2 hours, 13.1% less than the previous year
mainly because of the data variation for France. The average training hours overall
reduced (8.2%), standing at 19.7 hours at an aggregate level. Finally, the total
investment in training was €3.5 million, a figure similar to the previous year in
comparable terms.
AVERAGE TRAINING HOURS BY PROFESSIONAL CATEGORY, GENDER AND COUNTRY
Executives
Managers
All other workers
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
Men
Women
33.3
5.2
40.5
46.6
66.9
0.0
21.7
---
45.6
1.4
52.6
60.0
15.0
---
127.0
---
Men
34.0
12.6
62.0
111.1
14.5
82.1
78.5
3.1
Women
31.8
9.9
60.4
92.7
19.1
74.3
55.7
11.5
Men
25.3
11.2
15.8
42.1
1.8
54.4
15.9
2.8
TOTAL TRAINING HOURS BY PROFESSIONAL CATEGORY, GENDER AND COUNTRY
Executives
Managers
All other workers
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
Men
599.5
51.5
1,053.5
373.0
468.0
114.9
195.0
---
Women
182.5
7.0
368.0
60.0
15.0
---
127.0
---
Men
7,707.3
2,970.0
6,825.1
7,001.0
347.5
410.7
1,806.0
18.5
Women
2,000.4
1,004.0
2,780.2
1,391.0
152.5
445.5
167.0
11.5
Men
56,412.2
16,636.0
19,083.1
38,201.0
2,246.0
1,904.3
6,828.0
101.6
Women
100%
100%
6.6%
67.6%
6.5%
92.3%
4.3%
100%
Women
26.1
6.0
13.7
46.4
1.0
34.7
16.4
4.6
Women
53,649.8
5,034.5
8,967.5
13,583.0
830.0
451.3
1,915.0
13.9
GRI SRS: 103-3, 404-1, 404-2, 404-3
140 | 141
Annex | 2018 INTEGRATED ANNUAL REPORT Abertis ENSURING EQUAL OPPORTUNITIES
The Group's code of ethics expresses the commitments to equal opportunities,
non-discrimination and diversity, for which actions were carried out as described in
the human team section.
The number of women in the workforce continued increasing at the global level
and in terms of professional category. In this regard, women make up 37.9% of the
workforce (2.9% more than the previous year), 18.6% of executives (11.8% more
than 2017), 26% of managers (6.7% more than the previous year) and 39% of the
rest of the workforce (2.9% higher than last year).
PERCENTAGE OF WOMEN BY PROFESSIONAL CATEGORY AND COUNTRY
60%
40%
35.7
33.3
20%
18.2
0%
12.5
11.1
0.1
54.5
47.9
46.2
30.1
25.0
21.7
19.2
17.0
14.3
0.1
41.1
36.2
33.4
24.4
27.1
21.4
40.7
35.4
32.6
24.0
29.7
7.7
8.7
0.2
Executives
Managers
Other
Total
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
PERCENTAGE OF AVERAGE REMUNERATION OF WOMEN VERSUS MEN
BY PROFESSIONAL CATEGORY AND COUNTRY
150.4
86.6
67.8
94.0
91.5
73.0
79.3
106.8
95.2 94.6
123.4
123.0
123.8
86.8
92.2 82.7
65.6
107.4
97.8
75.1
103.8
90.2 82.6
93.8
50.7
73.6
66.4
46.1
160%
140%
120%
100%
80%
60%
40%
20%
0
Executives
Managers
Other
Global
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
GRI SRS: 103-3, 202-1, 405-1, 405-2
The remuneration ratio for women compared with men at the Group stood at
70.3% at an aggregate level. Thus, by professional category, the ratio stood at
84.6% for executives, 96.2% for managers and 73.9% for all other workers. The
elevated number of executives at the central headquarters affects the global
ratio, which stands at 42.8% (60.5% for executives, 85% for managers and
89.3% for all other workers).
With the exception of Italy, all countries have a minimum wage set by the
pertinent legislation in force. The relation between the base entry salary and
the local minimum wage remained constant for all countries save Puerto Rico,
where the local minimum wage increased from last year.
BASE ENTRY SALARY VERSUS MINIMUM
LOCAL SALARY BY COUNTRY
Brazil
France
Spain
Chile
Argentina
Puerto Rico
India
Men
116.0%
101.4%
117.7%
100.0%
394.0%
164.0%
107.7%
Women
115.2%
101.4%
106.4%
100.0%
394.0%
163.0%
259.2%
RETENTION RATE BY GENDER AND COUNTRY
Employees taking parental leaves
Employees returning after the
leave
Employees continuing in the
organisation after 12 months
Men
Women
Brazil
France
Spain
Chile
Argentina
Puerto Rico
Italy
India
55
1
16
0
0
0
6
5
98
10
15
27
39
0
4
0
Men
96.4%
100%
100%
---
---
---
100%
100%
Women
88.7%
100%
81.3%
66.7%
97.4%
---
100%
---
Men
91.8%
100%
86.7%
---
---
---
100%
100%
Women
76.7%
100%
84.6%
72.2%
100%
---
100%
---
A total of 276 employees used parental leave during the year, 18.1% less than the
previous year, primarily because of the variations in Brazil and Argentina, especially
with men.
The total personnel on the workforce with functional diversity decreased slightly
because of the reduced presence of this group in France and Brazil. There was
a notable increase of personnel in Chile linked to the associated quota set by
new legislation. France and Spain comply with the legislation in force with a
functionally-diverse workforce of 2.5% and 7.7% respectively, including direct
employment and alternative measures (purchases of goods and services, and
donations to Special Employment Centres and Integration Agencies, together with
the hiring of specific groups). Finally, most Brazilian subsidiaries achieved their
quotas, though the ones that failed to increase hiring justified their inability to
meet the quota.
QUALITY PRODUCTS AND SERVICES WITH POSITIVE
SOCIAL IMPACTS
The chapter on safe and innovative roads specifies the headway made in
developing products and services with positive social impacts. Work should
continue to develop specific tracking indicators for these actions.
GRI SRS: 103-3, 202-1, 401-3, 405-1, 405-2
142 | 143
Annex | 2018 INTEGRATED ANNUAL REPORT Abertis METHODOLOGY AND
INTERNATIONAL EQUIVALENCES
PREPARATION METHODOLOGY
STANDARDS AND PRINCIPLES
The Annexe to the CSR Master Plan expands upon the level of detail in the
information regarding the Group's nonfinancial performance in 2018 included in
the 2018 Integrated Annual Report (IAR). The preparation of the IAR and Annexe is
a shared endeavour and fulfils the requirements and recommendations included in
the following benchmark international standards:
• 2016 Sustainability Reporting Standards (SRS) of the Global Reporting Initiative
(GRI) for the comprehensive option.
• Communication on Progress (COP) reporting policy of the UN Global Compact.
• International Integrated Reporting Framework promoted by the International
Integrated Reporting Council (IIRC).
• Stakeholder engagement accountability principles.
• UN Sustainable Development Goals.
The methodology used is compliant with the requirements of Spain's new
nonfinancial reporting law that entered into force in 2018 as a transposition of the
EU Nonfinancial Reporting Directive. Nonfinancial reporting is thus published in a
concentrated way in the IAR and the CSR Master Plan Tracking Annexe at the same
time and manner as the Group's Annual Financial Statements.
GRI 101 (Foundation) presents the reporting principles for defining report content
and quality. Our management and accountability procedures related to the
content of the IAR and CSR Master Plan Tracking Annexe are focused on securing
compliance with GRI principles and primarily include:
• Mechanisms for managing and tracking environmental, social and governance
impacts in place at the companies making up the Group linked to the
deployment of valid policies.
