No.12 October 2007
20 YEARS ON THE
ABERTIS’ NEW MOTOO KONISHI AP-7 WIDENING, ABERTIS
STRUCTURE INTERVIEW WORK INITIATED ACQUIRES DCA
abertis is a publication of Abertis Infraestructuras, SA
Avenida del Parc Logístic, 12-20. 08040 Barcelona.
Tel.: 93 230 50 00. Fax: 93 230 50 02.
Published by: Research and Corporate Communication Department. Production: Ediciones Reunidas, SA (Grupo Zeta).
Produced by: Institutional Relations and Corporate Reputation Consell de Cent, 425, 5º. 08009 Barcelona. Tel.: 93 484 66 00.
Department. Barcelona corporate magazines coordinator: Nuria González.
Editorial board: Salvador Alemany, Francisco José Aljaro, Toni Brunet, New projects director: Juan Maldonado.
Joan A. Margenat, Josep M. Vila, Ricard Maxenchs and Joan Rafel. Senior journalist: Toni Sarrià. Journalist: Delia G. Doménech.
Image and production: Joan Fontanals. Art director: Lluís Coma. Layout: Josep Astorch, Ina Wolbers.
Content coordination: Pilar Boix. Editing: Ares Rubio. Documentation: Marisa Espinosa.
Staff writers: Ana Aguirre, Elena Barrera, Leticia Gonzálvez, Barcelona development chief: Juan Garçon.
Joan Fontanals, Marc Gómez, Esther Mir and Albert Rossell.
Additional contributions from: Christine Allard, Pilar Barbero, DL: B-39.006-2003
Roger Clifton, Marta Giner, Sagrario Huelin, Anna Morera, Enric
Pérez, Mercedes Pérez-Cruz, Roser Prenafeta, Beatriz Sanz, Sílvia abertis hotline for shareholders: 902 30 10 15.
Vàzquez, José Luis González, abertis, abertis telecom, abertis www.abertis.com
logistics, abertis airports, abertis foundation, acesa, aucat, abertis takes no responsibility for the views expressed by the journalists and writers
aulesa, aumar, Avasa, sanef, iberpistas, castellana and saba. in the pieces published, nor does it necessarily agree with their opinions.
THE OPPORTUNITIES OFFERED
BY NEED FOR INFRASTRUCTURES
he importance of infrastructures paying to use road infrastructures,
for countries’ competitiveness is initiated by the Federal Government’s
a matter which I have mentioned Secretary of State for the Department
on several occasions. Infrastructures for Transport and reproduced as an
play a key role in internal cohesion and article in our magazine.
connectivity, as well as in relations with Important figures such as the
other areas and economic regions. Comptroller General of the United Status,
Infrastructures define projects, and David M. Walker, and the President of
their planning and, obviously, their the US Chamber of Commerce, Thomas
successful materialisation create a J. Donohue, have clearly expressed
clear-cut image of how they contribute the pressing need to take difficult but
to society’s development and progress. highly effective decisions which, based
The unquestionable opportunities on the idea of ‘the user pays’, provide
offered by the need for infrastructures and improve access to the financial
are also determined by the fact that resources required not only to ensure that
the prosperity which we enjoy and the people receive the benefits of modern
communication technologies with which infrastructures, but more importantly,
we have been provided are increasing to prevent the social and economic cost
the demand for mobility and putting and damage which would arise if these
ever-greater pressure on the stock of infrastructures were not available.
physical infrastructures which cannot The countries of Europe –Germany,
react to these demands with the same Austria, France and Portugal among
level of flexibility. This is a situation others– and those of the enlarged EU, are
ISIDRE FAINÉ which many other countries also face heading down this road. The European
Chairman of abertis and which, as a society, we have to be Directives founded on the principles of
able to analyse, recognise and find the financial and environmental sustainability
means to respond to. also anticipate this future situation. It
Competitiveness and growth are is therefore necessary to move forward
associated with our ability to finance with the decision to create a stable
and invest in infrastructures, thus and dependable model for financing
maintaining and increasing their supply. infrastructures.
This observation, however, rivals the Here at abertis, we understand that
equal requirement for attention to other following the trend of the countries
growing demands in areas such as health, around us and agreeing to criteria
education and social and welfare policies. such as paying for usage is clearly part
Once again, and as a society, we have of the solution and not part of the
APPROPRIATELY to ask ourselves how we can sustainably problem. Proceeding in this manner
face all these challenges without will lead to further opportunities while
AND OPPORTUNELY impeding the financial balance of the posing hardly any risk. Appropriately
public resources. This debate is being and opportunely supplying the
SUPPLYING THE heard with ever-increasing frequency, infrastructures demanded by the country
INFRASTRUCTURES not just in developed countries but also is, without a doubt, one of the best ways
in emerging economies. of serving the public’s interests and
DEMANDED BY THE In the United States, recent generates positive externalities in terms
COUNTRY IS ONE situations such as the collapse of the of wealth, employment, attracting skills
OF THE BEST WAYS OF
SERVING THE PUBLIC’S
“ Minneapolis bridge have highlighted the
inexorable need to make certain urgent
investments which would otherwise
clearly hinder the country’s economy.
and increasing the dynamism of the
economy, thereby easily surpassing the
costs of using the infrastructures. These
are the commitments and necessary
INTERESTS This situation led to the debate on opportunities which we want to share.
No.12 OCTOBER 2007
06 ALFONS CORNELLA
MARY E. PETERS
08 ABERTIS STOCK EXCHANGE
REGISTERS 20 YEARS
12 ABERTIS’ NEW STRUCTURE
16 MOTOO KONISHI
WORLD BANK HEAD OF TRANSPORT AND
INFRASTRUCTURE FOR EUROPE AND CENTRAL ASIA
24 ABERTIS GROWS ON THE OTHER SIDE OF THE ATLANTIC
AIRPORTS IN MEXICO, JAMAICA, COLUMBIA AND CHILE
A LOOK AT ABERTIS
28 GREEN LIGHT FOR THE SOUTHERN AP-7 WIDENING
ABERTIS REAFFIRMS ITS PRESENCE
ON DOW JONES SUSTAINABILITY INDEXES
NEW ROUTES IN STOCKHOLM SKAVSTA
AND BELFAST INTERNATIONAL
ABERTIS TELECOM SPONSORS TETRA
WORLD CONGRESS 48
40 SANEF: MEASURES TO CARE FOR THE ENVIRONMENT
42 THE ORANGE BOOK
44 NEW CORPORATE INTRANET
46 IV ABERTIS AWARD
48 CASTELLET: 2,500 YEARS OF HISTORY
IN A MINUTE
50 NEWS IN BRIEF
52 ABERTIS ORDINARY1 GENERAL SHAREHOLDERS
MEETING RESULTS ST
No.12 / October / 07
I LIKE TO FEEL LIKE I’M FROM?
few years ago I surprised a North American colleague with the Shell or Dell from? Granted, they still have company headquarters
apparently trivial question “Where are you from?” She stopped where they pay tax, but where are their people from?
and stared at me. “What do you mean?” –she asked– “Where When the 2005 report Innovate America proclaimed the need for
I was born, where I went to high school, where my parents live, where the country (United States) to reinvent and design policies to take
I’ve lived in the last few years, where I feel like I’m from, where I would control and return to the “vanguard of the World” (expressed in my
like to feel like I’m from?” The distinct responses that she gave me own terms, but I think they translate well enough the intrinsic objec-
literally created a world map, since her father was a diplomat and had tive of their future plans), a reader on Fast Company commented
plied his trade in the half of the World’s embassies. that its authors had not by any means understood the new world
The World is no longer organised from the outset in a single hier- wide business reality: competition is no longer between countries but
archical way, but instead its citizens are from a range of conceptual is instead between companies spread around the world that are not
countries and continents. The most advanced citizens (interpret this from any particular place. Although they are obliged to pay taxes in
phrase any way you wish) are no longer from a single place. They are specific countries they are in fact countries themselves.
rather characterised by a multitude of tags. They belong to distinct The creative oriental creed, with China at the head, where is it
tribes. Some of these are language based (for example that of the from? Where did it learn? Where does it feel like it’s from? Its empires
domain .cat in reference to the Catalonia linguistic community with will be truly global, its companies will have no frontiers. When viewing
which I identify myself), others are scientific (for example that of the the way the new Orient understands the new world that is upon us,
American Society for Information Science and Technology, to which I European protectionism seems somewhat ridiculous. It’s like installing
belonged), others are hobbies (I am a model train fanatic when I have doors for the countryside or worse, believing that the world is able to
time, that is to say never) and others are dreamt up ones (if Ursula K. be ordered, instead of comprehending that it orders itself, according
Le Guin constructs Earthsea in reality some day I’d buy a plot of land: to a distinct logical framework.
www.ursulakleguin.com). We are moving towards a “horizontal” world. One made up of inter-
It’s in this way I am able to express my opinion with regard to my feel- est based communities, tribes and what I term sentities (communities
ing of belonging to distinct worlds. When a facet of me becomes visible, based on sentiment or feelings, a phrase of my own invention). Music
corresponding to one of the many possible themes, some of which I’ve fans that come together in Barcelona to actively participate in the
mentioned, I feel I’m part of it and I’m able to act as a citizen. Sonar festival. Independent cinema fanatics who make the pilgrimage
I am not referring to a pipe dream. At this very moment new coun- to Sundance. Football clubs that are universal. European projects that
tries are being constructed in the world, some of which do not even bring companies from across the continent together in temporary
physically occupy any land. The Swedes from Funky business already relationships.
warn us jokingly of the significance in terms of sheer numbers of what When compared with the world consisting of countries and states,
they refer to as the Independent Republic of Britney Spears made up it is the World of cities that is growing (2007 is the first as far as I can
of her entire set of fans around the world (and whom incidentally, remember in which the population in cities of the world has surpassed
boast a population in excess of that of countries such as Belgium). that of rural areas), perhaps owing to the fact it is a world made up
Perhaps this is what is occurring with large companies. Where are IBM, of people who are able to decide where they live (it is not strange for
example to encounter people born in other countries that become
complete and utter fans of the cities where they have decided to live).
We are from the city we choose. We are from communities that may be
scientific, related to hobbies or voluntary work where we feel comfortable.
We work for a company that has nothing more than its own flag.
It may be that Asia represents a threat. This is more than anything
if we see it from a conventional perspective: “them versus us”. Yet for
many companies there is another message: Asia is not a threat to them,
but instead forms part of their everyday reality, part of their value chain,
their formula for survival, representing opportunity. This is because the
key to the question I believe is in understanding what us means in the
aforementioned phrase. Asia perhaps will show us that the survival of
the West has come from being able to dissolve itself in all that is global,
taking advantage of our best attribute, our talent, our open minded way
of viewing the world, our cosmopolitan zeitgeist (a cultural Europe with
its great artists, musicians and scientists, without flags).
Alfons Cornella is founder and president of Infonomia
(www.infonomia.com), the Spanish language innovators’ network of Extract from the article “Toward the transverse nations of oneself”
reference. He is author of 16 books in the fields of science, technology published in edition number 54 of the magazine
and innovation as well as hundreds of articles on the transformation and If.. the innovation magazine available online at
innovation of organisations due to the impact of technology. http://www.infonomia.com/if/articulo.php?id=120&if=54
merica was stunned on Aug. 1 when the Interstate 35 West
A bridge over the Mississippi River in Minneapolis collapsed
in a tangle of vehicles, concrete and steel. My department
is working closely with the National Transportation Safety Board
to determine why the bridge failed, and in the aftermath of this
tragedy, a necessary national conversation has begun concerning
the state of the nation’s bridges and motorways and the financial
model used to build, maintain and operate them.
Many, including the Post [“Paying the Price”, editorial, Aug. 21],
are taking this opportunity to call for gasoline tax increases and
a larger federal presence in transportation investment decisions.
For a variety of reasons, a response of this sort would exacerbate
our transportation system failures, not alleviate them. A far better
question than whether gas taxes are high enough is what taxpayers
get if we expand our dependence on the gasoline tax. The answer is
almost certainly higher gas prices, more congestion and stagnating
quality of life, which is why the Post’s call for a substantial increase
in the nation’s gas tax is ill-advised.
Our system is failing because federal gasoline taxes are deposited
into a centralized trust fund and allocated based on political will.
Major spending decisions often have nothing to do with underlying
economics, engineering realities or consumer needs. New programs
and pet project earmarks have proliferated in recent years. The
2005 transportation funding bill, for example, included more than
6,000 politically driven earmarks reported to cost some $24 billion.
That’s a staggering figure. The true price however is unfortunately
much higher because earmarks typically represent only a fraction
of project costs.
In addition to breeding wasteful spending, the gas tax does virtu-
ally nothing to reduce the explosion in motorway congestion occur-
ring in the past 25 years. Gas taxes are levied regardless of when and
where someone drives, creating a misperception that motorways Finally, it would be virtual policy schizophrenia to increase
are “free”. In turn, this encourages overuse and gridlock, often at our reliance on gasoline tax revenue to improve and sustain our
precisely the times we need motorways the most. The Government nation’s transportation systems while striving to reduce US oil
Accountability Office last month released a report arguing that gas consumption and promote the production and use of alternative
taxes are fundamentally incapable of balancing supply and demand fuels. The success of one policy would by definition mean the fail-
for roads during periods of congestion. We agree. ure of the other.
The GAO, along with almost every expert who has studied the Instead of raising ineffective taxes, we need a data-driven,
issue, says that direct pricing of road use, similar to how people pay performance-based approach to building and maintaining our
for other utilities, holds far more promise in addressing congestion transportation infrastructure. We also need an underlying financial
than do traditional gas taxes. And thanks to new technologies that model that is responsive to the challenges of today and tomorrow,
have eliminated the need for toll stations, the concept of road pric- not poorly considered policy reactions riding on the coattails of
ing is spreading rapidly around the world. tragedy.
Charging directly for road use holds enormous promise both to gen-
erate large amounts of revenue for reinvestment and to cut congestion.
Ultimately, it will allow political leaders to reduce reliance on or even
MARY E. PETERS, Secretary of the US Federal
cut the inefficient array of fuel taxes, sales taxes and property taxes Department of Transport. Article published
that are being funnelled into transportation systems nationwide. in The Washington Post, Saturday, August 25, 2007.
CHARGING DIRECTLY FOR ROAD USE HOLDS ENORMOUS
PROMISE BOTH TO GENERATE LARGE AMOUNTS OF
REVENUE FOR REINVESTMENT AND TO CUT CONGESTION
No.12 / October / 07
IN CONTINUAL GROWTH
ABERTIS REGISTERS 20 YEARS
ON THE STOCK EXCHANGE
DURING THIS PERIOD, THE COMPANY HAS INCREASED ITS MARKET CAPI-
TALISATION 31 FOLD, POSITIONING ITSELF AMONG THE 10 STRONGEST
COMPANIES IN THE ÍBEX 35
Text ABERTIS Photos ABERTIS
The chief executive, Salvador Alemany, was the guest of
honour at the Madrid Stock Exchange on May 17, 2007.
TIMELINE OF RELEVENT FACTS
02.07.69: The first stretch of the Montgat-Mataró (A-19)
motorway is inaugurated.
18.05.87: First effective day that acesa is listed.
14.01.92: Inauguration of the select Íbex 35 group.
05.10.92: Historic low for the Íbex 35 of 1873.58 points.
12.09.94: acesa launches takeover bid for saba.
24.03.98: Íbex 35 surpasses 10 000 points.
19.03.02: acesa launches takeover bid for iberpistas.
20.05.02: Agreement for merger that gives rise to abertis being formed.
19.07.02: Result of the takeover bid for iberpistas.
02.06.03: First listed day of abertis.
04.12.03: Formal acquisition of retevisión.
24.11.04: abertis and Aena Internacional launch a takeover bid for TBI.
