Ferrovial is one of the leading global providers of infrastructure and services to cities. Its business model is focused on the full infrastructure lifecycle: Design, Financing, Construction, Operation and Maintenance.
Ferrovial's vision is to shape the future through the development and operation of sustainable infrastructures and cities, while being committed to the highest level of safety, operational excellence and innovation. It aims to create value for society and for its costumers, investors and employees.
Ferrovial creates value with an industrial approach in the global infrastructure cycle, focusing on three di erential capabilities:
This approach seeks to increase cash generation and profitability in construction and services contracts and to increase the value of infrastructure projects. The final objective is to crystallize the value in a greater flow of dividends or in the subsequent sale of assets.
Ferrovial's strategy is based on four pillars:
Finally, Ferrovial considers that all its activities must be sustainable, from an economic point of view and from a social and environmental standpoint.
The current environment presents a number of opportunities and challenges that directly affect the infrastructure sector.
Among others, we can highlight the following opportunities:
Population growth and urban concentration. The "global urbanization" continues and the United Nations forecast that more than 6 billion people will be living in big cities by 2045, which is equivalent to the entire global population in the year 2000.
This trend will increase demand for new social and transport infrastructure,as well as for services capable of addressing challenges such as traffic congestion and environmental sustainability.
Climate change and other environmental aspects. The fastest growing CO2 emissions in recent decades are those associated with passenger transport, generating around 25% of total global emissions. Cities and buildings generate more than 30% of global greenhouse gas emissions. Therefore, when developing infrastructure it is increasingly important to design environmentally-sustainable solutions, as well as to pursue energy efficiency.
Decline in available financial resources. Governments find themselves with limited resources to address new infrastructure requirements, mainly due to budget constraints. This has paved the way for private capital to play a greater role in infrastructure projects.
Development of new technologies. Innovations around the "Internet of things" are increasingly present in the sector. New technologies applied to infrastructure construction, operation and services allow companies substantial opportunities to differentiate from competitors in terms of managing complex projects and offering unique solutions to clients.
Globalization. The increasing integration of economies around the world and the consequent growth of international trade will require more investment in transport infrastructure. This represents an international growth opportunity for infrastructure companies.
The combination of these five factors promises sustained market growth going forward. The World Economic Forum estimates that 3.7 trillion dollars will have to be invested in infrastructure annually. However, at the current pace the World Bank calculates that around one third of these investments will not be forthcoming. This will bring important opportunities for infrastructure companies, and Ferrovial is in a strong competitive position to capitalize them.
The development of the infrastructure market is also set to pose a number of challenges and risks that warrant consideration:
The economic context. Investment decisions with regard to infrastructure projects are vital for the economic development of countries, and also have a significant impact on public finances. Macroeconomic trends may directly affect the performance of contracts.
Increased competition. There has been increasing interest in infrastructure projects from funds due to the market liquidity and the need to secure long-term investment opportunities. Aditionally, there has been an increase in the number of construction firms or services companies that have benefited from significant infrastructure development in their own countries, and now grow at a global scale. Finally, there is a growing presence of technology companies in areas of infrastructure. The emergence of these new competitors may affect returns on new projects, and will require differentiation based on competitive advantages.
Complex projects with significant execution risks. Decisions made in initial project stages have a decisive impact on medium and long term profitability. Efficient risk management is therefore essential, from the contracting stage, partner selection, closing the offer, and to the execution stage..
Regulation and legal certainty. In many cases infrastructure development is dependent on governments, as these are normally regulated or publicly tendered activities. Actively managing regulatory issues is therefore key, as changes could potentially affect the evolution of projects and markets.
Based on this business environment, Ferrovial develops its strategy with a distinctive focus on creating value for shareholders as well as for its customers, employees and society as a whole.
Ferrovial strategic priorites are as follows:
Profitable growth. Ferrovial combines organic growth -focusing on profitability over volumes- with selective acquisitions to complement the firm's competitive position and add to its capabilities.
To ensure this profitability, the industrial approach is considered essential, to develop complex projects and value-added services in the business lines in which the group operates (Services, Toll Roads, Construction and Airports).
In the future the company may participate in new sectors or associated activities that generate synergies with existing businesses with the objective of developing a significant presence in the medium to long term, while maintaining the industrial approach.
Internationalization. The countries of interest are identified selectively based on a set of criteria that includes, among others, growth expectations, legal certainty and the existence of developed financial markets. The company currently has a significant and stable presence in five countries: Spain, the United States, the United Kingdom, Canada and Poland.