• Direct involvement of the persons responsible for managing and tracking the
environmental, social and governance dimensions at preparing the content.
• Regular tracking and monitoring of nonfinancial information during the year.
• Use of nonfinancial information management and collection technological
systems.
GRI SRS: 101, 102-54
PRINCIPLES FOR DEFINING CONTENTS ACCORDING TO THE GRI
Stakeholder engagement
Sustainability context
Materiality
Completeness
• Continued involvement
• Materiality analysis
• Local-level data
• Global management approach
• Formal analysis
• Approval of topics
• Sufficient information
• Decision-making
PRINCIPLES FOR ENSURING INFORMATION QUALITY ACCORDING TO THE GRI
Balance
Comparability, accuracy and reliability
Timeliness
Clarity
• Performance for the year
• Neutral treatment
• Traceability and analysis
• External review
• Timely and proper annual publication
with economic-financial information.
• Information synthesis
• Conservation of structure
The reference indicated in the GRI Content Index corresponds firstly to the paging
of the Integrated Annual Report and then to other publications indicated with the
corresponding initials:
• 2018 Consolidated Annual Financial Statements and Management Report
• 2018 Annual Corporate Governance Report (ACGR)
• 2018 Carbon Disclosure Project Questionnaire (CDP, corresponding to 2017,
published in 2018).
The reference indicated in the GRI Content Index corresponds mostly to the paging
of the Annexe, according to page references to the IAR and other publications
indicated with the corresponding initials.
SCOPE OF THE INFORMATION
The non-financial information contemplates 97.8% of the 2018 turnover of the
Group and 95% of the head count (at December 31st). The main variations that
occurred correspond to the following factors:
• Exclusion of Vianorte (Brazil) because of its handover to public authorities upon
conclusion of the concession.
GRI SRS: 101, 102-56
144 | 145
Annex | 2018 INTEGRATED ANNUAL REPORT Abertis
• Inclusion of ViaPaulista (Brazil) because of the management contract award in
2018.
• Merger of Latina Manutençao and Latina Señalizaçao into a single organisation
that entailed restructuring to adapt to the main activities of the organisation
(excluding mining activities that had been under the direct management of
Latina before that date).
The IAR "About" chapter lists companies in the Group that are included in and
excluded from the scope of the nonfinancial information.
CALCULATION METHODOLOGIES
The calculations performed and presented in the IAR and the annexe meet the
following standards:
• Calculation references in the standards listed above (mainly GRI).
• ISO 14064-1:2012, based on “The Greenhouse Gas Protocol, a Corporate
Accounting and Reporting Standard” and the criteria established in the
“Corporate Value Chain (Scope 3) Accounting and Reporting Standard” published
in 2011 by the World Resources Institute (WRI) and the World Business Council
for Sustainable Development (WBCSD), and the CDSB methodology for
calculating the carbon footprint.
• London Benchmarking Group for quantifying the contribution to the community.
In light of the shortened IAR drafting period in 2017 linked to the date of the
general meeting, 2017 data were re-expressed after the reporting was initially
closed. All re-expressions were explained in specific notes located where the re-
expressed data were published.
EXTERNAL REVIEW
Nonfinancial information in the IAR and CSR Master Plan Tracking Annexe
was externally reviewed by an independent auditor according to international
nonfinancial information audit standards (primarily ISAE 3000). The external review
report included in the CSR Master Plan Tracking Annexe and notes arising from the
external review process included in the GRI content index specify the results of this
external review.
GRI SRS: 101, 102-56
146 | 147
Annex | 2018 INTEGRATED ANNUAL REPORT Abertis EXTERNAL ASSURANCE REPORT
GRI SRS: 102-56
GRI SRS: 102-56
148 | 149
Annex | 2018 INTEGRATED ANNUAL REPORT Abertis EXTERNAL ASSURANCE REPORT
GRI SRS: 102-56
GRI SRS: 102-56
150 | 151
Annex | 2018 INTEGRATED ANNUAL REPORT Abertis GRI CONTENT INDEX
FOUNDATION AND GENERAL DISCLOSURES
GENERAL DISCLOSURES
PAGE/DIRECT ANSWER
OMISSIONS
EXTERNAL
ASSURANCE
GRI 101 Foundation 2016
101 Principles
145
√ - 148-151
GRI 102 General disclosures 2016
Organizational profile
102-1 Name of the organization
Abertis Infraestructuras S.A.
102-2 Activities, brands, products, and services
16-17
102-3 Location of headquarters
Avenida Pedralbes, 17, Barcelona
102-4 Location of operations
102-5 Ownership and legal form
102-6 Markets served
102-7 Scale of the organization
26-36
76-77
20-21, 26-36
10-11
102-8 Information on employees and other workers
137, 139-140
102-9 Supply chain
102-10 Significant changes to the organization and its
supply chain
90-91; Content note (a)
20-21, 76-77, 110-111
102-11 Precautionary Principle or approach
23, 46-47
102-12 External initiatives
102-13 Membership of associations
Strategy
102-14 Statement from senior decision-maker
52-53, 57, 106-107, 112, 144;
Content note (b)
86
8-9
102-15 Key impacts, risks, and opportunities
8-9, 18-25, 44-47
Ethics and integrity
102-16 Values, principles, standards, and norms of behaviour
16-17, 44-45
102-17 Mechanisms for advice and concerns about ethics
44-45
Governance
102-18 Governance structure
102-19 Delegating authority
GRI SRS: 102-55
40
40-41
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√ - 148-151
√ - 148-151
GENERAL DISCLOSURES
PAGE/DIRECT ANSWER
OMISSIONS
EXTERNAL
ASSURANCE
102-20 Executive-level responsibility for economic,
environmental, and social topics
102-21 Consulting stakeholders on economic, environmental,
and social topics
102-22 Composition of the highest governance body and its
committees
102-23 Chair of the highest governance body
23
110-112
40
40
102-24 Nominating and selecting the highest governance
body
Content note (c);
ACGR Chapters C.1.5, C.2
102-25 Conflicts of interest
44-45; ACGR Chapter D
102-26 Role of highest governance body in setting
purpose, values, and strategy
20-25, 40-41
102-27 Collective knowledge of highest governance body
40-41, Coporate website (Board)
102-28 Evaluating the highest governance body’s
performance
There are no formal policies
regarding this topic.
102-29 Identifying and managing economic,
environmental, and social impacts
20-25, 44-47, 110-112
102-30 Effectiveness of risk management processes
44-47
102-31 Review of economic, environmental, and social topics
23, 44-47
102-32 Highest governance body’s role in sustainability
reporting
102-33 Communicating critical concerns
102-34 Nature and total number of critical concerns
102-35 Remuneration policies
102-36 Process for determining remuneration
102-37 Stakeholders’ involvement in remuneration
106
44-45
44-45
Content note (d)
Content note (d)
Stakeholders' involvement in
remuneration is not considered.
102-38 Annual total compensation ratio
Content note (e)
102-39 Percentage increase in annual total compensation
ratio
Content note (e)
Stakeholder engagement
102-40 List of stakeholder groups
102-41 Collective bargaining agreements
GRI SRS: 102-55
110
140
It is not currently possible
to publish the ratio itemised
by country owing to reasons
of confidentiality, since the
salaries of the highest paid in-
dividuals in the other countries
are not public information.
√ - 148-151
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√ - 148-151
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√ - 148-151
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152 | 153
Annex | INTEGRATED ANNUAL REPORT 2018 Abertis GENERAL DISCLOSURES
PAGE/DIRECT ANSWER
OMISSIONS
102-42 Identifying and selecting stakeholders
102-43 Approach to stakeholder engagement
102-44 Key topics and concerns raised
Reporting practice
110
110-111
111-112
102-45 Entities included in the consolidated financial
statements
107; CAA Annexes I to III
102-46 Defining report content and topic Boundaries
106-107, 110-112
102-47 List of material topics
112
102-48 Restatements of information
107; These have been indicated
in direct notes in each case.