14.12.05: The French government awards sanef to the consortium
led by abertis.
23.04.06: abertis and Autostrade announce merger.
05.12.06: abertis acquires 32% of the satellite operator Eutelsat.
13.12.06: abertis and Autostrade suspend their merger.
20.04.07: Íbex 35 reaches an historic maximum of 15080.90 points.
15.05.07: abertis shares register an historic maximum adjusted
closing price of 24,98 euros per share.
18.05.07: abertis registers 20 years on the stock exchange.
bertis celebrates: this year it celebrates its 20th abertis, which formed as a result of the merger
A year on the Stock Exchange. It all began with
acesa shares on May 18, 1987 at a price of
1,56 euros. Since then it has undergone a radical trans-
between Acesa Infraestructuras and Áurea, following
acesa’s acquisition of iberpistas, continues along the
same path as acesa as a listed company, maintaining
formation when considering that 20 years later the value the long tradition of presence in markets such those of
of abertis –which took over in 2003– reached historic Áurea/aumar, iberpistas, saba and sanef.
maximums this year of around 25 euros per share, with a The presence of abertis in the select Íbex 35 Index
market capitalisation in the region of 15 billion euros. is noteworthy, given that it has maintained a position
In the last few years, the Corporation has boasted among the top 16 companies as calculated by the
significant and continuous growth, raising capital on 19 index as well as in the previous three years position-
occasions and increasing share prices on average 75% ing itself among the top 10 group, in addition to being
annually. the only company to have maintained its presence
No.12 / October/ 07
members of in the index since its inception in1992. The com- via its investor and shareholder relations services and
the Corporation pany is also present on the relevant international periodic publications on the Group’s performance,
during the 20 year
indices, Standard and Poors, Europe 360, FTSEuro- generally disseminating any information of interest
anniversary event. first 300 and the Dow Jones Sustainability World which relates to any one of the market sectors.
Index, which includes the highest ranking listed
European companies. INTERNATIONALIZATION. The growth of the
abertis group has been characterised by its inter-
SHAREHOLDER VALUE. One of abertis’ essential nationalization which has been a constant factor in
objectives is the guarantee of sustainable shareholder the majority of operations it has been involved in. It
remuneration achieved through efficient management is worth noting that over a period of eight years the
and rigorous analysis of opportunities for profitability Corporation has gone from having a presence in three
growth. countries to carrying out business in 18 including
The profitability of abertis’ portfolio over the past France, Italy, Portugal, the United Kingdom, Argentina,
20 years it has been listed is valued at 1,844%, taking Chile, Mexico and the United States.
into account adjustments related to capital raising This penetration of foreign markets is evidenced
and annual dividend payments. The portfolio’s annual when comparing sources of income. While in 1999 only
profitability is 92%. 3% of the Group’s income stemmed from international
abertis maintains a special relationship with its activities, in 2006 this figure had risen to 48%.
shareholders, providing information and transparency
in all processes. The Corporation has close to 100,000 DATA TO REFLECT THE TRAJECTORY. 2006
shareholders with whom it maintains open channels performance figures confirm the solid progress of
for communication and interchange of information abertis. At the close of the last financial year the
Corporation declared a net profit of 530 million euros.
Income from operations reached 3,335 million euros,
ABERTIS HAS GONE FROM HAVING A 75% more than 2005, while the Earnings Before
PRESENCE IN THREE COUNTRIES TO Interests, Tax, Depreciation and Amortization (Ebitda)
rose to 2,099 million euros (up 74%). abertis’ cash
CARRYING OUT BUSINESS IN 18 INCLUDING flow meanwhile increased by 48% with respect to
FRANCE, THE UK, CHILE, MEXICO AND THE US 2005 reaching 1,221 million euros.
Salvador Alemany receives the award from the chairman of the Madrid Stock Exchange, Antonio Zoido.
ABERTIS, MAKES THE FT GLOBAL 500
A bertis now forms part of the prestigious FT Global 500
ranking published each year in the financial newspaper the
Financial Times, which includes the 500 largest companies in
capitalisation, abertis leads the list together with Atlantia.
Companies such as APRR, Cintra and Brisa among others follow.
Since abertis initiated its stock market trajectory, it has not
the World by market capitalisation. abertis occupies position ceased its continual growth reaching a market capitalisation in
478 of the ranking, with a market capitalization of 14,582 millions excess of 14,000 million euros, positioning itself among the
euros as at March 30, 2007. largest European infrastructure company groups. The most
The Financial Times FT Global 500 ranking’s 11th edition published spectacular growth has occurred from 2003 onwards, coinciding
this year, includes companies with free float in excess of 15%. with the acquisition of retevisión, the British airport operator TBI,
If we compare the position held by the abertis corporation the French motorways operator sanef and the satellites operator
with that of its main European competitors in terms of market Eutelsat, among other activities.
MARKET CAPITALISATION (in millions of euros)
9.000 Market Capitalisation x31
18/05/1987 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
No.12 / October / 07
THE IMPLEMENTATION OF A NEW
FOR THE GROUP
THROUGH THE REMODELLING PROCESS THE COMPANY IS EQUIPPED TO TAKE ON THE
CHALLENGE PRESENTED BY GROWTH AS WELL AS THE SECTOR AND GEOGRAPHICAL
DIVERSIFICATION IN WHICH IT HAS BEEN INVOLVED FOR SOME YEARS
Text ABERTIS Photos ABERTIS
he reality for abertis since 1999 when it began wise, an equally firm and energetic commitment has
T on its path as Acesa Infraestructuras has been
characterised by permanent change and growth
which have led the company to six-fold increases
been made to the internationalisation of activities, in
the realisation that medium and long term competi-
tiveness and sustainability are best approached through
in principle values. Without doubt, it is the resultant increasing interactions and integration of national
process stemming from a strategy in which from a economies within Europe as well as those of Europe
leading position in motorways, a strong commitment with the rest of the world.
was made to business sector diversification. In order to operate and achieve success in the global
In this way, the telecommunications and airport sec- market abertis has embarked on a route that has al-
tors have joined and reinforce the process initiated in lowed it to situate itself in the front line. While in 1999,
previous years with parking and industrial areas. Like- 98% of the company’s income was generated in Spain,
currently, following the integration of sanef (2006) and IN ORDER TO OPERATE AND ACHIEVE
TBI (2005), virtually 50% of earnings are from abroad
–with France at the head, making up 37%– while 56% SUCCESS IN THE GLOBAL MARKET
of the current 11,000 personnel employed by the ABERTIS HAS EMBARKED ON A ROUTE
Group work outside Spain.
For these reasons abertis, which has its origins in THAT HAS ALLOWED IT TO SITUATE
Spain and Catalonia can no longer be classified or con- ITSELF IN THE FRONT LINE
sider itself as an exclusively Spanish, French or English
company. abertis identifies with its European roots The new organisational structure, able to be seen on
presenting itself as an European infrastructure man- abertis’ web page (www.abertis.com) will allow the
agement group in the distinct markets and countries company to adapt its management model to the new
within the EU and as an European group looking to circumstances of the Group while making available a
grow internationally. more agile corporate and business management struc-
ture better equipped for continual adaptation to the
ORGANISATIONAL MODEL ADAPTED TO changes which future corporate growth continue to de-
GROWTH AND DIVERSIFICATION. In achieving mand. The objective being pursued is to assure that the
such growth, the company must also address the chal- abertis organisation –now undeniably international–
lenge of implementing an organisational structure to and the teams that make it up work in an environment
successfully combine with this process of growth and where operational processes of those associated with
diversification both within the sector and geographi- decision making continue to take into account the key
cally, adapting to it and changing with it. It had been role and impact that the infrastructure they manage
planned to address this exercise in depth virtually since has on the economic, social and regional development
the creation of abertis in 2003, in spite of the Group of the communities they serve while continuing to fa-
having undergone significant and noteworthy changes cilitate the process of growth and therefore change to
in dimension and complexity. which abertis has an ongoing commitment.
No.12 / October / 07
RENOVATION OF SPANISH MOTORWAYS BUSINESS
STRUCTURE AND APPOINTMENT
OF THE NEW GENERAL MANAGER OF ABERTIS AIRPORTS
I n 2007 abertis redesigned its motorway business
model in Spain, creating a new business unit, Autopis-
tas de España in combination with a series of changes
standards and ongoing dialogue with the public admin-
istration at the same time as strengthening objectives,
for example working on environmental aspects, insti-
in the general management of the Group’s Spanish tutional relations and the commercial area. A direct
concessionaries: acesa-aucat, aumar and iberpistas. and necessary relationship is thereby established with
As part of the redesign, the new general manager of abertis’ future, driving the company toward continual
abertis airports was appointed in June. growth fuelled by two sources: the economic and fi-
nancial capacity of the firm and its technical ability in
JOSÉ MARÍA MORERA directing operations and companies.
The professional background of the newly appointed
general manager of Autopistas España, Jose María Mo- CARLOS DEL RÍO
rera (Madrid, 1947), has provided him with an enriched From his most recent professional experience at the
perspective. This stems from his experience in the head of Pacific Airport Group (Grupo Aeroportuario del
public sector in quality analysis and control, from his Pacífico–GAP), the new general manager of abertis
period as a teacher as a communicator of experiences, airports, Carlos del Río (Madrid, 1950) rates his most
his time in the private sector taking on the creative positive experience as being the opportunity of launch-
task of configuring new professional structures and ing the company on the New York and Mexican Stock
more recently in iberpistas since 1987, where he was Exchanges, hence gaining an understanding the world’s
responsible for tackling technological and professional largest financial market. Further, he considers that the
review to the point of converting it into the dynamic challenge he faces taking charge of this company is in
company it is today. improving current assets profitability and taking advan-
All these factors are combined as he assumes his tage of market opportunities that present themselves in
current role where he stresses the importance of creat- expanding business activities, especially given that it is
ing a new structure within abertis. This structure must the most recently created division. With regard to the
emerge from working together to define the funda- Firm’s future, he points out that the international infra-
mental challenges such as the capacity to adapt to structure sector and more specifically that of privatiza-
technological challenges, meeting demanding quality tion represent markets experiencing explosive growth.
On the right,
José María Morera,
the new general
On the right, Carlos
del Río, the new
of abertis airports.
From left to
JOSEP LLUÍS GIMÉNEZ with sizeable projects such as the third Guadarrama tun- right: Josep Lluís
The new general manager of acesa, Josep Lluís Giménez nel. He explicitly assures that in his new role his goal is to Giménez, the new
general manager of
(Barcelona, 1957), stresses the fact that prior periods of make iberpistas a leader within and outside the Group,
acesa; José Antonio
professional experience have allowed him to acquire a categorising the future of the abertis group as inspiring. López Casas, the new
vocation in client service, in addition to having had the He affirms that the Corporation has set appropriate and general manager
experience of floating a company on the Stock Exchange. achievable goals, being equipped with top ranking teams of iberpistas; and
While working at abertis, heading the management of personnel and clear thinking shareholders of renown. Enrique Villalonga,
the new general
of the South American Motorways division, he highly Overall, abertis possesses the resources and has set
manager of aumar.
values having been able to add to global capabilities. objectives, yet ongoing and persevering work will be a
Josep Lluís Giménez considers that meeting user needs key factor in moving forward. The main future challenges
and making available high quality motorways as well as that lie ahead from his point of view will stem from the
working in close proximity and with the region in order privatisation processes in Spain and surrounding areas.
to improve efficiency is of utmost importance. Amongst
future challenges the widening of the AP-7 stands out as ENRIQUE VILLALONGA
having to provide a clear and precise solution for what is The new general manager of aumar, Enrique Villalonga
a strategic corridor. Factors that in his judgment will in- (Valencia, 1948), emphasises that the main asset of any
fluence the Firm’s growth are the significant increase in company are the people who make it up. As part of his
mobility, the need for new infrastructures and countries’ role, he has therefore set the goal of instilling enthusiasm
budgetary limitations. Lastly, he identifies the interaction in his team so as to obtain the best possible work climate
between business units as representing abertis’ main as well as maximising efficiency. What he most values
potential in taking advantage of market opportunities. amongst prior experiences is what he has gained person-
ally and professionally upon having shared a range of
JOSÉ ANTONIO LÓPEZ CASAS ideas and opinions with people from many countries. En-
The new general manager of iberpistas, José Antonio rique Villalonga believes that abertis finds itself in a privi-
López Casas (Madrid, 1950), has an in-depth understand- leged situation owing to its level of diversification and its
ing of workplace training and personnel management international character. He indicates that the factors that
thanks to his previous private sector experience. During most affect the growth of the Group are the ability to
his time in the political arena, he experienced first hand take advantage of the internal synergies and share the
the division of Spain into autonomous regions and its know-how amongst distinct companies that make up the
joining Europe. Advisor to iberpistas since 1989 and Group. In addition he affirms that the expansion of busi-
general manager of castellana (a role he will continue ness sectors cannot be ruled out but instead should be
to fill), José Antonio López Casas considers it a privilege evaluated according with economic movements and new
to have contributed to the development of the company opportunities that present themselves.
No.12 / October / 07
WORLD BANK HEAD OF TRANSPORT AND INFRASTRUCTURE
FOR EUROPE AND CENTRAL ASIA REGION
PRESENTED THE RECENT STUDY ‘INTEGRATION OF TRANSPORT MODES AND THEIR MANAGE-
MENT’ IN BARCELONA AND EXPRESSED INTEREST IN THE WORK DONE BY ABERTIS IN THE
MANAGEMENT OF INFRASTRUCTURES AND COLLABORATION WITH THE PUBLIC SECTOR
Text NURIA GONZÁLEZ Photos JOSEP LOASO
their Management and so as to learn about manage-
ment and financing experiences which have yielded
optimum results in this field, Motoo Konishi and his
team visited abertis at the end of June. This visit is set
against a background of various meetings he and his
team held in Barcelona with public sector representa-
tives and managers of private infrastructure manage-
What activities is the World Bank involved with in
the transport and infrastructure sector?
To date we have invested around 2300 million euros
in 28 projects currently in execution. Of these, close
to two thirds are being carried out in middle income
countries, such as Russia, Poland or Romania, while
the remaining third corresponds to other countries in
the European Union. Furthermore, in the coming three
years we shall issue credits for 2200 million euros, that
is to say, we shall lend between 510 and 725 million
per year in order to execute new infrastructure projects.
Future economic growth and competitiveness are
related with the availability of good infrastruc-
ture. Do you think the public budgets will be able
to cope with the investments necessary for their
creation and maintenance?
This specifically is one of the questions we have debat-
ed during the Integration of Transport Modes and their
Management sessions. Public investment will always be
limited. Up until now it is true that the majority of in-
frastructure financing has been public, but we have de-
tected for example in Spain that partnerships between
he development of new strategies in the trans- the public and private sectors, so called Private-public
T port sector, the analysis of links which link devel-
opment and economic growth with the creation
or renovation of infrastructures as well as negotiation
Partnerships (PPPs), have been fruitful. Thanks to these,
it is possible for example to construct, rather than just
10 roads, more than 20, with the cost being met fur-
with governments and politicians in initiating spe- ther down the track. For this reason we were interested
cific projects are amongst the main responsibilities of in learning about abertis’s experience.