The aim is to continue driving operations in these countries while also developing new markets. One example of a market where Ferrovial is building a stable presence is Australia, where it already manages services and construction contracts, and has recently won a toll road concession.
Operational excellence and innovation. These are key drivers for efficiently managing complex operations, developing outstanding solutions for clients and generating recurrent cash..
This priority is based on a number of key elements including:
The capacity to manage complex projects and appropriate risk management, which are essential to ensuring higher returns. Managers constantly seek for alternative technical and operational solutions for optimal efficiency. This is supported by the Ferrovial team that has the necessary talent to maximize the value of projects and contracts.
Innovation is a key driver of differentiation that allows business units to provide solutions to client needs and is used to generate sustainable competitive advantages..
Quality is a hallmark of Ferrovial; it reflects a way of doing things that translates into increased satisfaction for customers and users of infrastructure and services, as well as greater value added for the company.
Safety is a priority in all business areas. Active efforts are made at the senior management level and throughout the organization to optimize and improve safety for Ferrovial employees and for the users of its infrastructure.
The focus on environmental issues is embodied in the development of projects and services aimed at reducing the carbon footprint. In addition, environmental issues are also a business opportunity for Ferrovial to leverage.
Financial discipline. This is a key differentiating factor in all of Ferrovial activities, and is implemented in a number of ways:
Comprehensive cost control in all stages in each project.
Tracking cash generation in contracts to optimize treasury levels at all levels of the organization.
Asset rotation to crystallize the value of investments and fund future growth.
Maintaining an "investment grade" corporate rating, to ensure low debt levels and competitive financing costs, and therefore to ensure its capacity for sustainable growth.
Finally in this section, a commitment to transparency with investors, shareholders, rating agencies and bondholders is also an important aspect. This helps to build trust and ensures permanent access to financial markets under optimal cost and time conditions.
Alongside these four pillars of the strategy, it is important to highlight the integrated approach that allows Ferrovial to participate in all stages of the infrastructure cycle. It therefore aligns the interests of the businesses that construct, maintain, promote and operate projects, thus minimizing risks and maximizing returns throughout the life of the contract.
Cintra is a world leader in the private development of transport infrastructure, both in terms of the number of contracts and the volume of investment, which in total exceeds 20 billion euros, running innovative projects and high quality standards. At yearend 2015 it managed a portfolio of 27 concessions totaling nearly 1,877 kilometers. The company is currently present in Canada, the United States, Spain, the United Kingdom, Portugal, Ireland, Greece, Colombia and Australia.
The environment in which Cintra has developed its business on a global level favors a high need for new infrastructure, including those that solve the problems of traffic congestion, resulting from the concentration of population in urban areas. These infrastructures require high funding, which, given the budgetary constraints in the public sector, are increase the need for the private sector. Furthermore, competition is growing, mainly in projects that have already been built and mature ("brownfield") where the presence of infrastructure and pension funds is growing.
Its main assets include:
407 ETR Toll Road. Toronto (Canada). This project, in which Ferrovial has a 43.23% stake, has developed the Free Flow tolling system that prevents users from having to stop at the entry and exit arches. These detect vehicles through license plate transmitting devices, calculate the route and manage billing. The concessionaire is free to modify the rates provided the traffic remains above a minimum level. Thus, the user pays a toll that is adjusted to the time saving offered by the highway.
Managed Lanes. Texas (USA). For the NTE and LBJ Texas toll roads, in which it holds a 56.7% and 51% stake, respectively, Ferrovial has refurbished the existing road and built toll lanes without barriers. In these last lanes rates are dynamic and are adjusted according to the average speed or the number of vehicles using the expressway lanes, guaranteeing a minimum speed for drivers.
This is based on three pillars:
The company's strategy is based on:
Besides, the company is committed to society through the development of socially-responsible infrastructure.
The price paid for a concession is determined by the internal rate of return (IRR) to which it is tendered, which is the result of adding to the risk-free rate a risk premium that takes into account the risks assumed by shareholders when they invest in the concession (construction, financing, operation and traffic, mainly). Based on this IRR, Cintra seeks to reduce or eliminate such risks as the concession progresses. This decreases the risk premium demanded by the market on the valuation of assets, which in turn increases their value. This value creation process does not require the user volume to exceed the forecast, but rather fulfill what was initially estimated.
Management of financial risks seeks to adapt debt to the cash flow generation of the project with robust financial structures and the appropriate rating.
