{"id":115039,"date":"2019-09-05T15:57:44","date_gmt":"2019-09-05T13:57:44","guid":{"rendered":"https:\/\/www.ferrovial.com\/sustainability\/corporate-social-responsability\/csr-plan\/"},"modified":"2026-04-10T10:47:41","modified_gmt":"2026-04-10T08:47:41","slug":"csr-plan","status":"publish","type":"page","link":"https:\/\/www.ferrovial.com\/en-ca\/sustainability\/corporate-social-responsibility\/csr-plan\/","title":{"rendered":"Sustainability Strategy 2030"},"content":{"rendered":" \n \n
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  1. Ferrovial<\/a><\/li>\n
  2. Sustainability<\/a><\/li>\n
  3. Social<\/a><\/li>\n \n <\/ol>\n\n <\/c-breadcrumb>\n \n
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    \n 2030 Sustainability Strategy <\/h1>\n <\/div>\n <\/m-final-content-header>\n\n \n\n\n

    Infrastructure is a cornerstone of progress, enabling the development of people and communities. For more than 70 years, Ferrovial has been designing, building, financing and operating infrastructure that connects people and supports the needs of an interconnected world in constant movement, creating value for all our stakeholders.<\/p>\n \n\n\n

    Based on our broad experience and knowledge, we also seek to enhance productivity, operational efficiency and excellence, while reducing costs, aiding compliance and mitigating risks.<\/p>\n\n\n\n

    This strategy also improves the positive impact of our infrastructure, promoting economic development, encouraging community participation in each project, and reinforcing our ability to attract and retain talent. \u00a0It strengthens our relationship with customers and public administrations and helps to facilitate compliance with essential requirements, audits, and qualifications \u2014 thereby supporting the basis on which we operate in the communities where we are present.<\/p>\n\n\n\n

    Sustainability also expands our financing opportunities through access to alternative instruments and financing frameworks. All of this drives our dedicated response to the expectations of our shareholders and the investment community, as well as the demands of analysts and indices.<\/p>\n\n\n\n

    DOWNLOAD HERE OUR SUSTAINABILITY STRATEGY<\/strong><\/a><\/h3>\n\n\n\n

    How is Ferrovial\u2019s Sustainability Strategy monitored and governed?<\/strong> <\/h2>\n\n\n\n

    This strategy is overseen at the highest level in the company. At least once a year, the Sustainability Department reports to the Board of Directors on our progress towards the fulfillment of the Sustainability Strategy objectives. Moreover, the Management Committee reviews progress every four months, ensuring that sustainability issues are continuously monitored throughout the year. Ferrovial has a Sustainability Steering Committee<\/strong>, chaired by the Sustainability Director and composed of representatives from the company\u2019s business units and key corporate functions that are each responsible for deploying sustainability programs and overseeing performance across their areas.<\/p>\n\n\n\n

    What is Ferrovial’s Strategic Framework<\/strong>?<\/h2>\n\n\n\n

    Our Sustainability Strategy is anchored in three core areas \u2014environment, people and governance\u2014 all focused on creating positive and lasting impacts. This framework aligns with the company\u2019s long-term vision of operating innovative, efficient and sustainable infrastructure, as reflected in our public sustainability commitments and strategy pillars. <\/p>\n<\/div><\/m-wysiwig>\n\n\n

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    NOW Respect (Environment)<\/strong> <\/h2>\n\n\n\n

    Minimizing environmental impact and enhancing long\u2011term resilience<\/strong>.<\/h3>\n\n\n\n

    We strive to minimize our environmental footprint by using resources efficiently, lowering carbon emissions, reducing water use, and limiting waste through operational excellence. We also evaluate severe climate risks to enhance the resilience of our assets in the long term. Beyond risk management, environmental challenges open pathways for innovation and environmental challenges can open new business opportunities , allowing us to deliver solutions that enhance resource efficiency and competitiveness.<\/p>\n\n\n\n

    Key objectives:<\/strong><\/p>\n\n\n\n

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    • Reduce Scope 1 & 2 GHG emissions by 42% by 2030 (vs. 2020). <\/li>\n\n\n\n
    • Reduce Scope 3 emissions by 25% by 2030 (vs. 2020), including purchased and transport of goods and services; waste generated in operations and fuel and energy. <\/li>\n\n\n\n
    • Achieve net\u2011zero emissions by 2050, or earlier. <\/li>\n\n\n\n
    • Use 100% renewable electricity from 2025 onwards. <\/li>\n\n\n\n
    • Recycle at least 70% of construction and demolition waste annually. <\/li>\n\n\n\n
    • Reduce water consumption (Business Water Index) by 20% in 2030 (vs 2017). <\/li>\n<\/ul>\n<\/div><\/m-wysiwig>\n\n\n\n
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      NOW People (Communities & Employees)<\/strong> <\/h2>\n\n\n\n

      Empowering communities and prioritizing the well\u2011being of our people <\/h3>\n\n\n\n

      We develop infrastructure that helps communities grow and thrive. We work closely with local communities to create shared value and long\u2011term success. Our commitment to employees centers on health, safety, well\u2011being, and a culture of belonging, which strengthens talent attraction, retention and overall competitiveness. <\/p>\n\n\n\n

      Key objectives:<\/strong><\/p>\n\n\n\n

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      • Reduce the Serious Injury and Fatality Frequency Rate by 31.8% by 2026 (vs. 2022). <\/li>\n\n\n\n
      • Improve road safety, targeting a 30% annual reduction in crashes on our highways compared with alternative or similar networks. <\/li>\n\n\n\n
      • Improve time savings on managed lanes by 50% by 2030 (vs. 2022) during peak workday hours. <\/li>\n<\/ul>\n<\/div><\/m-wysiwig>\n\n\n\n
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        NOW Right (Governance, Integrity & Innovation)<\/strong> <\/h2>\n\n\n\n

        Doing the right thing to generate lasting value <\/h3>\n\n\n\n

        We manage our business with a strong commitment to respect, collaboration, excellence, innovation and integrity. We adhere to local regulations, uphold human rights and focus on meeting the needs of our customers to remain a reliable long\u2011term partner. Innovation plays a central role in driving competitiveness, progress and sustainable value creation. <\/p>\n\n\n\n

        Key objective:<\/strong><\/p>\n\n\n\n

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        • Increase investment in digitalization and innovation\u2014directly and indirectly contributing to sustainability performance\u2014until it reaches 60% of the portfolio by 2027. <\/li>\n<\/ul>\n\n\n\n
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