Motoo Konishi, the World Bank head of Transport and What is your opinion regarding the evolution of PPPs
Infrastructure for Europe and Central Asia. In order to in Spain? Do you think our model is exportable?
present his study Integration of Transport Modes and The Spanish model is of especial interest. It exem-
“THANKS TO THE COLLABORATIVE PROJECTS BETWEEN THE
PUBLIC AND PRIVATE SECTORS WE ARE ABLE TO CONSTRUCT
MORE ROADS, MEETING THEIR COST FURTHER DOWN THE TRACK”
No.12 / October / 07
“WE CAN TAKE ABERTIS AS AN EXAMPLE OF A COMPANY
NOT FOCUSED SOLELY ON MAKING PROFITS, BUT ALSO
SETTING THE GOAL OF SERVING THE PUBLIC”
plifies efficiency, given that more than 2000 km of This of course is a difficult question. In the US, PPPs
highway have been constructed in Europe in under have only recently been put in practice. In fact there are
five years with European financing. Nevertheless there few countries with experience in this area, even in Eu-
are a number of specific aspects, such as adjudication rope. From 1999 such collaborative methods have been
criteria which are distinct in each country making it reactivated and re-launched and for this reason Europe
therefore more difficult to export. However, countries is able to benefit from the World Bank programme in
such as Poland and Russia will be able to benefit from place, particularly some of the more recent members of
some aspects of the Spanish model or draw on it to a the European Union, such as the Czech Republic. In ad-
large extent. The World Bank has taken advantage of dition, other countries such as Poland and Russia who
such know-how of Spanish consultants and owing to are benefiting from World Bank investments, are start-
it has won an award from the International Roads As- ing to see the advantages of this type of financing.
sociation for one of the studies carried out jointly with The reality is that the US must learn to manage con-
the consultants. cessions which are a type of PPP and acquire experience
In ensuing years significant investments are fore- in this area so as to determine when it is recommend-
seen for updating infrastructures, with these clear- able to opt for the private sector and when is viable to
ly having to incorporate the distinct peculiarities take more risks. Spain possesses such experience but the
corresponding to each zone. What specific aspects US has not yet acquired it. Therefore the Spanish case
does the EU have compared to the US? may serve as an example with some of it features per-
haps being exportable to countries such as Russia, which
incidentally is to sign its first PPP for 2200 million euros
for the construction of a highway in Saint Petersburg.
MANAGEMENT AND INFRASTRUCTURE Given this situation, what role must private par-
I n depth knowledge of the true situation in countries as diverse
as Malawi, Somalia, Sudan, Tanzania or Zimbawe, in Africa; Bolivia,
in Latin America; or in Asia, Kazajistan, Motoo Konishi has been head
ticipation play in financing such infrastructure?
When liquidity exists in the market and investors are
of the transport and infrastructure sector for Europe and Central looking for promising opportunities –as is always the
Asia at the World Bank from 2004 . Prior to this, as an economist case– a decent PPP can be taken advantage of, since
with a Masters in Economic Development, Legislation and private investment is more significant. One of the prior
International Business from the Fletcher School of Law and conditions that should exist is trust between public
Diplomacy in Massachusetts (United States) and graduate of
and private sectors. This is the only way of assuring the
the Young Professionals Programme run by the World Bank itself,
he was also responsible for operations relating to sanitary risk is sufficiently evenly spread. Achieving this requires
infrastructure such as water storage within the Europe and time and experience. Nevertheless, we do not wish
Central Asia Infrastructure and Energy Services Department. the private sector to lose money, meaning that a good
and is extending this model to neighbouring countries.
For example, we are aware of the planned extension to
the roadway toward the Ukraine and the southern part
of Caucasia toward the Middle East. Such vision is defi-
nitely present as part of the European strategy.
Another key theme along these lines in the near fu-
ture will be the availability of ports. The competition in
this area is and will continue to be enormous and in 10
to 15 years time Europe in general will lack port capac-
ity. It will be difficult to overcome since it will mean
that the continent will become “more expensive”. Nev-
balance must be struck. In fact we can use abertis, a ertheless an excellent example of PPP in this respect is
company which is not solely concerned with producing the direct train between Figueres (Spain) and Perpignan
profits, but is in fact also dedicated to providing a serv- (France), a project for which the private sector assumes
ice to the public, as an example. the investment risk thanks to concessions from both
Should the private investor participate beyond countries.
merely financing and be involved in other services And beyond European borders?
and phases? Without a doubt there is less planning. Plans are struc-
That is right. PPPs aim to attract private financing, but tured at a more national level. Europe will be strong-
this is not the most important aspect. Other valuable er in the future because it has taken into account
aspects include innovations achieved, the timely provi- the transnational viewpoint. In East Asia for example,
sion of services, a better result and improved quality for the World Bank and the Japanese government have
the user, amongst other aspects. It is true that private launched a study to improve regional transport, with
financing is more expensive than public financing, but the objective of making it more competitive, this being
these additional advantages compensate for the differ- an isolated example.
ence in price.
Would the role of government be limited to guar-
anteeing the stability of the system?
From my point of view, it is of utmost importance that
the government provides the framework for action, the
WORLD BANK OBJECTIVES
vision: for example, how to ensure that a city is attrac-
tive and competitive. Investments in infrastructure are,
F rom its creation in 1944 to promote the reconstruction of Europe
following the devastation of the war, the World Bank has broadened
its range of activities to a point where it reaches all regions of the
without doubt the drivers that allow it. On the other planet with the mandate of alleviating poverty. From its embryonic
hand, it is also the government’s mission to put in form as the International Bank for Reconstruction and Development
(IBRD), it is currently an international organisation owned by 185
place the strategy given that apart from constructing
member countries, formed by two separate development institutions:
schools or roads, other investments must also be made the International Bank for Reconstruction and Development (IBRD) and
and therefore priorities set in this respect. the International Development Association (IDA). The first of these
Thirdly, collaboration with the private sector is neces- centres its activities in middle income countries and poor countries
sary in order to determine how make decisions regard- with credit capabilities, while the IDA helps the poorest countries in
the world. Together they offer low interest loans, interest free loans
ing new infrastructure, with public interest being the
and donations to developing countries for projects in education, health,
foremost concern at all times. infrastructure, communications and many other spheres. The financing
We live in a globalized world without economic of reconstruction processes continues to be a priority objective of the
boundaries, where infrastructure is viewed from organisation, especially in situations where natural disaster and ongoing
a transnational viewpoint. What is the current conflict affect economies in development and transition. In addition
the World Bank has broadened its portfolio which now includes the
importance of planning infrastructure from this
financing of projects in order to make social improvements, reduce
perspective? poverty, alleviate debt or promote good government. In the field of
In fact, Europe through the European Commission has transport, activities include the issuing of credit to allow existing
already achieved this via its European transport networks infrastructure to be improved or create further new infrastructure.
No.12 / October / 07
WORTHY OF A NOBEL PRIZE
LIVELY AND COSMOPOLITAN, THE SWEDISH CAPITAL IS AN ATTRACTIVE JIGSAW PUZZLE IN WHICH THE MODERN
AND TRADITIONAL MERGE, OFFERING AN INCREDIBLY RICH RANGE OF CULTURAL AND LEISURE ACTIVITIES
Text DAVID REVELLES Photos VISITSWEDEN
rected on 14 islands interconnected by 57 bridges, Stockholm, permeable to new tendencies and with an open mind while jeal-
E Sweden’s capital maintains an intimate relationship with
the water which it sweetly caresses and dodges as it has for
centuries. A third of the water, a third of the light and a third of
ously guarding their most deeply rooted traditions. A short escape
there in December is all that’s needed to confirm the passion with
which they celebrate Christmas and festivities such as Santa Lucia.
the space: an appropriate equation which occupants recite with Without a doubt the best way of immersing oneself in the urban
pleasure, as if citing the alchemistic proportions that transform this landscape of Stockholm is to do so on foot, despite it being the sec-
city into a unique destination. Perhaps it is that watery interaction ond largest capital city in Scandinavia –the largest being Copenhagen.
which converts it into one of the world’s most beautiful port cities. A street pilgrimage puts the visitor in contact with one of its immu-
In Stockholm there is a strikingly harmonic beat between the table truths: Stockholm is the design Mecca of Scandinavia on every
traditional and the vanguard. One example is the perfect union of level, from interior design, glassware and ceramics, to textiles and fur-
the Gamla Stan streets in the historic centre of the city, with their niture. Immediate evidence of this can be found on the underground
750 years of history and the Södermalm Island, the old settlement lines, particularly the blue line which starts from Kungsträdgården, in
of the working class, now taken over by local intellectuals, forming the city centre, travelling north-west. Some of the underground sta-
the cultural epicentre par excellence. The mixture between past and tions such as Centalstation are works of art: green live rock, salomonic
present is best seen in the personality of the inhabitants: innovative, columns, forged iron lamp posts with neon lights…
THOUSAND YEAR OLD CULTURE. All routes through the
city –founded in the XIII century by King Birger Jara to protect lake NOBEL’S HOME
Mälaren from pirates– should be begun amongst the stony alleys
and ochre and rusty red painted houses of the historic quarter, A lfred Nobel was born in Stockholm in 1883 to a family
of engineers. After having been trained in Paris and the
United States, he dedicated a significant part of his life
Gamla Stan. History and a medieval flavour seeps out of every
pore. The Nobel Museum is situated on the isle, on the peaceful to carrying out experiments to improve the safety of
nitro-glycerine this leading him to mixing it with black
Stortoget plaza, a beautiful building from the XVII century that gunpowder allowing it to be absorbed by diatomaceous
becomes an excellent starting point for revelling in the pomp earth. The resulting mass was able to be moulded in cylinders
and tradition of the world’s most famous prizes. Each year on which did not explode until they were activated by a detonator.
December 10, in commemoration of the death of Alfred Nobel, Nobel baptised his invention with the name dynamite.
Stockholm dons its ball attire for the award of the prestigious Yet the Swedish inventor was also an industrialist:
upon his death in 1896, he was the owner of companies
prizes, whose banquet has been held since 1901 in the Blue Hall in 90 locations and 20 countries, representing a fortune of
of the City Hall. The most inquisitive can trace the Nobel route in 31.5 million Swedish Kroners. In his will, Nobel let his wish
the restaurant of renown Der Gyldene Freden (Osterlanggtan, 51), be known for the profits produced by the capital of the
where the academics who select the awardees meet each Thurs- fund be distributed each year amongst those who had most
day, completing their circuit at the Grand Hotel (Södra Blasiehol- benefited humanity in the fields of literature, chemistry,
physics, medicine and peace. The Nobel Prizes were hence born,
mshamnen, 8), the lodgings of illustrious invitees. the most prestigious awards in the world which transform
In the heart of Gamla Stan, the imposing Royal Palace Stockholm into a unique stage which is the focus of world
(Slottsbacken) can also be found as well as the XIV century Ca- attention year after year.
No.12 / October / 07
VISIT THE CITY
THE ART OF SHOPPING. The Swedish capital is without doubt
the Mecca of Scandinavian design and a pleasure for lovers of
shopping. The best option when beginning the consumer tour is
to traverse the Östermalm district where shops such as Svenskt
Tenn (Strandvagen, 5) can be found, specialising in furniture and
complements or Asplund (Sibyllegatan, 31), a temple for rugs and
interiors. At a stone’s throw is Kosta Boda (Birger Jarlsgatan, 3),
housing Sweden’s most emblematic crystalware. For those who
prefer an authentic and bohemian touch there is nothing like losing
oneself in the shops of the Södermalm district, at the weekend
Street markets or in the Konsthantverkarna (Mäster Samuelsgatan,
2), a permanent showroom in the city centre housing the latest
creations from local designers in textile, shoes and jewels.
FOR DIE HARD FOOD-LOVERS. For years Stockholm has been
converted on its own merits into one of the most sophisticated
and cutting edge gastronomic enclaves in Scandinavia. Food-lovers
thoroughly enjoy the vast culinary range offered by restaurants.
Amongst the inescapable gastronomic establishments of note,
some have legendary status such as Berns (Berzelii Park) where
the menu is replete with excellent quality fish from Stockholm
and a hint of the influence of vanguard French cuisine. The design
of the premises is the work of the London designer Terence
Conran. Other exemplary, outstanding gastronomic locations
include the Norrbacken restaurant (Norrbackagtan, 30), one
of the best examples of a fusion of classic Swedish cuisine and
Ulla Win bladh (Rosendalsvägen, 8), which stands out amongst
restaurants with more traditional local cuisine, nestled only a
stone’s throw from Skansen.
STOCKHOLM BY NIGHT. Stockholm emits a Latin vibe little seen
in the Scandinavian peninsular. To discover it one need only take
the plunge and go to Sturplan Plaza or Södermalm Island in the
Atlasområd, district, one of the fastest changing, most dynamic
areas in recent years. This area is home to the in bars, discos and
cafes of the city. The hedonistic Kharma (Sturegatan, 10), with
one of the most impressive interior designs by the firm London
W8, the nearby glamorous Sturecompaniet (Sturegatan, 4) or the
Upstairs Bar (Ringvägen, 98), the Clarion Hotel’s bar are some of
coolest enclaves in Stockholm. The Södermalm district, popularly
known as Söder, is the principal melting pot for trends and fads,
thanks to the fact that in recent years a significant number of
thedral proudly rising up just metres away, with its late Gothic
intellectuals, artists and young creative people have installed
themselves there. Some of the most emblematic locations include interior. Wandering unhurriedly through the old quarter one is
the warmly lit bar Indigo (Götgatam 19) with its calculated retro beckoned, more so with the intense cold, to make a tempting
feel, the Roxy pub (Nytroget, 6) or the modest yet original, Garlic stop-off in one of the numerous timber cafes to enjoy a comfort-
& Shots (Folkungagatan, 84), where dishes are loaded with garlic ing hot chocolate accompanied by the ever present kanelbullen
and there are 101 types of vodka.
(cinnamon pastry). This elegant and classical area of the city con-
COMFORT AND DESIGN. Lodgings in Stockholm also represent an tinues northward where it intercepts with Norrmalm. The city’s
experience. Some of the most recommendable options are: cultural highlights are concentrated here along with representative
Radisson SAS Strand Hotel (Nybrokajen, 9. Tel. 46 8 5 066 40 00 buildings such as the Opera Theatre inaugurated in 1800 and the
www.stockholm.radissonsas.com). In the heart of the city, close to National Museum of Art (Nationalmuseum). Created in 1866 by
Berzelii Park. From 230 for a double room.
the German architect Stüler with the appearance of an Italian ren-
Grand Hotel (Södra Blasieholmshamnen, 8. Tel. 46 0 8 679 35 00
www.grandhotel.se). An exquisite classic in the city from aissance style building, it houses the most extensive collection of
300 for a double room. classical art in Sweden.
Clarion Hotel Stockholm (Ringvägen, 98. Tel. 46 0 8 462 10 00 The history of Stockholm is, in itself, a guide for discovering
www.clarionstockholm.com). Its motto It’s not a hotel defines its the city, with its legacy of museums of great beauty. One of the
inner nature of cutting edge design inviting one to relax with the
most charismatic is Skansen, the first open air museum, founded
first class service. A double room costs 300.
in 1891, allowing a journey in time to the Sweden of five centu-
TO FIND OUT MORE: www.stockholmtown.com has everything ries ago. Equally recommendable is the Vasamuseet in Djurgården,
that a visitor may be interested in finding out about the city, which offers the opportunity to view one of the jewels of the city
from online selection of hotels to itineraries for an escape to in all its splendour, the Vasa, a royal galleon which sunk in Stock-
the 24,000 islands that surround the city, a cultural calendar
holm bay during its inaugural voyage in 1628, being rescued and
and the best selection of leisure activities destinations.
restored 333 years later.
“EVERYBODY CAN FIND
THINGS TO SEE AND
TO DO IN STOCKHOLM”
A bertis began its relationship with Sweden and specifically with
Stockholm in 2004 with the acquisition of the airports compa-
ny TBI, 90% owner of Stockholm’s airport Skavsta. Stockholm Skavs-
ta is Stockholm’s second largest airport and one of the fastest grow-
ing in Sweden in recent years. Situated to the south of the capital, it
was the pioneering airport for low cost airlines in Scandinavia as well
as the operations base for Ryanair in the area. We spoke with Dot
Gade, the managing director of the Stockholm Skavsta airport, and
a Dane who has made the Swedish capital her second home.