Awarded in 2009, they began operating in 2014 and 2015, respectively, both ahead of schedule (nine months for the NTE and three months for the LBJ), having already consequently eliminated all risk related to construction. After a year of operation, the NTE has double-digit quarterly growth in traffic and revenue.
Cintra also focuses on increasing cash flows compared to the initial forecast through greater operational efficiency and constant innovation. To do this, best practices in all concessionaires are applied by incorporating the most advanced technology and seeking synergies with other toll roads managed by the company. The goal is to ensure user satisfaction and meet customer needs while maximizing flows.
In 2015 the enormous amount of information generated by the traffic that accesses our toll roads in Dallas began to be registered to, at a later stage and by using Big Data techniques, perfect the dynamic pricing algorithm for optimizing revenue that we have been developing in recent years.
Also in 2015 a new development was completed, which is based on a mobile application with satellite technology. This will make it possible to pay without the need for the usual devices to pay the toll without stopping, or additional road infrastructure.
Sometimes, as a result of either changing needs of the government over time, or changes in the characteristics of the corridors where the infrastructure is implemented, or changes in the financial markets situation, concession contracts and/or financing are renegotiated. In these cases, Cintra proposes solutions to government bodies or financial institutions that, while solving their problems, improve the risk profile of the asset and/or cash flow generation for shareholders.
Meeting the needs of the Portuguese State, after the troika bailout, in 2015 Cintra renegotiated the concession contracts in Portugal for the Norte Litoral and Algarve toll roads, which have become guaranteedincome assets, resulting in a lower risk profile.
Cintra primarily focuses its strategy on investment in "greenfield" projects as these are the ones in which Cintra and Ferrovial Agroman are more competitive because of their higher level of complexity and therefore the high potential to create value. The company is more competitive in such complex contracts, thanks to its expertise as a premium integral operator, backed by a 45-year track record in the industry.
Cintra's collaboration with Ferrovial Agroman in tenders generates two additional competitive advantages. On the one hand, the experience and value of the construction company's Technical Office makes it possible to optimize the design and thus improving construction prices for the client (i.e. being more competitive), while maintaining adequate profitability. On the other, the two businesses are part of Ferrovial and thus both are aligned in seeking the best solution that minimizes the initial investment, operating costs and future maintenance, while maximizing revenue collection. This also helps to attract financial investors.
After only two years in the Australian market, Ferrovial managed to get a leading local financial partner to invite it to participate in the project. The consortium submitted, in 2015, the most competitive and profitable bid thanks to the combination of the financial capabilities of the Australian partner with Cintra's skills to negotiate supply and those of Ferrovial Agroman to offer an optimal constructive solution at the best price.
After reducing risks during the de-risking process, the value created is crystallized by the sale of mature projects to other investors, channeling the proceeds toward investment in new assets that are more capable of creating value (higher risk premium).
In November 2015 an agreement with a consortium of Canadian pension funds was announced for the sale of the Chicago Skyway for $2.836 billion. The operation will be finalized in 2016 and Ferrovial will receive about $269 million, before taxes.
Due to its high complexity, innovation and efficiency, the projects developed by Cintra offer sustainable solutions that improve congestion in big cities, reduce pollution, decrease the number of accidents, raise user satisfaction and, ultimately, contribute substantially to improve the quality of life of people.
Thanks to efficient traffic management, Managed Lanes significantly reduce the amount of stopping and starting that cars are required to perform, thus relieving congestion in the metropolitan area of Dallas, one of the busiest areas of major urban growth in the U.S. They represent a sustainable solution that contributes indirectly to significantly reduce CO2 emissions.
Ferrovial Services is a benchmark in the operation, maintenance and management of facilities and public and private infrastructure. It performs all activities in the value chain, from consulting, design and operation, to the life cycle management of assets.
Ferrovial Services focuses its efforts on designing operational and efficient solutions through the pursuit of excellence, which make it possible to firstly meet the needs of citizens, and secondly, to encourage innovation and the professional and personal development of its employees.
With a total turnover of 4.9 billion euros, 34% of which was generated in Spain and 63% in the United Kingdom, Ferrovial Services figures among the top three service providers in both countries.
The environment in which Ferrovial Services operates is characterized by a growing population in cities, which is driving the demand for more specialized and higher-quality urban services. Furthermore, a decline in available financial resources and tighter budgetary controls at governments mean greater opportunities for the private sector. In addition, increasing social awareness for protecting the planet's resources has created new regulations with environmental objectives, for both public organization and private companies.