102-49 Changes in reporting
106-107
102-50 Reporting period
1 January to 31 December 2018
102-51 Date of most recent report
Financial year 2017, published
in 2018.
102-52 Reporting cycle
Annual
102-53 Contact point for questions regarding the report
Email:
sostenibilidad@abertis.com
or by post addressed to the
headquarters, for the attention
of Zaida Ferrero.
102-54 Claims of reporting in accordance with the GRI
Standards
102-55 GRI content index
102-56 External assurance
106
152
147-151
EXTERNAL
ASSURANCE
√ - 148-151
√ - 148-151
√ - 148-151
√ - 148-151
√ - 148-151
√ - 148-151
√ - 148-151
√ - 148-151
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√ - 148-151
GRI SRS: 102-55
ECONOMIC MATERIAL TOPICS
STANDARD
PAGE
OMISSIONS
EXTERNAL
ASSURANCE
GRI 103 Management Approach 2016
Linked to Economic Performance (201), Market Presence (202), Indirect Economic Impacts (203), Procurement Practices (204),
Anti-corruption (205) and Anti-competitive Behavior (206),
103-1 Explanation of the material topic and its Boundaries
110-114, Content note (f)
103-2 The management approach and its components
20-23, 78-79, 115, 131
103-3 Evaluation of the management approach
24-25, 44-45, 50-63, 78-79, 90-
91, 99, 102-103
GRI 201 Economic Performance 2016
201-1 Direct economic value generated and distributed
99
201-2 Financial implications and other risks and
opportunities due to climate change
46-47; CDP 2018 Section C2
201-3 Defined benefit plan obligations and other
retirement plans
Content note (g); CAA Note 20,
section (i)
201-4 Financial assistance received from government
CAA Note 9 (Other information
- capital subsidies)
GRI 202 Market Presence 2016
202-1 Ratios of standard entry level wage by gender
compared to local minimum wage
202-2 Proportion of senior management hired from the
local community
GRI 203 Indirect Economic Impacts 2016
143
92
203-1 Infrastructure investments and services supported
50-63, 73
203-2 Significant indirect economic impacts
50-63, 99
GRI 204 Procurement Practices 2016
204-1 Proportion of spending on local suppliers
90, 132
GRI 205 Anti-corruption 2016
205-1 Operations assessed for risks related to corruption
44-47, 116-117
205-2 Communication and training about anti-
corruption policies and procedures
45, 116-117
205-3 Confirmed incidents of corruption and actions taken
Content note (h)
GRI 206 Anti-competitive Behavior 2016
206-1 Legal actions for anti-competitive behavior, anti-
trust, and monopoly practices
No legal actions were made in
this regard.
The quantitative data on the
number and percentage of sites
that have been evaluated in
this regard are not applicable,
since the risk analysis is corpo-
rate and includes 100% of all
activities, even if these are not
conducted in specific centres.
√ - 148-151
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GRI SRS: 102-55
154 | 155
Annex | INTEGRATED ANNUAL REPORT 2018 Abertis ENVIRONMENTAL MATERIAL TOPICS
STANDARD
PAGE
OMISSIONS
EXTERNAL
ASSURANCE
GRI 103 Management Approach 2016
Linked to: Materials (301), Energy (302), Water (303), Biodiversity (304), Emissions (305), Effluents and Waste (306),
Environmental Compliance (307), Supplier Environmental Assessment (308)
103-1 Explanation of the material topic and its
Boundaries
110-114; Content note (f)
103-2 The management approach and its components
20-23, 80-81, 118, 131
103-3 Evaluation of the management approach
24-25, 58-63, 81-85, 102-103,
119-121, 127, 130, 133
GRI 301 Materials 2016
301-1 Materials used by weight or volume
301-2 Recycled input materials used
301-3 Reclaimed products and their packaging materials
GRI 302 Energy 2016
302-1 Energy consumption within the organization
302-2 Energy consumption outside of the organization
127-128
127
121-122
121-122
302-3 Energy intensity
302-4 Reduction of energy consumption
302-5 Reductions in energy requirements of products
and services
GRI 303 Water 2016
303-1 Water withdrawal by source
303-2 Water sources significantly affected by withdrawal
of water
122-125
122
122-127, 130
126
126
303-3 Water recycled and reused
Water is not recycled or reused.
GRI 304 Biodiversity 2016
304-1 Operational sites owned, leased, managed in, or
adjacent to, protected areas and areas of high biodiversity
value outside protected areas
304-2 Significant impacts of activities, products, and
services on biodiversity
133
83-84
GRI SRS: 102-55
√ - 148-151
√ - 148-151
√ - 148-151
√ - 148-151
√ - 148-151
Not applicable, as Abertis does
not produce products. This af-
fects the indicator as a whole.
---
The data on external energy
consumption are not stated
directly. At the present
moment in time, they can
be estimated on the basis of
the Scope 3 emissions. The
information systems required
are under development, with
a view to being able to publish
this information.
√ - 148-151
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√ - 148-151
---
√ - 148-151
√ - 148-151
STANDARD
PAGE
OMISSIONS
304-3 Habitats protected or restored
304-4 IUCN Red List species and national conservation
list species with habitats in areas affected by operations
83-84, 133
Content note (i)
GRI 305 Emissions 2016
305-1 Direct (Scope 1) GHG emissions
305-2 Energy indirect (Scope 2) GHG emissions
305-3 Other indirect (Scope 3) GHG emissions
305-4 GHG emissions intensity
305-5 Reduction of GHG emissions
119-121
119-121
119-121
121
121
305-6 Emissions of ozone-depleting substances (ODS)
305-7 Nitrogen oxides (NOX), sulfur oxides (SOX), and
other significant air emissions
GRI 306 Effluents and Waste 2016
No significant impacts have
been identified for these items.
133; In the cases of NOX and
SOX, direct emissions are not
significant either.
306-1 Water discharge by quality and destination
129 (Estimated data based on
discharge capacity)
306-2 Waste by type and disposal method
128-129
306-3 Significant spills
129
306-4 Transport of hazardous waste
306-5 Water bodies affected by water discharges and/
or runoff
GRI 307 Environmental Compliance 2016
307-1 Non-compliance with environmental laws and
regulations
Content note (j)
GRI 308 Supplier Environmental Assessment 2016
308-1 New suppliers that were screened using
environmental criteria
308-2 Negative environmental impacts in the supply
chain and actions taken
91
90-91, 112
No breakdown for treatment
type against waste type. We
are working towards obtaining
this information and publishing
it in future reports.
Not applicable, as no hazard-
ous waste is transported. This
applies to the indicator as a
whole.
Not applicable, owing to the
nature of Abertis’ activities.
This omission refers to the
indicator as a whole.