Could you recommend a typical
dish from your country [in this
The typical dish for the summer
solstice is boiled new potatoes
served with a variety of herrings
and sour cream with chopped
spring onion. This dish of course
is eaten accompanied by Swedish
beer (preferably Mariestad) and a
couple of cold shots.
How would you define the Swe-
Many of my Danish friends asked 21
years ago why I wanted to move in Dot Gade, managing director
order to go and live with the stuck-
up Swedes. I do not at all agree with them since I was received with
open arms and they are extremely funny and affectionate people.
They also like nature and enjoy sailing, trekking and their special al-
CREATIVITY IN SPADES. Crossing the Skeppsholmsbron lemansrätt (the right to be where ever one wishes in the wilderness).
bridge, the small isle of Skeppsholmen emerges, home of the What is the best place for going for an agreeable stroll?
Modern Art Museum, the work of the Spaniard Rafael Moneo. This A stroll along the river in the enchanting village of Nyköping, situ-
centre, opened in 1998 was well accepted due to its integration ated 7 kilometres from the airport, with 820 years of history.
both in the city and with the natural surrounds, boasting one of the Why is visiting Stockholm a must?
best collections in the world of its kind, with works from Dali, Miró, Because Stockholm, the capital of Scandinavia, is truly gorgeous. Its
Warhol, Matisse, Kandinsky and Mondrian amongst other renowned location amongst hundreds of islands represents a unique enclave
artists. It is also highly recommended to pay a visit to Kulturhuset, a for a capital. Stockholm is at the cutting edge in terms of design,
Cultural House open to all, hosting musical, theatrical, photographic culture and music, nightlife, food and innovation. In other words
and design events of every type as well as contemporary art. In this everyone is able to find things to see and do.
area the most select stores and best art galleries are concentrated Two unmissable places to visit…
on wide avenues between Birger Jarlsgatan and Sibyllegatan, while The first would be to experience the handsome archipelago near
international brands’ luxury boutiques are found in the region of Nyköping it can’t be missed! The second would be to immerse
Strandvagen, the city’s most emblematic avenue which ends at the oneself in the famous ice hotel to the north of Sweden whose
maritime port. Without venturing very far, food-lovers can marvel environment can also be experienced in the Ice Bar in the Hotel
at the Saluhall undercover markets, jammed with stalls that are a Nordic Sea situated in the centre of Stockholm. In order to get in
true delight as well as shellfish and salmon restaurants. you should rug up and wear gloves and that way you can enjoy a
Stockholm, Nobel’s city, never ceases to reinvent itself, set on the drink from a glass made out of ice.
water and at no stage allowing room for indifference thanks to its What should you buy before leaving the country?
enticingly open and dynamic personality. It is an attractive city with I would say anything of Swedish design, such as crystal-ware or
a special flavour that conveys an unerring invitation to discover it in interior adornments. For many visitors, it is essential that the sou-
its state of continual metamorphosis in the rhythm of the seasons. venir have the ever-present elk symbol.
No.12 / October / 07
ON THE OTHER SIDE OF THE ATLANTIC
IN THE AIRPORT SECTOR
THE GROUP ACQUIRES DESARROLLO DE CONCESIONES AEROPORTUARIAS (DCA), WHICH
HAS A STAKE IN 15 AIRPORTS IN MEXICO, JAMAICA, COLOMBIA AND CHILE
Text ABERTIS Photos ABERTIS
bertis has reached an agreement with ACS for The 15 airports in which DCA has a holding recorded
the acquisition of Desarrollo de Concesiones combined revenue of 288 Mn for 2006, with an
Aeroportuarias (DCA), a holding company with EBITDA of 174Mn.
a stake in 15 airports in Mexico, Jamaica, Chile and Co-
lombia. The operation involves the acquisition of 100% GRUPO AEROPORTUARIO DEL PACÍFICO
of DCA shareholdings for a total value of 270.8 Mn. (GAP). DCA currently has a stake in 16 airports, wheth-
This transaction bolsters abertis’ position in the air- er directly or indirectly. DCA is a shareholder in Aero-
port sector by operating through the TBI group, which puertos Mexicanos del Pacífico (AMP), along with Aena
in turn falls under the banner of abertis airports. The Internacional and the Mexican company CMA. AMP is
Group now own, part owns on operates 29 airports in in turn the main shareholder and strategic partner of
eight countries, handling 56 million passengers a year. the Grupo Aeroportuario del Pacífico (GAP) having a
The transaction is subject to approval from the dis- management contract with GAP which gives it special
tinct authorities and airport administrators. In addition, rights to for example appoint specific members of the
a Morgan Stanley fairness opinion report has been pro- management team –the managing director amongst
duced on the terms and structure of the operation. these– as well as the right to four seats on the Board of
The DCA airport network is projected to manage Directors (of 11 in total).
around 37 million passengers in 2007. The airport port- GAP operates 12 airport concessions in the Pacific
folio has enjoyed significant growth in recent years with and central Mexico regions, including six of the coun-
stable margins, predictable cash flows and high EBITDA try’s largest airports. More specifically, GAP manages
margins providing attractive long term profitability. the airports of Guadalajara (6.4 million passengers an-
nually), Tijuana (3.8 million), Puerto Vallarta (3 million), The TBI network consists of eight international air-
Los Cabos (2.7 million), Hermosillo (1.2 million), Bajío ports. Three of them are located in the UK (London
(1.2 million) as well as six additional airports (Mexi- Luton, Cardiff International and Belfast International),
cali, Los Mochis, La Paz, Manzanillo, Aguascalientes and one in Sweden (Stockholm Skavsta), three in Bolivia
Morelia) which combined deal with a further 2.4 mil- (La Paz, Santa Cruz and Cochabamba) and finally, one
lion passengers annually. in the United States (Orlando Sanford).
It also holds government or local authority manage-
JAMAICA AND SANTIAGO DE CHILE. In Ja- ment contracts at three other US airports (Atlanta,
maica, DCA makes up part of the consortium which Georgia and Burbank, California) as well as providing
has operated the Sangster International Airport over the consulting services acting through a consortium based
past 30 years. The airport, which has high potential for in Miami (Florida). abertis airports also manages two
growth, is situated in one of Jamaica’s main tourist areas runways at the El Dorado terminal in Bogotá (Colom-
and in 2006 recorded 3.1 million passengers per year. bia) via the company Codad.
DCA also has a share in the company which since
1999 has managed the Santiago de Chile airport ter-
minal concession, the country’s principal point of entry
and one of the most modern airports in the region.
In 2006 it handled a total of 6.9 million passengers
although it is equipped to process over 12 million pas- TWO MANAGEMENT
DCA is also one of the shareholders which man- CONTRACTS FOR TBI IN THE US
ages the Cali airport concession through to 2020. The
airport recorded 2.3 million passengers in 2006, this A bertis airports has signed a contract with the city of Macon, Georgia
(USA) through its subsidiary TBI Airport Management, to operate
the Middle Regional Georgia and Herbert Smart Downtown airports for
being mainly domestic traffic, although the develop-
a 10-year period. The annually renewable contract allows abertis airports
ment of international traffic is being promoted. to manage the two strategically located airports,150 kilometres from
DCA’s portfolio of airports complements that of the Atlanta which have good potential for growth.
TBI managed network –acquired by abertis (90%) and Middle Regional Georgia is a two runway commercial airport servicing
Aena Internacional (10%) in 2005– thereby strength- 30,000 passengers per annum. The Herbert Smart Downtown aerodrome
is a two runway general aviation airport predominantly providing corporate
ening the presence of the Group in Latin America. This
jet operated private flight services.
operation will allow abertis to assert its presence in 29 Through the incorporation of these two airports to its portfolio, abertis
airports across eight countries, processing over 56 mil- airports has increased the size of its airport network and strengthened
lion passengers a year. its US market position.
ABERTIS AIRPORTS ACTIVITIES
No.12 / October / 07
SABA WINS CONTRACT
TO DEVELOP AND OPERATE A
CAR PARK COMPLEX IN ROMA
THE PROJECT INVOLVES CONSTRUCTION AND OPERATION OF THE NEW VILLA BORGHESE
COMPLEX FOR A PERIOD OF 50 YEARS
Text ABERTIS Photos ABERTIS
complex to 17,200 m2 (from the current 11,030 m2).
aba, abertis’ car park subsidiary, has been award-
ed a contract for the construction and manage- The Rome City Council agreement also includes the
ment of a car park complex in Rome (Italy). The construction of an operations and maintenance termi-
project, awarded as a concession by Rome City Council nal for the city’s electric buses with a capacity for 123
is to be located at the current site of the existing Villa vehicles of 5 meters in length as well as 112 vehicles
Borghese cark park, managed by saba, and requires a of 5 meters. The terminal is to be used by the transport
total investment of 92.5Mn. agency (ATAC) of the Rome City Council. The contract
The project involves the expansion of the current also includes the management of the existing 230-space
underground car park with the addition of 200 park- motorcycle parking area. Work is due to commence in
ing spaces, for a new total of 2017. Furthermore, saba early 2008, with a projected duration of four years. The
italia is to build a new 81 space car park for tourist total estimated investment associated with the contract
coaches, connected to Rome’s public transport system, is 92.5 Mn. saba is to manage the concession of the
as well as expanding the available shopping area in the entire car parking complex over a period of 50 years.
MANAGES OVER 20,000
PARKING SPACES IN ITALY
Villa Borghese, located in the centre of Rome, is one of
the city’s most visited public areas. It is the city’s largest
park and in recent years has combined green areas and
the first class cultural activities on offer there.
Villa Borghese contains some of Italy’s most pictur-
esque parks and gardens as well as five of the city’s
most important museums, including the Borghese Gal-
lery and the National Gallery of Modern Art. In recent
years the complex has started offering visitors a great
array of cultural and recreational activities. It is home
to Rome’s Bioparco and the Museo Civico di Zoologia
as well as the city’s Casa del Cinema.
COMMITMENT TO INTERNATIONAL EX-
PANSION AND THE ITALIAN MARKET. The
Villa Borghese parking construction and operation
project raises saba’s already strong presence in the
Italian car parks sector. In Italy saba manages –through
NEW PARKING AREAS IN
saba italia– 42 car parks with over 20,000 parking LAS PALMAS, TERRASSA AND GIRONA
spaces. Rome, Milan, Venice, Verona, Bari and San Remo
are amongst the 16 Italian cities where saba operates. S aba in June acquired a car park on Calle León y Castillo, 53, in the
administrative heart of Las Palmas (Gran Canaria). The facility, previously
belonging to the insurance company Cahispa, has a 549 parking space capacity,
saba currently manages a total of 95,849 parking
spaces in 176 car parks in Spain, Italy, Chile, Portugal, distributed over two underground levels, the ground floor and five additional
above ground levels. The acquisition involves an investment of 9,050,000.
Morocco and Andorra. The company has new projects The company has also recently reached an agreement with La Clau group
in execution soon to be operational which will see for the management of the Vapor Gran complex car park, in Terrassa
saba’s combined network reach a total of 198 car (Barcelona). The 272 parking space capacity facility, split between two
parks with 120,000 managed spaces. underground levels, has been leased to saba for an initial period of ten years.
saba is the car park subsidiary of the abertis group, The car park has been operational since July 2.
In addition, saba has been awarded the contract for the management of
Europe’s leading infrastructure group which also has the Girona airport parking area. The facility consists of 2,413 public parking
operations in the toll roads, telecommunication infra- spaces, 73 for employees, 233 for crew staff and 280 spaces corresponding
structures, airports and logistics parks sectors. to car-rental companies.
No.12 / October / 07
be operational at all times –including the sections in
GREEN LIGHT FOR
A LOOK AT ABERTIS
construction–. This, together with gradual opening of
THE WIDENING OF completed sections, will allow effects on traffic to be
THE SOUTHERN AP-7 Preliminary work commenced in June (structural
widening) without affecting traffic.
A cesa this September begun construction work on
the third lane of the Mediterranean (AP-7 and AP-2
junction) Vila seca/Salou section in Tarragona of the
COST OF WORKS. The AP-7 widening project im-
plies an investment by acesa of 500 Mn, of which al-
Southern AP-7 motorway. The construction companies most 150 Mn are ear-marked for the Southern AP-7.
awarded contracts corresponding to the various sec- The widening was granted approval in 2006 under an
tions were Comsa Empresa Constructora, SA and the agreement between the Ministry of Public Works and
joint venture between Vías y Construcciones, SA and acesa with the collaboration of the Catalonia Govern-
Romero Gamero, SA. ment. The following works are also included:
Widening works have been split into two parts:
Mediterranean-Altafulla and Altafulla-Vila-seca/Salou. On the Southern AP-7, the elimination of the three
These sections are then divided into sub-sections ex- main barriers (Mediterranean, Vendrell and Tarragona)
ecuted sequentially. Two lanes in each direction are to so as to install a closed toll system.
The Northern AP-7 is to be expanded to three and
four lanes (Girona ring road), with three new connec-
tions added to the two existing one corresponding to
Girona South and Girona North. The Ministry of Public
Works has available all preliminary design documenta-
tion corresponding to the Northern AP-7 widening, in
preparation for the tender process.
From the commencement of preliminary works
acesa has made information available to all users, via
the required means of communication (signs, radio
announcements, periodic bulletins such as Tercer carril
and updating details and information in real time on
the web of the concessionary) so as to guarantee the
provision of appropriate and timely information on the
widening project. Preliminary works begun in June were
carried out without affecting traffic.
works initiated in
June were carried
out without they
affected the traffic.
SITREBA TA KOOL A
ABERTIS REAFFIRMS ITS PRESENCE
IN WORLD AND EUROPEAN DOW JONES
R esults of the 2007 review confirm that abertis has
maintained its presence once again in this year’s the
Dow Jones Sustainability Index (DJSI) World, world-wide
practices. In addition, abertis
improved its position with
respect to risk management,
in scope, as well as on the DJSI Stoxx, covering Europe. human capital development and
The DJSI World 2007 review, brings together the top corporate citizenship. The DJSI
10% of companies with the best corporate sustainabili- World and DJSI Stoxx reviews are
ty criteria in the world, having invited 2,500 companies, effective September 24.
of which 318 were finally selected, representing 20% of The presence of abertis in both in-
the global capitalisation of each sector. ternational sustainability indices is the result
In the case of the DJSI Stoxx, the European index rep- of the Group’s ongoing work and the dedication of ef-
resenting the top 20% of companies in terms of sus- forts and resources in maintaining continual progress
tainability, 156 of the 600 companies initially invited in relation to sustainability, as well as employing good
were selected. business practices within the economic, social environ-
For the second year running, abertis has achieved mental dimensions. abertis structures such activities
an above-average score in the three “dimensions” via its Strategic Social Responsibility Plan, applied to its
analysed: economic, environmental and social. abertis distinct business units.
performed particularly well with respect to codes of For further information regarding the 2007 review re-
conduct, corporate governance, environmental policy sults, the following web page may be consulted: http://
and management systems, biodiversity and labour www.sustainability-index.com/.
No.12 / October / 07
A LOOK AT ABERTIS
NEW ROUTES IN STOCKHOLM SKAVSTA
AND BELFAST INTERNATIONAL
The Northern abertis airports continues the trend of growth registered in recent years,
minister, Ian expanding the number of destinations and passengers
chief executive of
Aer Lingus, Dermot
S tockholm Skavsta (Sweden) and Belfast Inter-
national (Northern Ireland), airports managed
by abertis, have sealed important agreements this
this being a winter route operating until March 29.