The company offers a wide range of services, such as consulting maintenance, energy efficiency and environmental services in various areas, including cities, transport and social infrastructure, industries, utilities and waste treatment infrastructure.
Its main clients include local governments, health and justice bodies and government officials in charge of roads, railroads and airports, and utility companies in Spain and the United Kingdom.
After completing the work in record time, during 2015 the new hospital has been equipped for the integrated delivery of 12 non-clinical services, and the transfer of all activities to the new infrastructure has been initiated. The Smart Hospital concept has therefore materialized, which combines innovation, operational excellence, the use of new technologies and a collaborative model of long-term strategic alliances.
Through a detailed study of the needs of each client, Ferrovial Services acquires a deep knowledge of its assets and helps it to take steps focused on improving operational efficiency and promoting the integration of services at each facility.
2015 saw the achievement of the efficiency targets that were set out in the management contract of the assets in three lines (Jubilee, Northern and Piccadilly) of the London Underground, which is in its final phase (Dec. 2017), at which time its achievement can be assessed. With the implementation of Asset Management, from 2003 to 2015 the number of lost customer hours has been reduced by 69%.
The pursuit of excellence and operational flexibility are essential capabilities to serve very large groups, which can produce numerous incidents and where service relevantly affects the quality of life of users.
The maintenance of 76,000 kilometers of drainage and 42,000 kilometers of water infrastructure in Liverpool and Manchester is a contract in which flexibility is essential for united utilities to serve more than seven million users, with more than 7,000 calls per week and more than 40,000 annual incidents. The provided solution has reduced the number of complaints and improved customer service to currently make it the company in the management of water and waste that is best rated by its users.
To cope with the new challenges of society and reduction of available resources, Ferrovial Services offers its customers new ways of working through effective and proven solutions developed through four competency centers. These are formed by multidisciplinary teams of experienced experts with first-rate technical knowledge, integrators of the company's know-how that operate transversely and apply the lessons learned from previous projects.
The Competence Centers design applications and enhancements through innovation that increase the level of service delivery, meet the needs of citizens and improve sustainability and the environment:
The company is committed to harnessing the latest technology to maximize recycling and energy recovery from waste, while minimizing its environmental impact. Ferrovial Services currently generates more than 130,000 MWh of electricity annually, as a result of the energy recovery of landfill biogas and biomethane processes. It has thus avoided the emission into the atmosphere of more than 970,000 tons of CO2 per year, which would be equivalent to removing 491,000 diesel cars from circulation for a year. In addition, it has various Solid Recovered Fuel (SRF) production plants in operation, which are prepared from non-hazardous waste for energy recovery..
This 25-year integrated waste management contract for the 140,000 inhabitants of the island has benefited from the experience of Ferrovial Services in several treatment plants in Spain. The company separates municipal waste from mixtures of recycled waste in the same facility and obtains finished products that are packaged and stored separately to prevent contamination between both products. It also provides high levels of recycling, with recovery rates of 6% for municipal waste and 80% for recycled mixtures.
Purchasing companies with complementary activities makes it possible to develop new skills and provide additional services to costumers. Ferrovial Services has proven experience in these types of processes, integrating the activities of acquired businesses and achieving significant synergies.
The acquisition of two companies in Poland (Amest Kamiensk and Pro EKO Natura) allows Ferrovial Services to increase its presence in the field of waste treatment, while expanding its commercial presence in the Central and South-West regions.
The acquisition of TPT UK, a strategic consulting and Asset Management company in the United Kingdom allows Ferrovial Services to increase its capabilities in the field of railroad transport, maximizing business opportunities and improving customer service.
Ferrovial Agroman is the division of the Ferrovial Group that carries out civil engineering, construction, water and industrial projects. It is internationally renowned for its design capacity and construction of exceptional projects of all kinds, and primarily for its major transport infrastructures. It has a stable presence in diverse strategic markets, most notably the United States, Spain, Canada, United Kingdom, Australia and Poland.
Its extensive experience is endorsed by having implemented more than 520 km of tunnels, 19,800 km of roads (including 4,300 km of highways) and 5,100 km of railroad lines (including 860 km of high-speed lines).
It also stands out for its commitment to safety and the environment, as proven for example by the various awards given to the design and construction project of the NTE Toll Roads in United States (including the Best Safety Award from the prestigious Engineering News Record and the Globe Award from the American Road and Transportation Builders Association for environmental planning andrelationship with the environment).