EXTERNAL
ASSURANCE
√ - 148-151
---
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√ - 148-151
√ - 148-151
---
---
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---
---
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√ - 148-151
GRI SRS: 102-55
156 | 157
Annex | INTEGRATED ANNUAL REPORT 2018 Abertis SOCIAL MATERIAL TOPICS
STANDARD
PAGE
OMISSIONS
EXTERNAL
ASSURANCE
GRI 103 Management Approach 2016
Linked to: Employment (401), Labour/Management Relations (402), Occupational Health and Safety (403), Training and Education
(404), Diversity and Equal Opportunities (405), Non-discrimination (406), Freedom of Association and Collective Bargaining (407),
Forced or Compulsory Labour (409), Security Practices (410), Human Rights Assessment (412), Local Communities (413), Supplier
Social Assessment (414), Public Policy (415), Customer Health and Safety (416), Marketing and Labelling (417), Customer Privacy
(418), Socioeconomic Compliance (419), Noise and Road Safety
103-1 Explanation of the material topic and its
Boundaries
110-114, Content note (f)
103-2 The management approach and its components
103-3 Evaluation of the management approach
20-23, 50-52, 57-59, 64-65, 86-
87, 90, 92, 94-98, 131, 134
24-25, 53-57, 60-63, 66-67, 88-
89, 91, 93, 95-98, 102-103, 132,
135-143
GRI 401 Employment 2016
401-1 New employee hires and employee turnover
139-140
401-2 Benefits provided to full-time employees that are
not provided to temporary or part-time employees
Content note (k)
401-3 Parental leave
143
GRI 402 Labour/Management Relations 2016
402-1 Minimum notice periods regarding operational
changes
Content note (l)
GRI 403 Occupational Health and Safety 2016
403-1 Workers representation in formal joint
management–worker health and safety committees
98
403-2 Types of injury and rates of injury, occupational
diseases, lost days, and absenteeism, and number of
work-related fatalities
96-97, 137-138
403-3 Workers with high incidence or high risk of dis-
eases related to their occupation
Content note (m)
403-4 Health and safety topics covered in formal agree-
ments with trade unions
GRI 404 Training and Education 2016
404-1 Average hours of training per year per employee
404-2 Programs for upgrading employee skills and
transition assistance programs
404-3 Percentage of employees receiving regular
performance and career development reviews
GRI 405 Diversity and Equal Opportunities 2016
96-97
141
94-95
141
405-1 Diversity of governance bodies and employees
40-41, 92-93
405-2 Ratio of basic salary and remuneration of women
to men
142
GRI SRS: 102-55
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STANDARD
PAGE
OMISSIONS
GRI 406 Non-discrimination 2016
406-1 Incidents of discrimination and corrective actions
taken
None were identified.
GRI 407 Freedom of Association and Collective Bargaining 2016
407-1 Operations and suppliers in which the right to free-
dom of association and collective bargaining may be at risk
None were identified.
EXTERNAL
ASSURANCE
√ - 148-151
√ - 148-151
GRI 409 Forced or Compulsory Labour 2016
409-1 Operations and suppliers at significant risk for
incidents of forced or compulsory labour
GRI 410 Security Practices 2016
410-1 Security personnel trained in human rights policies
or procedures
None were identified.
√ - 148-151
√ - 148-151
The exact data linked to the
percentage of security personnel
is not currently available. We are
in the process of developing the
information systems required in
order to be able to publish this
information as of 2017.
GRI 412 Human Rights Assessment 2016
412-1 Operations that have been subject to human
rights reviews or impact assessments
412-2 Employee training on human rights policies or
procedures
412-3 Significant investment agreements and contracts
that include human rights clauses or that underwent
human rights screening
GRI 413 Local Communities 2016
117
95
Significant investment
agreements subject to Human
Rights review aspects were
not produced.
413-1 Operations with local community engagement,
impact assessments, and development programs
413-2 Operations with significant actual and potential
negative impacts on local communities
87-89, 132
Content note (f)
GRI 414 Supplier Social Assessment 2016
414-1 New suppliers that were screened using social
criteria
414-2 Negative social impacts in the supply chain and
actions taken
GRI 415 Public Policy 2016
91
90-91, 112
415-1 Political contributions
Content note (n)
GRI 416 Customer Health and Safety 2016
416-1 Assessment of the health and safety impacts of
product and service categories
50-57, 135-136
416-2 Incidents of non-compliance concerning the
health and safety impacts of products and services
There were no incidents of
this type.
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GRI SRS: 102-55
158 | 159
Annex | INTEGRATED ANNUAL REPORT 2018 Abertis STANDARD
PAGE
OMISSIONS
EXTERNAL
ASSURANCE
GRI 417 Marketing and Labelling 2016
417-1 Requirements for product and service information
and labelling
64-67
417-2 Incidents of non-compliance concerning product
and service information and labelling
There were no incidents of this
type.
417-3 Incidents of non-compliance concerning marketing
communications
There were no incidents of this
type.
GRI 418 Customer Privacy 2016
418-1 Substantiated complaints concerning breaches of
customer privacy and losses of customer data
No complaints were received in
this regard.
GRI 419 Socioeconomic Compliance 2016
419-1 Non-compliance with laws and regulations in the
social and economic area
Content note (o)
Noise
Number of toll road kilometres that have been subject to
noise impact evaluations
Road safety
Fatality index
Accident index
Content notes
84
136
136
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---
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a) The 2015 CSR Report contains details on the organisation's value chain with additional information on the content presented in the 2018 IAR, since they remain valid, and
considering all changes described in the report. [GRI SRS 102-9]
b) In addition to the ones mentioned in the IAR and annexe, Abertis is a member of the Global Reporting Initiative (Gold Community) and Carbon Disclosure Project (contributor).
[GRI SRS 102-12]
c) Refer to the "Reports of the Board of Directors justifying director appointments" in the documentation of the 2018 Extraordinary General Meeting for further information.
[GRI SRS 102-24]
d) Refer to the "Report of the Appointments and Remuneration Committee regarding the proposal to modify the Remuneration Policy" in the documentation of the 2018
Extraordinary General Meeting for further information. [GRI SRS 102-35]
e) The ratio (annual total compensation ratio) between the remuneration of the individual holding the office of Chief Executive Officer and the average remuneration in Spain is
37.8 for 2018. This ratio was calculated using the percentual mean of wages and salaries, bonuses and incentives, other salary components accrued in the year and December
31st staff at Spanish companies. The figure of highest-paid individual was calculated considering the total cash remuneration in each year, excluding life insurance premiums,
contributions to pension/retirement funds or other long-term savings systems. The variation percentage between years has not been reported as data is not comparable to
previous years due to organizational and governance changes. [GRI SRS 102-38 and 102-39]
f) The 2015 CSR Report contains details on the conducted materiality analysis and, given that they remain valid, explain the content of the 2018 IAR further.
[GRI SRS 103-1, 413-2]
g) The head office and toll roads in France, Spain and Puerto Rico contribute to the pension plans for workers, whose funds are managed by the corresponding committees in each
country. [GRI SRS 201-3]
h) There were a total of 5 communications during the year concerning noncompliance with the code of ethics in connection with matters of corruption, together with 2
communications that were pending from the previous year. After the appropriate investigations were made, 3 of them were dismissed, in 2 cases the corresponding disciplinary
GRI SRS: 102-55
steps were taken accordingly and the remaining cases are still pending on resolution. [GRI SRS 205-3]
i) Brazilian toll roads have the following species included on the IUCN Red List, according to their risk level. Endangered (EN): Amazona vinacea, Jibóia-amarela and Callithrix
aurita. Vulnerable (VU): Leopardus tigrinus, Tamandua tetradactyla, Mazama bororo, Tayassu pecari, Tapirus terrestris, Alouatta guariba, Cobra veadeira (Amazon tree boa) and
Hydromedusa maximilian. Least Concern (LC): Trogon rufus, Leopardus pardalis, Puma concolor, Chironectes minimus, Alouatta guariba, Cabassous, Guaribai and Jaguarundi. Near
Threatened (NT): Leopardus wiedii, Chrysocyon brachyurus, Lutrinae and Panthera onca. Data Deficient (DD): Agouti and Mazama americana. In addition to other species of flora
and fauna, including yet not restricted to otters, Crypturellus undulatus adspersus, jaguars, Tinamous, Atlantic Forest Alouatta, etc. Spanish toll roads have 10 species of animals on
the IUCN Red List. [GRI SRS 304-4]
j) Five environment-related fines were received in 2018. A €1,104 fine in Spain was redress for damages caused when pruning and clearing a wooded area in a roadside public zone,
and the rest were in Brazil, amounting to €240,490.20 for failure to satisfy certain conditions related to suppressing vegetation and the availability of extra material.