Parallel to the commencement of new routes,
Ryanair is to add two new Boeing 737-800 aircraft
summer with a number of airlines for the addition to the fleet of four it already has in the Swedish air-
and the Belfast
International of new European routes and destinations. In both port, while increasing its workforce to 180. In June,
airport managing cases it represents an important move forward that the low-cost company celebrated its tenth anniver-
director, John confirms the significant growth and development sary at the Stockholm Skavsta airport. In this period
Doran (right), the two airports have experienced in recent years. 15 routes have been opened, with 13 more now to
In the case of Stockholm Skavsta, the low-cost be added.
the agreement. airline Ryanair is to start up 13 new routes in au- Additionally, Belfast International airport has re-
tumn 2007. The airport’s air traffic will thereby cently reached agreements with Aer Lingus and
increase 40% reaching up to 2.7 million passengers Easyjet to open a total of 12 new routes in 2007
per annum, a million more compared with 2006. and 2008, representing more than 1,140,000 new
The first of the new Ryanair routes commences passengers annually for the airport.
October 10, connecting Stockholm Skavsta with
Valencia, Pisa, Karlsruhe/Baden Baden, Berlin-
Schönefeld and Bratislava/Vienna. From October 30, LONDON LUTON REINFORCES ITS
another six routes are to be inaugurated: Alicante, CONNECTIONS WITH CENTRAL EUROPE
Porto, Eindhoven, Liverpool, Malta and Trapani. Last-
ly, on December 19 Salzburg is to be incorporated, L ondon Luton airport has reached an agreement
with the airline SkyEurope to start up new
routes to Slovakia and the Czech Republic.
The chief SkyEurope has opened new routes to Bratislava
executive of (12 weekly), Kosice and Poprad (3 weekly) and
Ryanair, Michael Prague (7 weekly) from London Luton.
O’Leary, and the
of the Stockholm
Skevsta airport, Dot
Aer Lingus is to base three new aircraft at Belfast
Gade, during the International airport, launching the eight follow-
presentation of ing routes: Barcelona, Malaga, London-Heathrow,
the agreement Amsterdam, Rome, Budapest, Faro and Geneva. This
in Stockholm. operation involves an investment by the Irish airline
of 150 million, representing an additional million
passengers in annual traffic at the airport. EasyJet
meanwhile has also announced this summer that
they are to add a new aircraft to the five currently
based at Belfast International, allowing it to launch
four new direct routes to Barcelona, Gdansk, Prague
and Venice in coming months.
SITREBA TA KOOL A
abertis telecom sponsors the TETRA tion of such networks, abertis telecom has managed The abertis telecom
stand was much
World Congress in Madrid and maintained the Nexus network, which services the
regional Catalonia police force using TETRAPOL digital
the TETRA World
T his event (www.tetraworldcongress.com) took place
at the IFEMA exhibition centre in Madrid June 11-14,
bringing together the leading international experts in
Furthermore, since 1995, abertis telecom has im-
plemented, managed and maintained security and
TETRA technology and applications (network operators, emergency networks using TETRA technology, such
equipment manufacturers and users). as the Ágora network, for the Catalonia Government
abertis telecom with its range of mobile radio-com- emergency services, the Radiecarm network in Murcia,
munications services is specialized in the design, imple- the SECORA network for the city of Seville, the Jerez
mentation and management of security and emergency City Council network and the Pilot system for the Gov-
networks. These networks based on digital trunking ernment of Cantabria.
technology provide essential services to users requiring
a reliable communications system, available at all times
from which they are able to make group phone calls,
send status messages as well as other functions that
smooth operations in emergency situations.
ABERTIS TELECOM’S EXPERIENCE. abertis
telecom has in excess of 20 years experience in provi-
sion of mobile telecommunications solutions for closed
user groups on analogue networks and over 10 years
for digital networks. From 1994, when the company
began with the design, deployment and implementa-
ABERTIS the fair.
TELECOM AT THE
As part of the
out a series of
relation with its
capacity in the design
of TETRA digital
No.12 / October / 07
A LOOK AT ABERTIS
worked on the
HDTV from its
Television Corporation in collaboration with abertis
ABERTIS TELECOM, telecom made pilot emissions throughout the High
DEVELOPING Definition TV Week via the multiple DTT channel.
HIGH HIGH DEFINITION TV PILOT TESTING. abertis
telecom has worked on the development of HDTV from
DEFINITION TV its initial stages, last year carrying out a number of test
A bertis telecom collaborated for the second year
running with the Aragon Radio and Television
Corporation (Corporación Aragonesa de Radio y Televisión)
broadcasts in the city of Merida, to coincide with the
Football World Cup in Germany, as well as forming part
of TEA 2006, the International High Definition Cinema,
at TEA 2007, the International High Definition Cinema, Music and Television Week. abertis telecom leads the
Music and Television Week. implementation of Digital Terrestrial Television in Spain,
The event, held June 25 – July 1 at the Aragon Gover- having a DTT network of more than 160 centres that pro-
nment Advanced Technologies Centre and the Zaragoza vides coverage for over 80% of the Spanish population.
Auditorium, drew together international experts in abertis telecom forms part of the HDTV Forum (Foro
Digital Cinema and HDTV who discussed the current HDTV) created by the Spanish Ministry for Industry, Tourism
positioning of High Definition technology in the con- and Trade as a meeting point for sector leaders, with the
text of the technology sector. The Aragon Radio and aim of encouraging development of this technology.
ABERTIS TELECOM AWARDED THE PROVISION
OF A RADIOCOMMUNICATIONS SECURITY
AND EMERGENCY NETWORK IN CANTABRIA
Image of the
T he Cantabrian Government, has recently entrusted
the implementation and management of a single
security and emergency services radio-communications
The deployment of a single communications network
for the various security and emergency services bod-
ies, allows Cantabria to efficiently and reliably man-
network. age communications while making use of the most
advanced applications, in any circumstances.
The start-up of the system took place in June with
testing of network and systems functions.
It will be expanded throughout 2008 in order to
provide complete coverage for Cantabria as a whole.
The system is to allow for the provision of secure com-
munications shared by the distinct user organisations,
they being Civil Protection, the Mountains Directorate-
General and the Transport Directorate-General, as well
as, in a second phase, local police, ambulance and fire
SITREBA TA KOOL A
OF ABERTIS LOGISTICS
AT THE SIL 2007
The internationalisation of the com-
pany marks its participation in an Above from left to
right: Josep Canós,
emblematic exposition for the sector general manager
of abertis logistics;
A bertis logistics had a key role in participating in
the SIL International Logistics and Maintenance
Exhibition (Salón Internacional de la Logística y la
internationalisation of the company. At the same time
abertis logistics also took the opportunity to present
news regarding the progress of the logistics parks the
for the Free Zone
Manutención), whose 9th edition took place from June company currently manages in Álava (Arasur) and Sevilla Valls, chairman
5-8 in Barcelona, consolidating itself as one of the most (ZAL Sevilla), as well as those in which it has a share in of the Barcelona
important events of the sector. The chief executive of Barcelona (ZAL Barcelona, Parc Logístic in the Free Zone Chamber of
abertis, Salvador Alemany, and the chairman of abertis and CIM Vallès). Commerce; Jordi
Hereu, mayor of
logistics, Macià Alavedra, visited the Hall where the The abertis logistics project portfolio follows a
abertis group presented detail on their most recent growth model based on a network of parks located in Clos, Industry
projects and progress in the supply of logistics parks. break of load nodes on primary logistics corridors. minister, Salvador
SIL provided an ideal framework to reflect upon the The SIL surpassed the record this year for the number Alemany, chief
current situation and tendencies within the sector, of visitors with more than 48,000, thereby consolidating executive of abertis
and Enrique Lacalle,
whose significant national and international poten- the gathering –organised by the Barcelona Free Zone
tial is being taken advantage of by abertis logistics. Consortium (Consorci de la Zona Franca de Barcelona)– Below, the abertis
Amongst recent projects, new initiatives in Lisbon and as a leading event in international logistics. More than logistics SIL 2007
Santiago de Chile stand out as being decisive in the 1,000 companies participated in the 2007 exhibition. stand.
ABERTIS LOGISTICS’S PARKS
CONTINUE TO GROW
T he company Logento has leased a 10,000 m2 indus-
trial building in the Arasur logistics park, situated in
Arasur in Rivabellosa (Álava). From here Logento is to
manage 11,000 tonnes per month of plastic resins from
the Repsol Santander production plant. The Arasur ser-
vices area also continues its consolidation with abertis Visit to
logistics announcing that the restaurants company nies already operating out of ZAL Sevilla, such as El Corte Sevilla’s ZAL, where
Saburdi is to operate the cafeteria–restaurant of the Inglés, ABX, Lamaignere, Grupo Rufaro and Concesur. Christian Salvesen
complex. With an area of 2,600 m2, the new restaurant abertis logistics meanwhile at the end of July fina- have installed
is to be located in the same building as the three star lised the purchase of a site measuring 63.3 hectares on
hotel managed by the Husa chain. which the abertis Park Santiago logistic park is to be
Furthermore, the multinational distributor Christian developed within the Metropolitan Region of Santiago
Salvesen has acquired a 4000 m2 section of an industrial de Chile. The land forms part of the ENEA Business Park,
warehouse in the Logistics Activities Area (ZAL) of the Port a 1,000 hectare complex integrating industry, offices,
of Seville, in which abertis has a 60% share. Christian residential development, green zones and leisure areas as
Salvesen thereby becomes another of the large compa- well as service and special project areas.
No.12 / October / 07
A LOOK AT ABERTIS
W ith the motto Muévase en línea recta. Viaje
por autopista (Get Around in a Straight Line. Go
on a motorway), iberpistas launched a campaign
toll stations, service areas and by mail to clients
that make electronic payment of tolls. Question-
naires could also be downloaded from the webpage
to gauge client satisfaction with the AP-6 motorway www.iberpistas.es.
between Villalba and Adanero, the AP-61 from Segovia These questionnaries were designed with a rapid
to San Rafael and the AP-51 between Ávila and response format and included questions focussing on
Villacastín. general aspects of motorways, toll-ways, information
In all 50,000 questionnaires were distributed in provided as well as other complementary services.
Muévase en línea recta.
Viaje por autopista.
A group of students during
a visit to iberpistas.
OF VISITS TO
D uring the first six months of this year the record
for visits and visitors to the iberpistas San Rafael
Control Centre (Segovia). Close to 1,300 people have
witnessed in detail how the installations work as well
as our method of managing the AP-6, AP-51 and AP-61
The visits, begun a number of years ago, are an
attempt to expose young people to the importance
of appropriate training in road safety. Over the course
of the year guided group excursions are carried out
for schools, cultural associations, sports associations,
In the case of professionals from the sector and public
institutions, interest is focussed on sharing experiences
and concerns in order to continue to make advances in
safety into the future.
SITREBA TA KOOL A
ACESA AND AUMAR REGISTER SEVEN YEARS WITH
THE CROSSING THE STRAIT OF GIBRALTAR OPERATION
The operation improves the flow of
traffic on the AP-7 motorway between
La Jonquera (Girona) and Alicante
F or the seventh year the concessionaries acesa and
aumar have collaborated with State administrative
bodies in facilitating the flow of traffic during the so-
called Crossing the Strait of Gibraltar Operation, which
ran from June 15–September 15. The action forms part
of the abertis foundation Road Safety Programme.
aumar and acesa, the operators managing the AP-7
between La Jonquera and Alicante, have started up a
programme in order to reinforce information systems,
with a view to improving both user safety and traffic
flow on the motorway. ed 15,000 such maps at toll stations in Sagunto
Measures put in place by acesa and aumar include (Valencia) and Sant Joan d’Alacant (Alicante) as well
the installation of signs in Arabic as well as provision as in service areas and petrol stations. acesa distrib-
of maps in French and Arabic to motorists containing uted the remainder in La Jonquera (Girona), in view of
information with respect to the location of medical the high vehicle flows from Europe heading to North
personnel, petrol stations, SOS telephones, service Africa that pass through this point.
areas, as well as acesa, aumar and DGT telephone Also, aumar collaborated with the Red Cross in
numbers. Additionally, at certain AP-7 motorway serv- the installation of a supervised children’s playground
ice areas between La Jonquera and Alicante, travellers at the Sagunto service area, which was open to the
have available a team of doctors and nurses as well as public up to the end of August.
French and Arabic interpreters at the Red Cross assist- This initiative aimed to improve the quality of rest
ance areas. stops taken by drivers and passengers at the same
This year, acesa and aumar printed 25,000 maps time as helping to entertain children en route to the
in French and Arabic. Meanwhile aumar distribut- North of Africa.
A cesa collaborates with the Learning Camp in Tarragona,
an educational service provided by the Catalonia
Government whose main objective is to expose students
to information regarding and encourage the study of the
remains of the Roman city. Furthermore, the scope of
project also includes the modern side to Tarragona with
its maritime influences and chemical industry linked to its
The time spent at the Learning Camp promotes the
discovery of the natural, social and historical environment
of the area, with especial impact being seen via the
environmental and heritage education content. At the same
The aim of
time a special framework is built encouraging teachers and Education Department of the Catalonia Government, this initiative is to
students relate to each other and get on well. which offers teaching centres the opportunity to execute encourage the study
Such learning camps aimed mainly at primary, secondary study and experimental workshops in specific areas within of Roman Tarragona.
and technical college education students are run by the Catalonia.
No.12 / October / 07
MOTOR FOR GROWTH
THE MANAGEMENT TEAM DECISIVELY CONTRIBUTES TO THE COMPANY’S CONSOLIDATION
AS LEADER IN THE CAR PARK SECTOR
Text LETICIA GONZÁLVEZ Photos JOSEP LOASO
ollowing over 40 years of history during which Planning, design and execution of the directives that
it has asserted itself as a leader in the Span- define saba’s national and international expansion are
ish car park sector, saba, the car park subsidiary the main roles in leading the saba Management Team,
of the abertis group, has embarked on a process of headed by Jordi Díez.
international expansion. Currently it is present in Holding a degree in Economic and Business, Jordi
six countries spread over three continents (Spain, Díez has been involved with the company for over a
Italy, Chile, Portugal, Morocco and Andorra), having a decade during which time he has acted as finance di-
growth strategy focussed on the selective search for rector and Planning and Control director before joining
new business opportunities in foreign markets. Inno- the Management Team. Currently he is responsible for
vation, the application of new technologies and the moving saba’s growth “train” forward with his goals
concept that parking represents an essential part of centring on guaranteeing company objectives are met
being mobile and accessing urban centres and met- according with its strategy for growth. It is a strategy
ropolitan areas are some of the factors that provide a which according to Jordi Díez, is set “not only from a
framework for the company’s development. quantitative point of view” but also “from a qualitative
perspective, forcing the company to be more selective since 2005, has been with saba almost eight years. As is one of the main
with opportunities that present themselves”. head of Expansion Management he is responsible for the objectives of the 18
members of the saba
saba’s growth strategy, says Jordi Díez, “is in line contracts awarded by public administration for the con-
with the internationalisation and growth policies to struction and operation of parking areas, this represent-
which the abertis group is currently committed”. He ing the bulk of saba’s assets.
indicates that it is essential to take advantage of the The team directed by Alfred Morales also controls
synergies between the two, and that they engage in car park acquisition operations such as that of Las
continual coordination with virtually the entire set Palmas de Gran Canaria –purchased by the company
of divisions of the Group. abertis professionals and in June of this year. Together with Alfred Morales in
saba’s Management Team work together in order to Expansion Management are Mercè Barber, head of Ex-
meet company objectives. pansion Projects and Marina Burgos, Investment ana-
The saba Management Team is organised into three lyst. Meanwhile, Esther Pons provides administrative
broad areas, thereby structuring the functions it carries assistance to the team.
out so as to hone objectives and optimize resources: Within the area of development, and parallel to the
Expansion, Management Planning and Control and In- National Expansion Management section is Project
ternational Development. Management Control which is responsible for another
of saba’s business model pillars in Spain: the develop-
MAIN OBJECTIVE: TO CONTINUE GROWING. ment and management of parking areas belonging to
The Expansion area is an area of great importance within
the Management Team and in general throughout the
company. Its competencies include management of
saba’s main assets, the contracted parking areas. It also
DESIGN AND EXECUTION OF THE DIRECTIVES
controls the procurement process and private operations THAT PROVIDE A FRAMEWORK FOR
in Spain. In charge of all this is the National Expansion
Management section headed by Alfred Morales, an in-
NATIONAL AND INTERNATIONAL EXPANSION,
dustrial engineer who despite having occupied this role THE WORK OF JORDI DÍEZ’S TEAM
No.12 / October / 07
of the saba third parties. This is the case for example in parking dicated by the Management Team head, Jordi Díez, the
Management Team areas such as those of L’Illa Diagonal and Pedralbes parking areas managed by the Group are geographically
makes it possible Centre shopping centres, both located in Barcelona, spread, this being accentuated as the company expands
for the company to
or as a consequence of the management of Girona its activities in other countries. In order to better con-
continue the ongoing
growth process. airport parking area, which saba obtained in a recent trol economic activities, Planning and Control central-
tender process. This represents a significant market izes income collection from each of the parking regions,
sector for the company given the diversity of assets this being one of the most complex tasks.