The market in which Ferrovial Agroman works is still affected by a significant reduction in activity in Spain that thanks to the company's strategic approach, has been offset by the favorable developments and good prospects throughout the rest of the countries in which Ferrovial operates. In any case the international market has an increasing level of competition from both global and local construction companies.
The Construction business is characterized by large volumes and tight margins, all amid high levels of competition. Value creation is therefore driven by good risk management, seeking to minimize risk in the bidding and execution stage. Limiting potential errors is sought in the bidding phase by choosing countries with a sufficient level of physical and legal certainty, and in which Ferrovial has a stable presence. Projects with ahigh technical complexity are also selected, in which the differential factor is not only the price, and thus asserting Ferrovial Agroman's competitive advantages and technical management. The project managers also pay special attention to hiring, selecting partners and closing the offer, to avoid errors in the price, terms and conditions of the contract, which are difficult to solve in the execution phase.
In 2015 the implementation of the extension of the London Underground Northern Line begun, from Kennington Station in south London. Worksinclude the construction of two new stations, Nine Elms and Batterseaand a 6-kilometer tunnel.
Also in 2015, Ferrovial Agroman was selected to build the central section of the Thames Tideway Tunnel, which is a new tunnel of almost 13 kilometers that will join the London sewerage system avoidingthe dumping of raw sewage into the River Thames and stopping theoverflow from various points in the network.
These two new tunneling works, together with the work on Crossrail that has been running for several years and which crosses from east towest London with two tunnels and several stations, are being carriedout successfully in the London Underground, which is one of the cities with real estate heritage and historic buildings with the highest value inthe world. The fact that this work has been contracted is a good sign of confidence by the country's and local authorities in Ferrovial Agroman's control of risks, having nominated it to execute several tunnels with a high technical complexity.
Ferrovial Agroman seeks to stand out, right from the design phase, backed by the proven experience of its Technical Office. The aim is to find optimal engineering solutions for both the client and the development of the project, both in the bidding phase and during its execution.
This highway was opened in 2015 (3 months ahead of schedule) and is an example of innovation and creating added value for the customer. In the bidding stage Ferrovial Agroman offered an alternative to the tunnel originally proposed by the Texas Department of Transportation. It developed a detailed traffic management plan that allowed Managed Lanes or barrier-less toll lanes to be created. This solution reduced both construction costs and construction risks significantly. Similarly, already in the execution phase, a new design of the intersection between the IH-635 and the Dallas North Tollway was proposed. This avoided additional expropriations and environmental permits. Without these innovations, the project probably would not have been financially feasible.
Ferrovial Agroman's partnership with Cintra, Ferrovial Airports and Ferrovial Services optimizes managing risks between the manufacturer and concessionaire. Aligning the interests between the manufacturer and the operator of the infrastructure manages to maximize competitiveness in bids and facilitates achieving the Group's profitability objectives and alsothe project's cash management.
In such a competitive market like this, the success of the collaboration between Cintra and Ferrovial Agroman has resulted in the concession in 2015 of the three new major highway projects listed, which together represent more than 1.6 billion euros in investment in construction alone (at 100%). The keys to this achievement include: differential technical solutions with design optimizations and alternatives that were not raised by the customer, an optimal distribution of risks between the construction company and the concessionaire and the technical and financial contribution of Cintra.
Ferrovial Agroman keeps its international focus mainly on five countries where there is lack of infrastructure and capacity to finance reducing this deficit: United States, United Kingdom, Poland, Canada and Australia. Ferrovial Agroman avoids bidding for smaller projects in new countries, keeping attention on the countries where it operates, unless these works offer an opportunity to enter a new market of interest and provide an important learning opportunity.
For several years the company has had a much higher continuous return on sales than its main European competitors.
In Ferrovial Agroman's corporate culture cost control and planning of the work is essential and proprietary tools have been developed to control the degree of detail required, so that they are easy to monitor and audit. Similarly, the result of the work and the transformation of this operating result in the flow of operations is closely monitored.
In 2015 the prestigious multinational SAP granted Ferrovial Agroman the Silver SAP Quality Award for Business Transformation in Europe, Middle East and Africa, for the development and launch of the inSite system, the in-house tool used to manage the firm's projects financially and administratively as well as the technical and operational side. The system covers all processes involved in works, from the contract award to delivery to the client: sales and certification, planning and budgeting, procurement, warehouse management, production, finances and human resources.
Ferrovial Agroman stands out for the experience and high professional value of its engineers, and has historically been able to retain the talent of its best professionals within the company. Ferrovial Agroman looks to generate experience in new hires and to manage to retain more young people by offering them attractive opportunities.