[GRI SRS 307-1]
k) The social benefits do not differ in terms of working day type. [GRI SRS 401-2]
l) The minimum notice is 30 days for all countries with the exception of Chile (45 days) and France (depending on consultation period with corresponding entities). [GRI SRS 402-1]
m) No such diseases were detected. [GRI SRS 403-3]
n) No contributions of this sort are made. Abertis is listed on the EU Transparency Register. [GRI SRS 415-1]
o) Several social-economic fines were received in 2018, namely: two fines in France amounting to €9,000 related to occupational risk prevention, and four in Brazil amounting to
€1,970,138 in connection with infrastructure operation and maintenance matters (corresponding to proceedings of historic noncompliance). [GRI SRS 419-1]
GRI SRS: 102-55
160 | 161
Annex | INTEGRATED ANNUAL REPORT 2018 Abertis LINKS WITH THE TEN PRINCIPLES OF
THE UN GLOBAL COMPACT (2000)
UN GLOBAL COMPACT PRINCIPLES
EQUIVALENCE WITH GRI GUIDELINES (G4)
Human Rights
Principle 1. Businesses should support and respect the protection
of internationally proclaimed human rights.
Sub-category Human Rights: all Aspects.
Sub-category Society: Local Communities.
Principle 2. Businesses should make sure they are not complicit in
human rights abuses.
Sub-category Human Rights: all Aspects.
Labour
Principle 3. Businesses should uphold the freedom of association
and the effective recognition of the right to collective bargaining.
G4-11
Sub-category Labour Practices and Decent Work: Labour/Management
relations.
Sub-category Human Rights: Freedom of Association and Collective
Bargaining
Principle 4. Businesses should uphold the elimination of all forms
of forced and compulsory labour.
Sub-category Human Rights: Forced and Compulsory Labour.
Principle 5. Businesses should uphold the effective abolition of
child labour.
Sub-category Human Rights: Child Labour.
Principle 6. Businesses should uphold the elimination of
discrimination in respect of employment and occupation.
G4-10
Sub-category Labour Practices and Decent Work: all aspects.
Sub-category Human Rights: Non-discrimination.
Environment
Principle 7. Businesses should support a precautionary approach
to environmental challenges.
Category Environmental: all Aspects.
Principle 8. Businesses should undertake initiatives to promote
greater environmental responsibility.
Category Environmental: all Aspects.
Principle 9. Businesses should encourage the development and
diffusion of environmentally friendly technologies.
Category Environmental: all Aspects.
Principle 10. Businesses should work against corruption in all its
forms, including extortion and bribery.
Sub-category Society: Anti-corruption and Public Policy.
LINKS WITH OECD GUIDELINES FOR
MULTINATIONAL ENTERPRISES (2011)
OECD GUIDELINES
IV. Human Rights
V. Employment and Industrial Relations
VI. Environment
VII. Combating Bribery, Bribe Solicitation and
Extortion
EQUIVALENCE WITH GRI GUIDELINES (G4)
Sub-category Human Rights: all Aspects.
Sub-category Society: Local Communities, Supplier Assessment for Impacts on
Society, Grievance Mechanisms for Impacts on Society.
G4-11
Category Economic: Economic Performance.
Sub-category Labour Practices and Decent Work: all Aspects.
Sub-category Human Rights: Non-discrimination, Freedom of Association and
Collective Bargaining, Child Labour and Forced and Compulsory Labour.
Sub-category Society: Local Communities.
Category Environmental: all Aspects.
Sub-category Labour Practices and Decent Work: Occupational Health and Safety,
and Training and Education.
Sub-category Society: Local Communities, Supplier Assessment for Impacts on
Society, Grievance Mechanisms for Impacts on Society.
Sub-category Product Responsibility: Customer Health and Safety.
Sub-category Labour Practices and Decent Work: Labour Practices Grievance
Mechanisms.
Sub-category Society: Anti-corruption, Public Policy, Supplier Assessment for Impacts
on Society, Grievance Mechanisms for Impacts on Society.
VIII. Consumer Interests
Sub-category Product Responsibility: all Aspects.
IX. Science and Technology
None.
X. Competition
XI. Taxes
Sub-category Society: Anti-competitive Behavior, Compliance, Supplier Assessment for
Impacts on Society, Grievance Mechanisms for Impacts on Society.
Category Economic: Economic Performance.
Sub-category Society: Anti-competitive Behavior, Compliance.
LINKS WITH UN GUIDING PRINCIPLES ON BUSINESS AND HUMAN RIGHTS (2011)
EQUIVALENCE WITH GRI CONTENT INDEX (G4)
General Standard Disclosures
Strategy and Analysis: G4-1.
Governance: G4-45, G4-46 y G4-47.
Specific Standard Disclosures
Disclosures on Management Approach: G4-DMA.
Category Environmental: Supplier Environmental Assessment (G4-EN32, G4-EN33, Aspect-specific DMA Guidance) and Environmental
Grievance Mechanisms (G4-EN34, Aspect-specific DMA Guidance).
Category Social – Sub-category Labour Practices and Decent Work: Supplier Assessment for Labour Practices (G4-LA14, G4-LA15, Aspect-
specific DMA Guidance) and Labour Practices Grievance Mechanisms (G4-LA16, Aspect-specific DMA Guidance).
Category Social – Sub-category Human Rights: all disclosures.
Category Social – Sub-category Society: Supplier Assessment for Impacts on Society (G4-SO9, G4-SO10, Aspect-specific DMA Guidance) and
Grievance Mechanisms for Impacts on Society (G4-SO11, Aspect-specific DMA Guidance).
162 | 163
Annex | INTEGRATED ANNUAL REPORT 2018 Abertis LINKS WITH SUSTAINABLE DEVELOPMENT GOALS (2017)
Based on a document produced by the GRI in the context of the SDG Compass project, the following table of
equivalences was created with the material aspects identified in the report.
SUSTAINABLE DEVELOPMENT GOALS
TOPIC
EQUIVALENCE WITH THE GRI
(SRS)
5. Achieve gender equality and empower
all women and girls.
Economic inclusion
Equal pay between men and women
103-2
202-1, 405-2
Gender equality
401-1, 404-1, 404-3, 405-1
Investments in infrastructure
201-1, 203-1
Non-discrimination
Parental leave
Female leadership
406-1
401-3
102-22, 102-24, 405-1
Workplace violence and harassment
414-1, 414-2
8. Promote inclusive and sustainable
economic growth, employment and
decent work for all.
Change the productivity of organisations, sectors of
activity or the whole economy
Diversity and equal opportunities
203-2
405-1
Income, salaries and benefits
202-1, 401-2
Economic inclusion
Economic performance
Elimination of forced labour
Employee training
Employment
Energy efficiency
Equal pay between men and women
Freedom of collective association
Indirect impacts on job creation
Jobs supported in the supply chain
Labour practices in the supply chain
Company/worker relations
Material efficiency
Non-discrimination
103-2
201-1
409-1
404-1, 404-2, 404-3
102-8, 202-2, 401-1
302-1, 302-2, 302-3, 302-4, 302-5
405-2
102-41, 407-1
203-2
203-2
414-1, 414-2
402-1
301-1, 301-2
406-1
Occupational health and safety
403-1, 403-2, 403-3, 403-4
Parental leave
Efficiency in product and service resources
Water efficiency
Youth employment
9. Building resilient infrastructures,
promoting inclusive and sustainable
industrialisation and encouraging
innovation.