(parking areas in shopping centres, hospitals, fairs, Additionally, upon centralising the financial control,
etcetera) and considering that it is also responsible this department provides permanent support to the
for open air parking (so-called blue zones or metered remaining units and functional areas across the entire
parking) in addition to leasing of parking spaces. Con- company.
rad Planellas, qualified in Tourism, leads Project Man- Montserrat Busquets, head of Management, Lorena
agement Control. Prior to this role, Conrad Planellas Ruiz, head of Internal Control, and María Ruiz, re-
was responsible for new project management and an sponsible for Consolidation and for Management In-
area director within saba. formation, work together in the Management group
with Francesco Serrano. Xavier Nin is in charge of the
MAXIMUM CONTROL OF ECONOMIC MAN- administrative management of Management Control,
AGEMENT. Planning Management and Management while Joaquín Buendía, Maribel Zaballos and Mercedes
Control lead by Francesc Serrano is responsible for an- Vargas reinforce the control of revenue collection.
other of the key functions of the company, that being Lastly, Maite Resano is the Management Team secre-
the control of economic management. They perform tary and reports directly to Jordi Díez.
periodic checks of saba’s budget management, as well
Jordi Díez, as being responsible for the company balance sheet. INTERNATIONAL EXPANSION AND MAN-
head of the saba Francesc Serrano, who holds a degree in Economics, AGEMENT. Currently the international market is
Management Team. Business and Legal Sciences, in head of internal con- one of the growth priorities for the abertis group and
trol, a facet of management within saba that requires as a consequence this also applies to saba, who is
special care. This is especially due to the fact that as in- increasing considerably the number of parking spaces
THE INTERNATIONAL MARKET IS ONE OF THE GROWTH
PRIORITIES FOR THE ABERTIS GROUP AND CONSEQUENTLY
FOR SABA, WHICH HAS CONSIDERABLE INCREASED THE
NUMBER OF INTERNATIONAL PARKING SPACES
abroad. Without losing sight of qualitative criteria in
its approach to such operations, saba has a proactive INTERVIEW: JOAN FONT,
attitude with respect to its international assets.
In charge of the International Area is Alberto Per-
CHIEF EXECUTIVE OF SABA
reau, an industrial engineer. Under the guidance of Al- What are the values that stand out in relation to the saba Management Team?
berto Perreau, who has spent 10 years dedicating him- Fundamentally, its great commitment to each and every project with which
it is involved. It is a hard working, highly trained and experienced team which
self fundamentally to the international development
has always provided an extremely positive response to each of the challenges
of the company, this area concentrates on researching the company has set it.
prospective international work and seeking out and What is the role of the Management Team when opening new markets?
presenting business proposals. When taking on for- The Management Team plays a crucial role since both international
eign operations the cooperation of locally established and national expansion depend on it.
One of our strategic axes is based on
partners in the areas the company looks to expand is
a policy of selective growth meaning
usually sought. Alberto Perreau’s team is responsible that we always research and invest
for maintaining partner relations which represent key in projects that we believe are very
aspects of the business. solid, having reasonable long term
The presence of saba abroad is continually increas- profitability.
How do you view the way saba has
ing, meaning that ongoing close range tutelage of the
evolved since its creation through to the
various subsidiaries saba possesses abroad is of utmost expansion it is currently experiencing?
importance. saba has subsidiaries in all countries it is Highly positively. Not only have we
present. The control of these companies is centralised, significantly increased the number
with the Management Team being responsible for deci- of business units, but we have also
positioned saba as a leader in the car
sion making in relation to operations outside Spain.
park sector, both on a national and
Elisenda Mestre, qualified in Business Administra- international level. That is to say that
tion and Management, is responsible for carrying out the company’s growth has not only
related management activities. She is the most recent been quantitative but has also been in a
addition to the Management Team, having arrived in qualitative way. Currently we are able to
state that saba has a network of parking
areas characterised by high quality
As part of the strategy for international expansion, standards: innovation, the application of
Italy is one of the countries being focussed on by saba. new technologies and the concept that
Because of its urban planning peculiarities this trans- car parks represent an essential part of
alpine country’s potential for growth is much greater being mobile and accessing urban centres and metropolitan areas are some of
the factors that provide a framework for the company’s development.
than the majority of European Union countries. Busi-
What projects stand out amongst recent ones?
ness opportunities have led to the creation of a spe- Al projects are equally important. Perhaps amongst the most recent ones we
cific unit being set up for Italy within the Management could highlight, on a national level, the award of the Girona airport parking
Team, headed by Julius Corella. management, as well as the incorporation of a new parking area in Las Palmas
France and recently joined European Union coun- de Gran Canarias well as a further one in the city of Terrassa (Barcelona).
On an international level the company’s growth in Italy has been attractive.
tries are also being focussed on by saba, as pointed
The recent acquisition of the company Italparcheggi has seen the
out by Management Team head Jordi Díez. In the case incorporation of a block of 4 parking areas and 2,738 parking spaces. It is also
of France, saba is collaborating closely with sanef, the worth pointing out the recent setting up of saba in Chile, making available 11
French motorways subsidiary with the aim of identify- parking areas with 5,088 spaces there as well as saba being recently awarded
ing growth opportunities in the neighbouring country. of the first public car park tender. This was in Concepción, where 415 spaces
are to be available once construction has been completed.
Jordi Díez also indicates that Mexico and Brazil may be
What future challenges must saba tackle from here on?
attractive markets for saba in Latin America, where the The challenge that lies ahead is that of consolidating our presence in
company already has a strategic presence in Chile. the countries we are established in as well as taking advantage of the
saba’s Management Team represents one of the opportunities that these market present in order to continue to grow.
company’s basic pillars and it is this team which allows Parallel to this we plan to keep working on opening new markets in countries
where apart from providing attractive opportunities, there are guarantees of
the company to continue the ongoing development
sufficient political, economic, monetary and legal stability. The presence of the
process and to go on growing, consolidating itself as Group’s business units in such countries is an aspect which facilitates working
one of the leading companies in the car park sector there. Furthermore, we will continue working on developing projects that
both in and outside Spain. allow us to improve the already good quality service offered to our clients.
No.12 / October / 07
FOR THE ENVIRONMENT MEASURES TAKEN
BY SANEF IN
CARING FOR THE ENVIRONMENT
FOR OVER FORTY YEARS, SANEF HAS DEALT
WITH ECOLOGICAL QUESTIONS RELATED
TO ITS ACTIVITIES, MORE THROUGH BELIEF
Text and Photos SANEF
ncouraging the prevention of contamination and
E adapting oneself to legal requirements along
with other applicable requirements are objec-
tives around which sanef has based its environmental
protection policy. This strategy is applied not only while
it carries out activities as an investor, planner and con-
troller of transport works and infrastructure, but also in
the three areas of activity in which it is present: mo-
torways infrastructure, operational services and remote
and local measurement.
Based on this approach, over a period of forty years
sanef has constructed more than 1,700 km of roads
with the participation of 3,582 collaborators, keeping
in mind at all times the aim of reducing the ecological
impact of its projects. Beyond the concern of aestheti-
cally integrating works, sanef applies a rigorous policy
of protecting water resources, conscious of the fact it
is a fragile and limited resource which has to be coher-
ently and rationally managed with the idea of avoiding
The scope of sanef’s activities includes the supply of necessary
resources to manage and limit water contamination.
out in natural
discharge to the natural environment resulting in grave resource must be evaluated: assuming the same water
short or long term consequences for health and hy- quality, a large river is less sensitive than a small one. In sanef discharges
giene as well as for the environment and economy. addition its vulnerability must be assessed: in the case have not on any
of a bridge that crosses a river, the river is more vulner- occasion revealed
CONTAMINATION UNDER CONTROL. The able if it can only be accessed via a bank hundreds of any degradation.
scope of sanef’s activities includes the supply of neces- metres long.
sary resources in order to prevent four significant types Finally, risks have to be looked at: a potable water
of water contamination. Firstly, that related to traffic source providing for hundreds of thousands of inhabit-
consisting fundamentally of uncombusted particulate ants involves a greater risk than a river full of trout.
matter produced during fuel combustion or metals sanef has drawn up this action plan from a precise
emanating from wear of vehicle parts. Studies under- mapping out of the intrinsic vulnerability of the water
taken to characterise the motorway spray water have network, checked against heavy vehicle accident data.
allowed identification of the character of contamina- Such measures allow the maximum number of risks to
tion as well as the simplest and best tools for filtering be averted per euro invested.
contaminants. As a consequence, studies carried out
on natural environments near discharges (liquid from RESPONSIBLE CONSUMPTION. Committed
an industrial plant) have not on any occasion revealed to sustainable development, the sanef group has also
any degradation, given the efficiency of collection and had up and running since 2002 an information tool to
treatment systems. which non-financial data is input allowing the impact
Secondly, sanef carry out effective dose controls of activities on natural resources and raw materials to
as well as applying salt and brine across the network be evaluated. A measure is also made of the efforts
of roads during the winter period. Such substances made to reduce their consumption.
increase the salinity and conductivity of the water and Convinced that only what one measures can be con-
are able to affect the quality of the receiving body. trolled, sanef has used such an approach to reduce the
Thirdly, construction works also constitute a source consumption of certain materials (water, fuels, green-
of water contamination. A proper inventory of limits house gas emissions, electricity) and also to establish
and sensitive areas in the preliminary phase, as well as materials saving policies (consumption of phytosani-
inclusion of necessary contractual stipulations during tary products, dry goods).
execution of the project guarantee the protection of
Lastly, sanef has elaborated a policy for the protec- SANEFAPPLIES A RIGOROUS WATER
tion of the water network against the risk of accidental PROTECTION POLICY CONSCIOUS OFTHE FACT
contamination due for example to dangerous goods
transportation and spills. The sensitivity of water as a THAT IT’S A PRECIOUS AND LIMITED RESOURCE
No.12 / October / 07
collaborators INTERNAL COMMUNICATION CAMPAIGN
The Orange Book
THE ORANGE BOOK
AN INITIATIVE WHOSE AIM IS TO DEFINE THE FEATURES THAT MAKE UP THE ABERTIS CULTURE
AND TO FACILITATE ITS DISSEMINATION AMONGST COLLABORATORS
Text JOSÉ LUIS GONZÁLEZ Photos DAVID CAMPOS
he Orange Book contents are a reflection of
T everything that defines abertis: its objectives (mis-
sion and vision), the principles upon which its
operations are based (values and corporate policies), its
commitment to society (giving priority to people, the
environment and culture) or more specific features of its
Periodically, collaborators are to receive collectable
files which combine the most relevant information able
to be added to the book. The upcoming files look at the
Corporate Social Responsibility Plan and information on
the abertis airports division.
The Orange Book forms part of the array of actions
promoted by abertis which aim to encourage aware-
ness of the Group and the businesses that make it up
thereby facilitating their integration.
The communication campaign of The Orange Book
commenced last May and is to extend through to 2008.
Based on the “human impulse” concept as a driver of
culture abertis and around 20 collaborators from the
various Group companies have joined the campaign.
SHARING VISION AND VALUES
INABERTIS 07 SESSION
IN JULY ABERTIS HELD ITS FIRST INTERNAL CORPORATE TEAM MEETING TOGETHER WITH
pose in the
COLLABORATORS FROM OFFICES IN MADRID, LISBON AND PARIS
Text JOSÉ LUIS GONZÁLEZ Photos A. VANNUCCHI
round a hundred collaborators of the Corporation the abertis rhythm. In the afternoon, through a Trivial
A came together June 27 in Castell Jalpí, located in
Arenys de Munt (Barcelona), with the idea of
sharing abertis’ vision and values and in order to get to
Televoting, attendees tested their knowledge of the
distinct business units of the Group. Various corporate
directors described their functions and challenges faced
know the functions of the distinct corporate manage- by their teams.
ment groups. It was a day spent away from the office In an attempt to unite the entire corporate team,
that without doubt also allowed participants to get to inabertis 07 organised a June 28 meeting at the Group
know one another much better. abertis teams in Ma- headquarters for those unable to attend the meeting
drid, Lisbon and Paris also participated in the session. the previous day.
The session, named inabertis 07, in reference to
Abertis Infraestrucuturas SA as well as to the spirit of
interaction and integration sought, was divided in two
differentiated parts. In the morning collaborators par-
ticipated in a percussion workshop and saw the benefits
of combining efforts in the creation of a group project:
On the 28th,
a meeting at
held for those unable
to attend the session
the previous day.
with a percussion
Chief executive, Salvador Alemany, welcoming to discover the
abertis employees. abertis rhythm.
No.12 / October / 07
collaborators are able
to access corporate
details as well as social and
cultural activities on offer.
THE NEW INTERNAL COMMUNICATIONS CHANNEL FOR GROUP COMPANIES AVAILABLE
FROM JULY 12 WITH A FRESH LOOK
Text and Photos ABERTIS
he new intranet, christened intrabertis by into the primary internal communications channel for
users, is a project promoted by corporation all companies controlled by abertis. The next com-
abertis whose aim is to reorganise the internal pany to be added to the intranet is to be aumar, in
communications channels and convert them into the December.
primary information resource amongst collaborators.
Its re-design has focussed on three main aspects. BREAKING NEWS IS HERE! The latest news from
Firstly, the new image has been personalised ac- intrabertis is the wide range of information available
cording to the company so that each user who enters to users. Collaborators are able to consult group data
views their own main webpage. A second aspect and that of their own company (history, economic
taken into account is the structure of the contents, balances, internal communiqués), workplace infor-
now organised in six large blocks in line with the way mation and information related to daily tasks (work
it is used: information, work tools, documentation, conditions, professional training opportunities…) as
etcetera. Lastly, the new intranet combines workplace well as information of personal interest (sales and dis-
and business information content along with other counts, social and cultural events…).
social and cultural information. The intranet communication campaign has the
Users of acesa, aucat, castellana, iberpistas, slogan Breaking news is here! 50 cardboard penguins
saba, serviabertis and the abertis Corporation acted as tiny representatives, who communicate the
share the new portal with the goal of converting it intranet launch date in the Madrid, Segovia, Granollers
(Barcelona) and Vallcarca (Barcelona) offices as well as
in the Parc Logístic de la Zona Franca, in Barcelona.
50 CARDBOARD PENGUINS ACTED AS TINY In parallel and with the aim of encouraging first
REPRESENTATIVES, COMMUNICATING THE interactive use of intrabertis, users are able to par-
ticipate in a competition Are you clear headed? Which
INTRANET LAUNCH DATE IN THE DISTINCT attempts to test knowledge of the tool and the Group
OFFICES OF THE GROUP IN SPAIN in general.