In 2015 the average seniority of the workforce is situated in seven years, with more than 15 years in the case of the management team.
Quality and Safety are always a priority for Ferrovial Agroman due to the demanding technical complexity of its projects.
To meet Ferrovial's goal of "zero accidents" (Target Zero), the company takes a variety of approaches to safety and implements innovative solutions (see the section on Health and Safety).
The commitment to the environment results in solutions that reduce the maximum impact of its activity, with several works having won awards in demanding markets such as the United Kingdom or United States.
In the LBJ project, finished in 2015, Ferrovial Agroman successfully completed, and in record time, reassessments under the National Environmental Policy Act (NEPA), the US environmental law.
The NTE Highway, was awarded in 2015 for its safety, been its accident rate less than one third of the US national average.
Ferrovial Airports, one of the leading private operators in the sector, operates four airports in the United Kingdom.
The airport market is characterized as being a regulated market with very demanding frameworks. The environment today is characterized by a growth in air traffic worldwide. In addition, increased interest is observed and competition is intensifying via infrastructure and pension funds when investing in airport assets.
Ferrovial is the largest shareholder and industrial partner in Heathrow Airport Holdings (HAH) via a 25% stake. HAH is Europe's biggest hub and one of busiest airports anywhere in the world.
Ferrovial also operates the unregulated airports of Aberdeen, Glasgow and Southampton (AGS), in which Ferrovial is an industrial partner with a 50% stake.
In total Ferrovial Airports handles 89 million passengers. Heathrow Airport alone manages 183 destinations and 80 airlines. 81% of passengers rate their experience at the four airports as either "Very good" or "Excellent", according to the Independent Airport Service Quality Survey conducted by Airport Council International (ACI).
In both Heathrow, a regulated airport, as well as Aberdeen, Glasgow and Southampton, unregulated airports, Ferrovial Airports seeks greater efficiency in operating costs and financial structure, developing innovative business solutions that improve the passenger experience and builds good business relationships with airlines.
During 2015 the growth in non-aeronautical revenues at Heathrow made it possible to increase HAH sales by 2.8% over the previous year, while the commitment to service quality and the continuous improvement of operations earned it the award by ACI Europe to the Best European Airport of the Year in the category of over 25 million passengers. The cost control effort is maintained with a small reduction in homogeneous costs. Operating expenses throughout the year include £50 million for the operation of the new T2 and the opening of the integrated bagagge facility in T3. This is offset in part by savings of around £30 million related to the early closure of T1.
Also during 2015 significant improvements were made in the integrated baggage system in Terminal 3 and the shopping area in Terminal 5 was transformed. The latter received three awards at the 2015 Skytrax World Airport Awards, including Best Airport Terminal in the World and the Best Shopping Area in an Airport.
In 2015 the three airports launched 23 new routes and began to serve 5 new airlines, key data on the growth of 5.1% in the number of passengers to reach 14 million. Aberdeen has inaugurated a parking lot and a passenger pick-up area, driving up unitary parking revenues by more than 7%. Glasgow was one of the fastest growing airports in terms of the number of passengers in Europe in 2015 according to ACI Europe. To offer the best service, Glasgow has remodeled its terminal to make it possible to handle 750,000 additional passengers per year. This facility also received numerous awards such as UK Airport of the Year in the National Transport Awards, the Best Airport between 3 and 10 million passengers by the Airport Operators Association (AOA) and the Scottish Airport of the Year in the Scottish Transport Awards.
The integrated approach with the Construction and Services businesses, together with the experience in management and financing capacity of Ferrovial Airports, generate unique capabilities in tenders that differentiate the company from other competitors such as infrastructure funds, pure airport operators or construction companies.
In 2015 Ferrovial Airports has been analyzing investment opportunities in various geographies, North America, Latin America and Europe.
Ferrovial Airports is firmly committed to innovation, the sustainable growth of its facilities and addressing the needs of local communities.
The company has an ongoing relationship with the government to address infrastructure development needs.
In 2015 Heathrow received a plethora of awards for its efforts in innovation, such as the ACI Europe "Eco-innovation" award for reducing emissions. It also has a fleet of green vehicles recognized by Green Fleet Magazine as the best in the UK at a major corporation. Heathrow has also set up the world's largest employee car sharing program.
Finally in July 2015 the Davies Commission recommended the construction of a third runway at Heathrow Airport as the best option to address the increase in air traffic in the southeast of England. During 2016, Heathrow will continue to work with the British government to ratify this recommendation.