Investments in infrastructure
Research and development
401-3
301-3
303-3
401-1
201-1, 203-1
201-1
SUSTAINABLE DEVELOPMENT GOALS
TOPIC
EQUIVALENCE WITH THE GRI
(SRS)
10. Reduce inequality within and among
countries.
11. Make cities inclusive, safe, resilient
and sustainable.
12. Ensure sustainable consumption and
production patterns
13. Take urgent action to combat climate
change and its impacts.
Economic development of areas with high poverty
Equal pay between men and women
Direct foreign investment
Investments in infrastructure
Sustainable transport
Air quality
Energy efficiency
Environmental investments
Material efficiency and recycling
Acquisition practices
Product and service information and labelling
Product and service resource efficiency
Spillages
Transport
Waste
Water efficiency
Water quality
Energy efficiency
Environmental investments
Greenhouse gas emissions
203-2
405-2
203-2
203-1
203-1
305-1, 305-2, 305-3, 305-6, 305-7
302-1, 302-2, 302-3, 302-4, 302-5
103 (305, 306, 307)
301-1, 301-2
204-1
417-1
301-3
306-3
302-1, 302-2, 305-1, 305-2, 305-3
306-2, 306-4
303-3
306-1
302-1, 302-2, 302-3, 302-4, 302-5
103 (305, 306, 307)
305-1, 305-2, 305-3, 305-4, 305-5,
305-6, 305-7
Climate change risks and opportunities
201-2
16. Promote just, peaceful and inclusive
societies for sustainable development,
the provision of access to justice for
all, and building effective, accountable
institutions at all levels.
Anticorruption
Compliance with laws and regulations
Effectiveness, accountability and transparency in
governance
Ethical and legal behaviour
Complaints mechanisms
Inclusive decision making
Non-discrimination
Protection of privacy
Security
Workplace violence and harassment
Direct foreign investment
17. Strengthen the means of implemen-
tation and revitalize the global partner-
ship for sustainable development.
205-1, 205-2, 205-3, 415-1
307-1, 206-1, 419-1, 416-2, 417-1,
417-2, 418-1, 419-1
102-23, 102-25
102-16, 102-17
103-2
102-21, 102-22, 102-24, 102-29,
102-37
406-1
418-1
410-1
414-1, 414-2
203-2
164 | 165
Annex | INTEGRATED ANNUAL REPORT 2018 Abertis EQUIVALENCES WITH THE NONFINANCIAL REPORTING ACT (SPANISH LAW 11/2018)
Following the GRI's indications in the document 'Linking GRI Standards and the EU Directive on nonfinancial and
diversity disclosure' and the included linkage tables, the following is a summary of the main relations between the
requirements under the Nonfinancial Reporting Act (Spanish Law 11/2018) (NFA 11/2018) and the contents of the
GRI Sustainability Reporting Standards (SRS).
NFA 11/2018
BUSINESS MODEL
Description of the Group's business model
RELEVANT GRI STANDARDS AND DISCLOSURES
Brief description of the group's business model, including its business
environment, organisation and structure, markets where it operates,
objectives and strategies, and main trends and factors that could affect
its future development.
GRI 102-2 Activities, brands, products and services
GRI 102-4 Location of operations
GRI 102-6 Markets served
GRI 102-15 Key impacts, risks and opportunities
GRI 102-7 Scale of the organisation
ENVIRONMENTAL MATTERS
Policies
Policies applied by the group, including due diligence procedures
for identifying, assessing, preventing and mitigating risks and significant
impacts, verification and control, and the measures adopted
GRI 103-2 Management approach and its components (linked to
GRI 300)
GRI 103-3 Evaluation of the management approach
Principal risks
Principal risks related to those matters linked to the group’s operations
including, where relevant and proportionate, its business relationships,
products or services which are likely to cause adverse impacts in those
areas, and how the group manages those risks, explaining the procedures
employed to detect and assess them according to national, European or
international frameworks for each matter. Information should be included
on detected impacts, providing a breakdown on them, particularly for
short, medium and long-term principal risks
General
Current and expected effects of the company's activities on the
environment and, where pertinent, health and safety
Environmental assessment or certification procedures
Resources dedicated to environmental risk prevention
GRI 102-15 Key impacts, risks and opportunities
GRI 102-11 Precautionary principle or approach
GRI 102-30 Effectiveness of risk management processes
GRI 201-2 Financial implications and other risks and opportunities
due to climate change
GRI 102-15 Key impacts, risks and opportunities
GRI 102-29 Identifying and managing economic, environmental
and social impacts
GRI 102-31 Review of economic, environmental and social topics
GRI 102-11 Precautionary principle or approach
GRI 102-29 Identifying and managing economic, environmental
and social impacts
GRI 102-30 Effectiveness of risk management processes
GRI 102-29 Identifying and managing economic, environmental
and social impacts
Application of the precautionary principle
GRI 102-11 Precautionary principle or approach
Provisions and guarantees for environmental risks
GRI 307-1 Noncompliance with environmental laws and regulations
Pollution
Measures to prevent, reduce or repair carbon emissions that severely
affect the environment, taking into account any form of air pollution
specific to an activity, including noise and light pollution.
Circular economy and waste prevention and management
Measures for prevention, recycling, reuse and other ways
of recovering and eliminating waste. Actions to limit
food waste.
GRI 103-2 Management approach (linked to GRI 302 and 305)
GRI 302-4 Reduction of energy consumption
GRI 302-5 Reductions in energy requirements of products and
services
GRI 305-5 Reduction of GHG emissions
GRI 305-7 Nitrogen oxides (NOX), sulphur oxides (SOX) and
other significant air emissions
GRI 103-2 Management approach (linked to GRI 306)
GRI 301-1 Materials used by weight or volume
GRI 301-2 Recycled input materials used
GRI 301-3 Reclaimed products and their packaging materials
GRI 303-3 Water recycled and reused
GRI 306-1 Water discharge by quality and destination
GRI 306-2 Waste by type and disposal method
GRI 306-3 Significant spills
NFA 11/2018
Sustainable use of resources
Water consumption and supply according to local limitations
Consumption of raw materials and measures adopted to improve
efficiency in their use
Energy: Consumption, direct and indirect; measures taken to improve
energy efficiency, use of renewable energies.