Images showing the
three webpages of
the abertis group
THE MOST UP TO DATE
INFORMATION ON ACESA GROUP’S
ACESA, AUCAT AND SERVIABERTIS WEBPAGES, WITH NEW WEBSITE DESIGN AND CONTENT
Text and Photos ABERTIS
ith the aim of providing an improved es), offers detailed information on the Pau Casals mo-
W service to users of the road network, acesa
has recently refurbished its webpage (www.
autopistas.com). On the new website, the traffic situa-
torway (C-32) services on offer. Apart from offering
information on traffic conditions, the new website has
other useful services available such as promotions or
tion can be reviewed as well as predictions for ensuing payment system details.
days. In addition new content of interest to clients has Lastly, serviabertis has also redesigned its website
been incorporated, in particular, with respect to the (www.serviabertis.com), on which detailed informa-
AP-7 motorway. tion on the company services and current projects is
With a clearer design adapted to the corporate image available.
of the abertis group, acesa’s new webpage makes
tariff and discount information available to those who
visit it as well as detailed information on the distinct
payment systems on the motorway. The webpage con-
tains recommended itineraries of interest to tourists
ACESA PUBLISHES NEW CONTENT
at the same time as providing an in depth description OF INTEREST TO CLIENTS ON THEIR
of the environmental and cultural heritage protection
policy of the company.
WEBSITE, IN PARTICULAR RELATING
Parallel to this the new aucat webpage (www.aucat. TO THE AP-7 WIDENING PROJECT
No.12 / October / 07
with the jury.
IV ABERTIS AWARD
THE WINNING PROJECT PRESENTS A MODEL FOR THE IMPROVING OF COMPETITIVENESS IN
CONTAINER PORT TERMINALS
Text ALBERT ROSSELL Photos JOSEP LOASO
he doctoral thesis Modelling and optimal regula- operator and stevedoring company) as well as optimiz-
tion of container port terminal concessions, by Sergi ing relations between the three parties.
Saurí Marchán PhD, a civil engineer, was the investi- Sergi Saurí received the award from the Catalonia
gative project that took out the IV abertis Award, whose Government Secretary for Mobility, Manel Nadal, at
aim is to promote transport and telecommunications a ceremony at the Escuela Técnica Superior de Ing-
infrastructure research. enieros de Caminos, Canales y Puertos of Barcelona
Given recent calls demanding increased port com- (ETSICCPB), which forms part of the Catalonia Techni-
petitiveness, owing to globalisation and restructuring cal University (Universitat Politècnica de Catalunya-
of world trade routes particularly affecting container UPC). The presentation was also attended by the
terminals, the thesis applies a macroeconomic focus in general manager of the Corporate Management of
modelling, from an analytical and quantitative viewpoint, abertis, Josep Martínez Vila, the vice-rector of Uni-
relations between the public administration (the port versity Policy at the UPC, Josep Casanovas, the direc-
authority) and private entities (the container terminal tor of the ETSICCPB, Antonio Huerta, and the director
Above, Sergi Saurí
receives the IV
THE ABERTIS PROFESSORSHIP PROMOTES TRAINING AND abertis Award from
RESEARCH ON THE MANAGEMENT OF TRANSPORT Manel Nadal. Below,
AND COMMUNICATIONS INFRASTRUCTURES runner up, and
of the abertis professorship, Francesc Robusté. members of abertis and UPC awarded second place to Management
The abertis Award is promoted by the abertis Doctor of Law and Leon University lecturer Anabelén of abertis.
professorship for Transport Infrastructure Management Casares Marcos’ for her project Contractual Guarantee
and constitutes one of its key initiatives for the encour- of the Quality of Construction and Concession Manage-
agement of research in the field. It comprises an amount ment of Private-Initiative Transport Infrastructure, due
of 4,000 euros as well as the work’s publication. to its broad analysis of the Spanish concession system
The abertis professorship, created by abertis in col- from a legal perspective.
laboration with the UPC in 2003, aims to promote train- In addition to the first and second-placed projects,
ing and research in the field of transport and telecom- the jury also made special mention of Road paving
munications infrastructure management. management systems, by Clara Martínez, and Traf-
fic-backed securities, by Carles Vergara. A total of 10
SPECIAL MENTION FOR RUNNER UP AND entries were submitted to this fourth edition of the
FINALISTS. On this occasion, the jury made up of awards.
No.12 / October / 07
2,500 YEARS OF HISTORY
EXCAVATIONS EXPOSE THE LENGTHY OCCUPATION OF THE HILLSIDE ON WHICH THE
ABERTIS FOUNDATION HEADQUATERS IS LOCATED
Text SAGRARIO HUELIN Photos JOSEP LOASO
hen in September 1999 abertis purchased Doctor Joan Albert Adell, responsible for the rehabilita-
the Castellet Castle from the Children’s tion project, oversaw a publication on the castle’s origins
Hospital Foundation of Barcelona, they un- from the first documented sources in the 10th century
dertook a rehabilitation project that involved a building through to the end of the 11th century, identifying the cas-
from the 11th century, restored in 1928 in a rocky area tle as a fort and centre for territorial control linking it with
invaded by brush on the site of a 15th century palace. others from the area or frontier from the 11th century.
Archaeological excavations were carried out until sterile Castellet was one of the forts used to defend the
soil was reached, without material of archaeological southern frontier of the county of Barcelona with then
importance having been found. Moorish, Andalucian territory. Often, they went from
With the information collected the formal plans were being under Christian control to that of the Andalucians
finalized and work was commenced in March 2000. The and vice versa.
castle was opened as the abertis foundation head-
quarters in October 2001. The goal had been fulfilled. MOST RECENT DISCOVERIES OF IBERIAN
Two complementary buildings (Knowledge and History), CULTURE ORIGIN. In June 2007 a second phase of
doted with the most advanced facilities were available rehabilitation work was initiated, directed once again by
for the abertis foundation’ activities. On weekends, Doctor Adell. Work is to centre on the surrounding patios
a history interpretation centre provides public who are which until now have remained untouched. The aim was
interested the opportunity to get to know both the his- to carry out repair work to remediate degradation of
tory of Castellet as well as the surrounding territory. the outer rock layers. In order to do so, the Regional Uni-
Left: the fortress
which preserves its
Right: 15th century
stairs below the
20th Century tower.
have led to the
discovery of pieces
of ceramic and
remains from a
canine ritual burial.
versity of Barcelona carried out a geological study which The Iberian ceramic find and that of the ritual canine
based on a series of analyses recommended the excava- burial as well as defensive structures in excess of two
tion of the patios in order to repair the aforementioned metres in height indicate the constant presence of in-
layers, at the same time as applying bioremediation tech- habitants on the hillside over the Foix River, the site of
niques to resolve the problem of intrusive vegetation. the abertis foundation headquarters.
Once the excavation permit had been obtained from Archaeological work continues. Simultaneously, bi-
the Head Cultural Heritage office of the Catalonian Gov- ologists and geologists are carrying out their work.
ernment, a team of 12 people, directed by the archae- Once excavations are completed, the archaeological
ologist Daniel Alcubierre, from the company Codex SCCL, finds will be assessed. Such data improves previous
commenced simultaneous excavation in the four patios. knowledge of the fortress and helps us to better inter-
While it had been hoped that remains would be found pret its lengthy history, prior use and connection with
in the subsoil, the great surprise was the discovery of the surrounding territory.
walls from various periods as well as associated ceramics
pieces –which allowed the walls to be dated– in addition
to Greek remains. Specifically, a ceramic fragment from ON THE HILLSIDE WHERE THE CASTLE
the 4th Century BC, possibly belonging to a kylix type IS LOCATED, ONE CAN TRACE A
cup was discovered. This may indicate the high quality of
life enjoyed by such Cosetano villagers who had access CHRONOLOGICAL SEQUENCE FROM THE
to the highest value crockery at the time. 3RD CENTURY BC TO CURRENT TIMES
*Name that received the Iberians of present Penedès.
No.12 / October / 07
Last July, sapn, a sanef group subcontractor
company, inaugurated the Rouen entrance
A-13 expansion works. These construction
works began at the end of 2005 and were
carried out at a cost of 25 million euros.
sapn, a French subcontractor for the
A-13, A-14 and A-29 motorways, managed
this project to widen to three lanes without
The project, situated on the A-13 stretch
between the Oissel bifurcation and that
of the Maison Brûlée, to the south of the
Rouen’s metropolitan area, covers a distance
of 7 km. The traffic in this stretch currently
reaches 46,000 vehicles per day.
July 24, sanef finalised the process of re-
financing its debt up to 2024 for a total of
1,500 Mn. The operation provides sanef saba
new financial resources with which to con- The Abertis Infraestructuras subsidiary has
tinue to grow and demonstrates the share- finalised the process of fitting out parking
holder and finance market confidence in the areas in order to comply with the recently
capacity of the company to expand. implemented Consumer Law. The company’s
Spanish installations are all fully equipped abertis airports
to apply tariffs in minute increments, as well From September 23, the airline Silverjet is to
as complying with other requirements of expand its daily connections to two per day
the new law. In addition a system was im- between London Luton, managed by abertis
Eutelsat plemented that allows the identification of airports via its participation in TBI, and
The turnover of Eutelsat Communications, the vehicle using a marker that appears on Newark, New York. Silverjet is an airline that
32% owned by abertis, grew by 4.8% at the ticket. The associated investment made exclusively offers a transatlantic business
the close of the last financial year (June by saba was 4 Mn. class flights service at tourist class prices.
2006-June 2007). Strong progress in the net New flights leave London Luton at 4.45pm
consolidated earnings stands out as having and arrive at New York at 7.45pm while the
reached 170 Mn, compared to 40 Mn return leg leaves at 9.55pm arriving at Lon-
for the 2005-2006 period. These results don at 10.05am. Currently Silverjet operates
have meant the upward reassessment of a single flight leaving London at 10.00am
predicted income for 2007-2008, now set at and arriving in New York at 1.00pm (all
between 840 Mn and 850 Mn. times are local).
autopistas del oeste
Snow fell in Buenos Aires. It hadn’t snowed
in the city since 1918 and then as if it were
an optical illusion, on July 9, Argentine In-
dependence Day, the snow interrupted,
finding its way it every nook and cranny,
even blanketing for example the city’s ac-
cess route, surprising anyone able to enjoy
The abertis foundation with the support
of aumar, promoted the exposition Spanish
Ceramic Master pieces held in the Francisco
Godia Foundation of the González Martí Na-
tional Ceramic and Sumptuary Art Museum
of Valencia. The show which took place from
May 11-July 22 brought together 74 works
from the 14th-19th centuries, originating
from Alcora (Castellón), Aragón, Catalonia,
Talvera de la Reina (Toledo) and Valencia.
iberpistas sponsored the First Road Safety
Tournament organised by the Radio Sta-
tion Cadena Cope in Segovia, held in May
and June. The tournament designed for
school students from the Segovian capi-
tal and municipalities through which the AP-
6 and AP-61 run, was aimed at contributing
to the training of young people in traffic and
In total, 800 drawings were presented
based on the traffic and road safety theme
in the province.
This iberpistas initiative was supported
by the Regional Castilla y León Government,
the Governmental Sub-delegation in Sego-
via, the Segovia and El Espinar City Councils
and the Esteban Vicente Museum.
acesa (place names) book, that contains a collec- abertis logistics
acesa and the Sant Celoni City Council (Bar- tion of names of the municipality’s signifi- Concesur, the largest Mercedes Benz
celona) have signed a collaborative agree- cant homes and locations. concessionary in Europe, has incorporat-
ment for the execution of a range of cul- ed itself in the Logistics Activities Area
tural and environmental projects. The first (ZAL) of the Port of Seville, managed
of these has allowed the sign posting of the by abertis logistics. This centre which
Vall d’Olzinelles itineraries, situated on the also includes a mechanical and industrial
Montnegre range. The second initiative was vehicle workshop, covers an area of 37,000
the conditioning of the Llobateres dams, m 2 . Mercedes Benz has invested almost
a natural area near Sant Celoni. acesa has four million euros in this new complex,
also collaborated in the printing of Olzinelles situated in one of the most rapidly ex-
book describing local heritage, while also panding business areas of Andalusia’s
participating in the Sant Celoni toponymy Capital.
No.12 / October / 07
SHAREHOLDER REVIEW S
ORDINARY GENERAL SHAREHOLDERS MEETING
THE ORDINARY GENERAL SHAREHOLDERS MEETING OF ABERTIS, HELD ON JUNE 13, TOOK PLACE AT THE
PALACIO DE CONGRESOS IN BARCELONA, LOCATION OF THE GROUP’S HEADQUARTERS
T he 6,000 shareholders in attendance (567 present and attend-
ing and 5,306 represented), representing 78.13% of the share
capital (58.56% present and attending and 19.57% represented),
Payment will be made in the second half of October. The Share
Transfer Plan is approved to encourage employees to become
shareholders as well as a stock option programme for the manage-
approved the 2006 balance sheet, the management report and ment team. In the words of the general manager of abertis, Salva-
the 2006 dividend as well as a scrip issue. Amongst agreements dor Alemany, this plan is designed to “continue being competitive
reached, approval was given for issue of a complementary gross in acquiring talent and to guarantee the level of commitment and
dividend of 0.25 euros to be made effective June 18 adding to the stability necessary in our professionals”.
2006 dividend and representing a gross total of 0.5 euros per share Over the course of the meeting, the incorporation of the follow-
against the 2006 earnings. ing four new executive members to the company’s highest manage-
A traditional scrip issue consisting of one new share for every 20 ment group was approved: Florentino Pérez (ACS), Javier Echenique
old shares, a transaction worth 91.2 Mn was also approved. This (ACS) and Caixaholding (represented by Marcelino Armenter), as
capital raising operation took abertis’ share capital to 1,900 Mn directors representing controlling shareholders and Emilio García, as
with more than 630 million shares issued. independent director.
With respect to shareholder remuneration, an announcement The abertis board meeting which took place following the gen-
was made by abertis’ Board of Directors of a 10% increase in the eral meeting of shareholders appointed Florentino Pérez Rodríguez
dividend, payable from the next dividend against the 2007 financial as vice-chairman of abertis as well as approving the extension of
year earnings. This increase, coupled with the scrip issue, represents the abertis executive committee with the appointment of Floren-
a 15% increase in shareholder remuneration. tino Pérez Rodríguez and Marcelino Armenter Vidal, representing
Finally, abertis Board of Directors on September 18 agreed the Caixaholding.
payment of a gross interim dividend of 0.28 per share against It is worth mentioning that the voting results for each of the pro-
2007 earnings with dividend rights, representing a 12% increase. posals involved approval in excess of 99%.
Internationalization of abertis
In his delivery the chairman of abertis, Isidre Fainé, analyzed the
economic circumstances and commented on the most significant
facts in relation to the 2006 financial year, which he classified as
“truly remarkable”, representing without doubt the confirmation
of a process through which we have already passed the point of no
return”. In Isidre Fainé’s judgement, while the incorporation of sanef
is the most noteworthy factor with respect to the balance sheet, it
also represents a platform for seizing new opportunities.
Following France, “the foundation stone of abertis’ European
plans”, is Italy and more specifically, the Atlantia integration process
(previously Autostrade). Similarly, he argued the Group’s continued
belief in the viability and strategic sense of the merger, stating that
efforts are to be made to re-launch the integration once the Italian
regulatory framework has been clarified.
In addition, a new agreement was signed on June 28 with Sche-
maventotto shareholders allowing for a greater temporary period
for the verification of paths for moving forward with the integration
of abertis and Atlantia. The agreement is in force until December
31, 2008 but grants abertis the authority to bring the consultation
process forward to February 2008 in order to resolve the situation.