Climate change
Greenhouse Gas Emissions
The measures adopted to adapt to the consequences of Climate Change
Voluntary medium and long-term GHG emissions reduction goals and
measures implemented for that purpose
Protection of biodiversity
Measures taken to preserve or restore biodiversity
Impacts caused by activities or operations in protected areas
INFORMATION ON SOCIAL AND EMPLOYEE-RELATED MATTERS
Policies
RELEVANT GRI STANDARDS AND DISCLOSURES
GRI 303-1 Water withdrawal by source
GRI 303-2 Water sources significantly affected by withdrawal
of water
GRI 303-3 Water recycled and reused
GRI 103-2 Management approach (linked to GRI 301)
GRI 301-1 Materials used by weight and volume
GRI 301-2 Recycled input materials used
GRI 301-3 Reclaimed products and their packaging materials
GRI 102-2 Management approach (linked to GRI 302 Energy)
GRI 302-1 Energy consumption within the organization (electricity
from renewable and non-renewable sources)
GRI 302-2 Energy consumption outside of the organization
GRI 302-3 Energy intensity
GRI 302-4 Reduction of energy consumption
GRI 302-5 Reductions in energy requirements of products and
services
GRI 305-1 Direct (Scope 1) GHG emissions
GRI 305-2 Indirect (Scope 2) GHG emissions
GRI 305-3 Other indirect (Scope 3) GHG emissions
GRI 305-4 GHG emissions intensity
GRI 102-15 Key impacts, risks and opportunities
GRI 103-2 Management approach (linked to GRI 305)
GRI 201-2 Financial implications and other risks and opportunities
due to climate change
GRI 305-5 Reduction of GHG emissions
GRI 103-2 Management approach (linked to GRI 305-5 GHG
emissions reduction)
GRI 103-2 Management approach (linked to GRI 305)
GRI 304-3 Habitats protected or restored
GRI 304-1 Operational sites owned, leased, managed in, or
adjacent to, protected areas and areas of high biodiversity value
outside protected areas
GRI 304-2 Significant impacts of activities, products and services
on biodiversity
GRI 304-4 IUCN Red List species and national conservation list
species with habitats in areas affected by operations
Policies applied by the group, including the due diligence procedures for
identifying, assessing, preventing and mitigating risks and significant
impacts, verification and control, and the measures adopted
GRI 103-2 Management approach and its components (linked to
GRI 400)
GRI 103-3 Evaluation of the management approach
GRI 102-35 Remuneration policies
Principal risks
Principal risks related to those matters linked to the group’s operations
including, where relevant and proportionate, its business relationships,
products or services which are likely to cause adverse impacts in those
areas, and how the group manages those risks, explaining the procedures
employed to detect and assess them according to national, European or
international frameworks for each matter. Information should be included
on detected impacts, providing a breakdown on them, particularly for
short, medium and long-term principal risks.
GRI 102-15 Key impacts, risks and opportunities
GRI 102-30 Effectiveness of risk management processes
166 | 167
Annex | INTEGRATED ANNUAL REPORT 2018 Abertis EQUIVALENCES WITH THE NONFINANCIAL REPORTING ACT (SPANISH LAW 11/2018)
NFA 11/2018
Employment
RELEVANT GRI STANDARDS AND DISCLOSURES
Total number and distribution of employees by gender, age, country and
professional category
GRI 102-7 Scale of the organisation
GRI 102-8 Information on employees and other workers
GRI 405-1. b) Percentage of employees per employee category in
each of the following diversity categories: gender and age group
Total number and distribution of employment contract types
GRI 102-8 Information on employees and other workers
Annual average for indefinite, temporary and part-time contracts by
gender, age and professional classification
Number of dismissed workers by gender, age and professional category
Average remuneration and trends broken down by gender, age and
professional classification or equal value
Salary gap
Remuneration of equal jobs or society average
The average remuneration of board directors, executives and managers,
including variable remuneration, allowances, compensation, payment
into retirement and long-term savings plans, and any other consideration
broken down by gender
Implementation of labour disconnection measures
Employees with disabilities
Organisation of work
Organisation of working hours
Absenteeism hours
Measures in place to simplify work-life/family balance and foster a joint
responsibility thereof by both parents
Health and safety
Occupational health & safety conditions
Work-related (frequency and severity) broken down by gender
Occupational diseases (frequency and severity) broken down by gender
Social relations
Organisation of social dialogue, including procedures for informing,
consulting and negotiating with personnel
GRI 102-8 Information on employees and other workers
GRI 401-1.b) Total number and rate of employee turnover during
the reporting period, by age group, gender and region.
GRI 405-2 Ratio of basic salary and remuneration of women
to men
GRI 405-2 Ratio of basic salary and remuneration of women to men
GRI 202-1 Ratios of standard entry level wage by gender compa-
red to local
GRI 102-35 Remuneration policies
GRI 102-36 Process for determining remuneration (for
management approach)
GRI 201-3 Defined benefit plan obligations and other
retirement plans
GRI 402-1 Minimum notice periods regarding operational changes
GRI 404-2 Programmes for upgrading employee skills and
transition assistance programmes
GRI 405-1 Diversity of governance bodies and employees
GRI 102-8. c) Total number of employees by employment type
(full-time and part-time) and gender
GRI 403-2 Types of injury and rates of injury, occupational
diseases, lost days, and absenteeism, and number of work-related
fatalities (section A)
GRI 401-3 Parental leave
GRI 103-2 Management approach (linked to GRI 401)
GRI 103-2 Management approach (linked to GRI 403 Health and
Safety)
GRI 403-2 Types of injury and rates of injury, occupational
diseases, lost days, and absenteeism, and number of work-related
fatalities (section A)
GRI 403-3 Workers with high incidence or high risk of diseases
related to their occupation
GRI 403-2 Types of injury and rates of injury, occupational
diseases, lost days, and absenteeism, and number of work-related
fatalities (section A)
GRI 403-3 Workers with high incidence or high risk of diseases
related to their occupation
GRI 102-43 Approach to stakeholder engagement (related to trade
unions and collective bargaining)
GRI 402-1 Minimum notice periods regarding operational changes
GRI 403-1 Workers representation in formal joint management
worker health and safety committees
Percentage of employees covered by collective bargaining agreements
per country
GRI 102-41 Collective bargaining agreements
NFA 11/2018
Balance of collective bargaining agreements, particularly in the field of
occupational health and safety
RELEVANT GRI STANDARDS AND DISCLOSURES
GRI 403-1 Workers representation in formal joint management
worker health and safety committees
GRI 403-4 Health and safety topics covered in formal agreements
with trade unions
Training
Implemented training policies
GRI 103-2 Management approach (linked to GRI 404 Training
and education)
GRI 404-2 Programmes for upgrading employee skills and
transition assistance programmes
Total amount of training hours by professional categories
GRI 404-1 Average hours of training per year per employee
Accessibility
Universal accessibility for persons with disabilities
Equality
Measures adopted to promote equal treatment and
equal opportunities for men and women
Equality plans
Measures adopted to promote employees
Protocols against sexual and gender-based assault
Universal integration and accessibility for persons with disabilities
Policy against discrimination of any sort and, where pertinent
diversity management
INFORMATION ON THE OBSERVANCE OF HUMAN RIGHTS
Policies
Policies applied by the group, including the due diligence procedures for
identifying, assessing, preventing and mitigating risks and significant
impacts, verification and control, and the measures adopted
Principal risks
Principal risks related to those matters linked to the group’s operations
including, where relevant and proportionate, its business relationships,
products or services which are likely to cause adverse impacts in those
areas, and how the group manages those risks, explaining the procedures
employed to detect and assess them according to national, European or
international frameworks for each matter. Information should be included
on detected impacts, providing a breakdown on them, particularly for
short, medium and long-term principal risks.