Stock marjet progress following a review of the most relevant
figures, Isidre Fainé commented on the stock market performance
of abertis. The chairman referred to the year’s “positive close” and
pointed out the 11.11% increase as well as the cumulative increase
in the past seven years of 228%. “If we focus on the past four years, abertis has seen such strategies recognised with its inclusion in
we’ve reached 153%, with a cumulative annual average of 26%” the Dow Jones Sustainability Index, made up of companies able to
he emphasised. Likewise, he recalled the record maximum share demonstrate best practice in the area of sustainability and social
price reached in May and made special mention of the anniversary responsibility.
celebrated by abertis in 2007: 20 years on the stock market with a
cumulative profitability of 1,844%. Global thrust to abertis’ activities
In finishing his delivery the chairman of abertis communicated The chief executive, Salvador Alemany, also indicated that one of
the main areas of activity with respect to social responsibility, defin- the most important factors in 2006 was the acquisition of 100% of
ing the main operating principles which are based on “the convic- sanef’s capital meaning “we have improved the quality and lifecycle
tion that social benefits and the serving of public interests derived of our motorways concessions portfolio, taking the current average
from our activities as developers and managers of infrastructure are to 2026” along with the acquisition of 32% of Eutelsat, an operator
essential to economic competition and to society”. He also high- which provides coverage to 90% of the world’s population, represent-
lighted dialogue and collaboration, trust in people, and credibility as ing “the global thrust of the business and activities of our Group”. On
well as efficiency as principles to guide abertis’ interactions with its the subject of telecommunications, Salvador Alemany took the op-
surrounding environment. portunity to communicate abertis’ intention to acquire a share in
Furthermore, Isidre Fainé explained that abertis’ commitment the Spanish satellite operator Hispasat.
to the community and the fabric of society is managed on distinct With respect to the 2006 results approved at the General Meet-
levels. Amongst these is the abertis foundation, into which is fun- ing, Salvador Alemany gave a reminder that the financial year ended
nelled more then a third of the Company’s community investment. with revenue at over 3,300 Mn, 50% of which was from abroad and
yielding a net profit of 530 Mn. He also made mention of the 48%
increase in cash-flow which is his words represents a “key indicator of
our solidity”. Meanwhile investments rose to 3,590 Mn. He finished
THE INTERNATIONALISATION on the topic by referring to data from the first three months of the
OF ABERTIS WAS ONE OF 2007 financial year, which he stated “resoundingly confirm our initial
predictions”, providing a general guide to the years close: an increase
THE MAJOR THEMES in income of over 7%, an improvement in gross operational margins
DURING THE MEETING of over 10% and growth in net revenue of over 15%.
No.12 / October / 07
1st HALF 2007*
ABERTIS INCREASES NET PROFITS
34.2% TO 314 MILLION EUROS
REVENUE REACHED 1,733 MILLION EUROS(+12%). Economic results
abertis results for the first six-month period of 2007, presented
EBITDA OF 1,106 MILLION EUROS (+13%). according to NIIF accounting criteria, continue in the same vein
as the initial stages of 2007, with significant overall gains across
NET PROFITS OF 314 MILLION EUROS (+34,2%). the Group’s activities. The promising progress in traffic registered
on motorways –especially in France– combined with gains by the
NET CASH-FLOW INCREASE OF 12%, TO 648 MILLION telecommunications infrastructure sector, the significant increase
EUROS. in airport activity –abertis airports logging 11 million passengers
in manager airports– as well as sustained growth in car parks and
EXPANSION CAPITAL EXPENDITURE OF 1,221 MILLION logistics activities.
EUROS. Operational revenue increased 12% to 1,733 Mn. The most
significant performance data are:
THE GROUP HAS COMPLETED THE REFINANCING
OF ALL DEBT RELATED TO RECENT ACQUISITIONS (SANEF, The motorway sector (76% of abertis’ income and 87% of
EUTELSAT), HENCE PROTECTING ITSELF FROM EXPO- the Ebitda), assisted by favourable climatic conditions at the start
SURE TO FUTURE MARKET FLUCTUATIONS. 83% OF THE of the year, performed well, recording 10% growth,
GROUP’S DEBT IS FIXED RATE WITH AN AVERAGE LOAN The telecommunications sector (11% calculated against total
PERIOD OF 7.3 YEARS. income and 8% calculated on Ebitda) recorded growth of 12%,
thanks to the DTT roll out process, national radio broadcaster con-
tracts recently signed and the provision of value added services to
T he Group closes the first six-month period marked by the
sound progress of indicators in all business areas: traffic has
increased over the entire road network, significant growth was seen
public administrations and corporate clients.
The airports sector (8% calculated against total income and
4% calculated on Ebitda) recorded growth of 16% due to the in-
in airports, car parks and logistics sectors while there was consoli- crease in the number of passengers (especially in Bolivian airports
dated growth in telecommunications stemming from the DTT roll and Orlando airport), income per passenger and owing to increased
out and value added services. commercial income.
KEY DATA (Mn ) RESULTS OBTAINED IN THE FIRST
1S 2007 vs 06 SIX-MONTH PERIOD ACCURATELY
Income 1,733 12%
Total ADT 25,052 4.2%
REFLECT SOUND ONGOING
Spain ADT 25,693 4.4%
EBITDA 1,106 13% FOR ALL SECTORS IN 2007
EBIT 715 20%
Net profit 314 34% (*) Summary of the results presented to the Spanish stock market commission
(CNMV). The complete version can be consulted on www.abertis.com,
Gross debt 12,902 6%
in the Investor Relations section or by requesting it through the Shareholder
Assistance Line 902 30 10 15.
BY SECTORS BY COUNTRY
4% 1% 5% Others
76% 37% 52%
Of total revenue, the motorways sector represented 76%, telecommunications 48% of revenue is generated outside Spain, 37% being from France while 6% is
infrastructure 11% and airports 8 %. The car parks sector contributes 4% with from Great Britain, fundamentally from the TBI airports activity.
logistics infrastructure representing 1%.
No.12 / October / 07
G ross earnings results (Ebitda) increased to
1,106 Mn, representing 13% growth in the first six
months of 2007, while the net earnings reached 715 Mn
EARNINGS RESULTS (Mn )
1S 2007 1S 2006 Variation
corresponding to growth of 20% with respect to the Operational Revenue 1,733 1,553 12%
same period in 2006. Operational Expenses (627) (572) 10%
Earnings figures for companies consolidated under EBITDA 1,106 980 13%
the equity method represent 40 Mn, with this coming
Depreciation (391) (385) 1%
from abertis’ 6.7% indirect participation in Atlantia and
EBIT 715 595 20%
the 32% share in Eutelsat, which has been consolidated
Financial Results (259) (257)
under the equity method since January 1, 2007.
Share of profits/losses of associates 40 23
During the first six months of 2007, abertis generated
a net cash flow of 648 million euros, 12% up on the PROFIT BEFORE TAX 497 361 38%
same period in 2006, this reflecting the growth in sectors Income tax (150) (126)
as a whole. PROFIT FOR THE PERIOD 347 235 48%
In the period from January to June 2007, the abertis Attributable to minority interest (33) (1)
group obtained a net profit of 314 Mn, 34.2% up on NET ATTRIBUTABLE PROFIT
the first six months of 2006. TO EQUITY HOLDERS
OF THE PARENT COMPANY 314 234 34%
BALANCE (Mn NIIF)
ASSETS (Mn NIIF) 1S 2007 4T 2006 Var (Mn )
Tangible assets 6,795 6,805 (10)
Property, plants and equipment 9,680 9,610 70
Investment and other financial assets 2,951 1,856 1,095
NON-CURRENT ASSETS 19,426 18.271 1,155
Trade and other receivables 593 555 39
Others 420 391 28 the mean maturity (7.36 years), fluctua-
CURRENT ASSETS 1,013 946 67 tions in interest rates have a limited impact
TOTAL ASSETS 20,439 19,217 1,222 on abertis’ financial expenses. The gross
LIABILITIES (Mn NIIF) 1S 2007 4T 2006 Var (Mn ) liabilities for the first six-month period of
Capital 1,824 1,824 0 the year amounts to 12,902 Mn.
Reserves 2,974 2,623 352 At the end of June, taking advantage
SHAREHOLDERS EQUITY 4,798 4,447 352 of the then favourable market situa-
Loans and borrowings 11,652 11,088 564 tion, the bridge loan taken out to acquire
Other liabilities 1,795 1,687 109 Eutelsat was refinanced, originally fore-
SHAREHOLDERS EQUITY 13,447 12,775 673 seen as having a two year duration. The
Loans and borrowings 1,250 1,080 171 1,000 Mn refinancing operation was car-
Trade and other payables 943 916 27 ried out through the issue of a 10-year
CURRENT LIABILITIES 2,193 1,996 197 bond with a 5.125% coupon.
TOTAL LIABILITIES 20,439 19,217 1,222
In addition, in July the company refi-
nanced 1,500 Mn of sanef liabilities. The
transaction involves securing availability of
T he main variation in the balance sheet has been generated as a
consequence of the acquisition of a share in Eutelsat. abertis’
total assets reached 20,439 Mn at June 30, 2007 (up 6% with re-
funds for the repayment of the debt which matures in the period
from 2007-2016, extending maturity to 2020-2024. It is pointed
out that this is fixed-rate debt.
spect to December 2006) and shareholder equity rose to 4,798 Mn. These operations signify the completion of the process of
Net liabilities at the end of June 2007 rose to 12,556 Mn refinancing all debt related to recent acquisitions and provides
(39% with recourse, 61% without). It is important to point significant protection against any negative trends able to arise in
out that given the high percentage of fixed-rate debt (83%) and debt markets in coming months.
CONSOLIDATION OF SECTOR
AND GEOGRAPHIC STRATEGY
A bertis invested a total of 1,315 Mn in the first semester of
2007, of which 1,221Mn (93% of the total investment) was
used in the reinforcement of the Group’s expansion and to consoli-
date the strategy of sector and geographic diversification. BY SECTOR BY SECTOR
The most noteworthy investment was made in the Telecom-
munications infrastructure sector with the acquisition of 32% of
the French satellite operator Eutelsat for 1,070 Mn, by abertis
telecom. The remainder of investments in this sector were funda-
mentally centred on DTT development.
In terms of capital expenditure on expansion in the motorways
sector, sanef’s most significant investment was of 62 Mn in new
lanes, service areas and capital provisions for the A’lienor consor-
tium (awarded the construction of the AP-65 Langon-Pau).
The 17 Mn outlay by castellana for the completion of work
on the new Guadarrama tunnel and for lane expansion on the AP-6 completion of the construction of new buildings in the Barcelona
also stands out. Finally, 11 Mn was included in this section, cor- Free Zone Logistics Park and the development of the second phase
responding to iberpistas acquisition of a further 20.8% of aulesa of the logistics platform Sevisur in Seville.
(raising their share to 100%). The most significant operational investments in the first
In the airports sector, the main investment was in augment- six months of 2007 ( 94 Mn in total) were made in the motor-
ing capacity of the Cardiff airport while in the car parks sector, ways and car parks sectors. Of these, the leading investments
the most noteworthy operation involved the acquisition in Las were those made by sanef ( 32 Mn), mainly in the maintenance
Palmas de Gran Canaria of a parking area corresponding to an and upgrading of the network and for the car parks sector, ( 9 Mn)
investment of around 10 Mn in addition to the outlay of 5 Mn investments corresponding to the environment, safety and fitting
for a the construction of a parking area in Girona and 4 Mn for out of facilities for those with impaired mobility. Lastly the Belfast
the acquisition of parking spaces in Elche. International airport has seen 2 Mn spent on improvements to
Expansion investments in the logistics park sector include the the Fire Department area.
CONTRIBUTIONS BY SECTOR
The following shows the contribution of each sector to abertis results and the variation with
respect to 2006:
OPERATIONAL INCOME 1S 2007
EBITDA 1S 2007
11%11% 8% 8%
8% 8% 4% 4%
4% 4% 2% 2% 1% 1%
No.12 / October / 07
Motorways Telecommunications Car Parks
Motorways continue to be, at infrastructures For the first six months of
the end of the first six months Telecommunications infra- 2007, saba recorded 13 %
of 2007, the primary business structures are situated in sec- growth in operational revenues
activity, with a similar weighting to that of ond position when rated by operational rev- amounting to 65Mn and Ebitda of 28Mn,
the corresponding period the previous year. enue with a value of 191 Mn (11% of the representing 4% and 2%, respectively of the
The sector contributed 1,310 Mn in rev- total) and by Ebitda with 84 Mn (8%). abertis’ totals. saba’s 2006 international ex-
enue (76% of Group revenue) and 958 Mn abertis telecom has continued perform- pansion through the acquisition of car parks
in Ebitda (87%). ing positively with gains in income for the predominantly in Italy combined with 2007
The growth in traffic on abertis’ road first six-month period of 2007 of 12%, with expansion in Spain (Pamplona, Las Palmas
network rose to 4.4% in the first six months its main activities being centred on the roll de Gran Canaria, Elche and Terrassa) clearly
of 2007, this figure representing a value for out of DTT, the expansion in coverage which drove revenues in the initial stages of 2007.
Average Daily Traffic (ADT) of 25,693 vehi- in august reached 85% as well as recently Vehicle rotation for the first six months of
cles. With respect to motorways managed signing contracts with national radio broad- the year amounted to 5.4 million vehicles,
by sanef, traffic growth reached 4.1% for casters. up 7.3% on the first six months of the 2006.
the period, with an ADT of 23,152 vehicles. abertis telecom currently transmits 20 saba manages a total of 88,010 parking
In this way, throughout the year to date, digital channel signals from 153 network spaces in 162 parking areas in Spain, Italy,
the tendency for growth seen at the end of transmission centres. Such centres are fully Chile, Portugal, Morocco and Andorra.
2006 has been maintained with overall ADT adapted to cater to advances in audiovisual
gains across the network. Included in such services as per the National Digital Televi- Infrastructures
trends are sanef and GCO (Argentina), reg- sion Plan. Overall, abertis has more than logistics
istering 4.2% growth (25,052 vehicles), this 3,200 sites. abertis logística reported a
also being in excess of that foreseen. 17% increase in operational
The use of electronic toll collection sys- Airports revenue from January to June 2007 to 10
tems across the network has been signifi- Revenue for airports grew to Mn, representing 1% of the abertis’ total
cant in aiding traffic flow on roads, thereby 147 Mn (8% of abertis’ and contributing 3Mn to Ebitda. abertis
improving transport and decreasing fuel total income) while Ebitda of logística continues the trend for positive
consumption by avoiding the need to bring 43 Mn was registered (4%). growth corresponding to its Spanish logistics
the vehicle to a standstill at the toll sta- Revenues in the six-month experienced park activities, at the same time pursuing an
tion. Over the first six months for abertis a steep rise of 16%, representing growth of international expansion strategy. Expansion
motorways in Spain, 25.6% of transactions 6.1% in overall airport passenger numbers abroad was initiated last year following the
were carried out via electronic toll collec- to nearly 11 million users. announcement of a project in Portugal, con-
tion systems. Meanwhile the sanef network The strong performance by the Orlando tinuing this year with an agreement signed in
registered electronic toll collection use of Sanford (with an increase in passengers of July to develop a logistics park in the metro-
22.4% in the first six months of 2007. almost 10%) and Stockholm Skavsta (8% politan area of Santiago de Chile. The invest-
increase in users) airports deserve special ment for the park, which is to occupy 63
mention along with the three Bolivian air- hectares, 350,000 m2 of which may be built
ports (Santa Cruz, Cochabamba and La Paz), on, will be made gradually over the next 10
which underwent growth in excess of 17%. years to a total of 168 Mn.
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