GRI 103-2 Management approach (linked to GRI 405 Diversity
and equal opportunity and GRI 406 Non-discrimination)
GRI 103-2 Management approach (linked to GRI 405 Diversity
and equal opportunity)
GRI 103-2 Management approach (linked to GRI 405 Diversity
and equal opportunity and GRI 406 Non-discrimination)
GRI 103-2 Management approach (linked to GRI 401 Employment)
GRI 404-2 Programmes for upgrading employee skills and
transition assistance programmes
GRI 103-2 Management approach (linked to GRI 405 Diversity
and equal opportunity and GRI 406 Non-discrimination)
GRI 103-2 Management approach (linked to GRI 405 Diversity
and equal opportunity and GRI 406 Non-discrimination)
GRI 103-2 Management approach (linked to GRI 405 Diversity
and equal opportunity and GRI 406 Non-discrimination)
GRI 406-1 Incidents of discrimination and corrective actions taken
GRI 103-2 Management approach and its components
GRI 103-3 Evaluation of the management approach
GRI 410-1 Security personnel trained in human rights policies
or procedures
GRI 412-2 Employee training on human rights policies or
procedures
GRI 102-15 Key impacts, risks and opportunities
GRI 102-30 Effectiveness of risk management processes
168 | 169
Annex | INTEGRATED ANNUAL REPORT 2018 Abertis EQUIVALENCES WITH THE NONFINANCIAL REPORTING ACT (SPANISH LAW 11/2018)
NFA 11/2018
Human rights
Application of human rights due diligence procedures
Prevention of human rights infringement risks and, where necessary,
measures to mitigate, manage and remedy potential abuses
Complaints or whistleblowing on human rights infringements
RELEVANT GRI STANDARDS AND DISCLOSURES
GRI 103-2 Management approach (linked to GRI 412 Humans
Rights Assessment)
GRI 414-2 Negative social impacts in the supply chain and
actions taken
GRI 103-2 Management approach (linked to GRI 412 Humans
Rights Assessment)
GRI 412-1 Operations that have been subject to human rights
reviews or impact assessments
GRI 410-1 Security personnel trained in human rights policies
or procedures
GRI 102-17 Mechanisms for advice and concerns about ethics
(complaints received and resolution)
GRI 103-2 Management approach (linked to GRI 412 Humans
Rights Assessment)
GRI 411-1 Rights of Indigenous Peoples
GRI 419-1 Noncompliance with laws and regulations in the social
and economic area
Promotion and compliance with the provisions of the fundamental con-
ventions of the International Labour Organisation (ILO) related to respect
for the freedom of association and the right to collective bargaining, the
elimination of discrimination in employment and occupation, elimination
of forced or compulsory labour, and the effective abolition of child labour
GRI 103-2 Management approach (linked to GRI 406 Non-discri-
mination; 407 Freedom of association and collective bargaining;
408 Child labour; 409 Forced or compulsory labour and 412
Human Rights Assessment)
INFORMATION RELATED ON THE FIGHT AGAINST CORRUPTION AND BRIBERY
Policies
Policies applied by the group, including the due diligence procedures for
identifying, assessing, preventing and mitigating risks and significant
impacts, verification and control, and the measures adopted
GRI 103-2 Management approach and its components (linked
to GRI 205)
GRI 103-3 Evaluation of the management approach
GRI 205-2 Communication and training about anti-corruption
policies and procedures
Principal risks
Principal risks related to those matters linked to the group’s operations
including, where relevant and proportionate, its business relationships,
products or services which are likely to cause adverse impacts in those
areas, and how the group manages those risks, explaining the procedures
employed to detect and assess them according to national, European or
international frameworks for each matter. Information should be included
on detected impacts, providing a breakdown on them, particularly for
short, medium and long-term principal risks.
Corruption and bribery
Measures adopted to prevent corruption and bribery
GRI 102-15 Key impacts, risks and opportunities
GRI 102-30 Effectiveness of risk management processes
GRI 205-1 Operations assessed for risks related to corruption
GRI 103-2 Management approach (linked to GRI 205)
GRI 205-2 Communication and training about anti-corruption
policies and procedures
Measures to fight against money laundering
GRI 103-2 Management approach (linked to GRI 205)
NFA 11/2018
Contributions/donations to foundations and non-profit entities
RELEVANT GRI STANDARDS AND DISCLOSURES
GRI 103-2 Management approach (linked to GRI 205)
GRI 201-1 Direct economic value generated and distributed
(Investments in the community)
GRI 203-2 Significant indirect economic impacts
GRI 415-1 Political contributions
INFORMATION ON THE COMPANY
Policies
Policies applied by the group, including the due diligence procedures for
identifying, assessing, preventing and mitigating risks and significant
impacts, verification and control, and the measures adopted
GRI 103-2 Management approach and its components (linked to
413 and 414)
GRI 103-3 Evaluation of the management approach
Principal risks
Principal risks related to those matters linked to the
group’s operations including, where relevant and proportionate, its
business relationships, products or services which are likely to cause
adverse impacts in those areas and how the group manages those risks,
explaining the procedures employed to detect and assess them
according to national, European or international frameworks for each
matter. Information should be included on detected impacts, providing
a breakdown on them, particularly for short, medium and long-term
principal risks.
Company sustainable development commitment
Impact of the company's activity on local employment and development
Impact of the company's activity on local populations and the region
Relations with actors in the local communities and means of dialogue
with them
Actions in associations or sponsorships
Subcontracting and suppliers
GRI 102-15 Key impacts, risks and opportunities
GRI 102-30 Effectiveness of risk management processes
GRI 203-1 Infrastructure investments and services supported
GRI 203-2 Significant indirect economic impacts
GRI 204-1 Proportion of spending on local suppliers
GRI 413-1 Operations with local community engagement, impact
assessments and development programmes
GRI 413-2 Operations with significant actual and potential
negative impacts on local communities
GRI 203-1 Infrastructure investments and services supported
GRI 203-2 Significant indirect economic impacts
GRI 413-1 Operations with local community engagement, impact
assessments and development programmes
GRI 413-2 Operations with significant actual and potential
negative impacts on local communities
GRI 102-43 Approach to stakeholder engagement (related to
communities)
GRI 413-1 Operations with local community engagement, impact
assessments and development programmes
GRI 102-13 Membership of associations
GRI 203-1 Infrastructure investments and services supported
GRI 201-1 Direct economic value generated and distributed
(Investments in the community)
Inclusion of social, equality, gender and environmental questions in pro-
curement policies
GRI 103-3 Management approach (linked to GRI 308 and GRI 414)
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Annex | INTEGRATED ANNUAL REPORT 2018 Abertis EQUIVALENCES WITH THE NONFINANCIAL REPORTING ACT (SPANISH LAW 11/2018)
NFA 11/2018
Consideration of the social and environmental responsibilities of
suppliers and subcontractors in relationships with them.
Supervision and audit systems and their results
Consumers
Consumer health and safety measures
Complaint systems, complaints received and their resolution
Tax information
Profits per country
Paid profit tax
RELEVANT GRI STANDARDS AND DISCLOSURES
GRI 102-9 Supply chain
GRI 103-3 Management approach (linked to GRI 308 and GRI 414)
GRI 308-1 New suppliers that were screened using environmental
criteria
GRI 308-2 Negative environmental impacts in the supply
chain and actions taken
GRI 407-1 Operations and suppliers in which the right to freedom
of association and collective bargaining may be at risk
GRI 409-1 Operations and suppliers at significant risk for incidents
of forced or compulsory labour
GRI 414-1 New suppliers that were screened using social criteria
GRI 414-2 Negative social impacts in the supply chain and actions
taken
GRI 308-1 New suppliers that were screened using environmental
criteria
GRI 308-2 Negative environmental impacts in the supply chain
and actions taken
GRI 414-2 Negative social impacts in the supply chain and actions
taken
GRI 103-2 Management approach (linked to GRI 416 Customer
Health and Safety)
GRI 416-1 Assessment of the health and safety impacts of product
and service categories
GRI 416-2 Incidents of non-compliance concerning the health and
safety impacts of products and services
GRI 417-1 Requirements for product and service information and
labelling
GRI 102-17 Mechanisms for advice and concerns about ethics
(complaints received and resolution)
GRI 103-2 Management approach (linked to GRI 416 Customer
Health and Safety)
GRI 418-1 Substantiated complaints concerning breaches of
customer privacy and losses of customer data
GRI 201-1. Direct economic value generated and distributed
GRI 201-1 Direct economic value generated and distributed
State subsidies received
GRI 201-4 Financial assistance received from government
172 | 173
Annex | INTEGRATED ANNUAL REPORT 2018 Abertis Drafting and Coordination: Direction of Corporate
Reputation and Communication of Abertis
Design and Layout: MRM-McCann
Marca Abertis
Versión bicromática en cuatricromía
67%
46%
42%
17%
cyan
magenta
amarillo
negro