Ferrovial - Annual Report 2012


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Human Capital

Human capital

Human Capital 2012 2011  2010 
Average workforce 57,276 69,990  100,995
Workforce at close of year 55,159 68,008 101,404
International workforce at close of year (%) 38 48 62
Part-time workforce (%) 17 16 18
Staff on permanent contracts (%) 79 78 83
Staff on temporary contracts (%) 21 22 18
Women in the workforce (%) 31 32 33
Turnover rate (%) 2.7 2.8 6.7
Investment in training / revenue (%) 0.21 0.16 0.34
Employees subject to skills assessment (%) 97 96 97
Employees with variable remuneration (%) 20 12 13
Number of expatriates 300 242 260

Characteristics of the workforce

Ferrovial's workforce as of December 2012 was 55,159. The profile of its human capital is international and diversified geographically by activities and businesses.

  • By areas of activity, 75.6% of employees work in the area of Services, 1.6% in Toll Roads, 22% in Construction, 0.1% in Airports, 0.1% in Real Estate and 0.6% in Corporate.


  • By geographical areas, 38% of employees work outside Spain, above all in three countries: the United Kingdom, with 21% of the total; Poland, with 10%; and the United States, with 4%. Ferrovial is present in 26 countries, and 99.8% of its workforce is in countries that are members of the OECD.
  • In terms of professional categories, 80% of employees are manual workers and line personnel, 13% university graduates, 6% clerical workers and 1% executives.
  • By type of contract, 79% of employees are on permanent contracts and most of them have service contracts subject to subrogation if the contract is awarded to another company. 83% are full-time.
  • Segmented by gender, female representation in each division is as follows: 36% in Services; 32% in Toll Roads; 13% in Construction; 36% in Airports; 62% in Real Estate; and 42% in Corporate.
  • Average age and length of service: The workforce has an average age of 43.20 years, with an average of 8.36 years in service. Executives have an average of 11.05 years in service and an average age of 48.25.

In line with the rotation of mature assets in 2012, worth highlighting in terms of the results is the concentration of the workforce in four countries: Spain, the UK, the U.S. and Poland (96.83% of the total workforce), where most of the company's assets are concentrated. This creates synergies that provide its professionals with opportunities for growth and development. The average workforce over the year was 57,276.

The situation of the labor market in the main countries in which Ferrovial operates, and particularly in Spain, explains the fall in the average turnover rate in the company to 2.7% in 2012. Of the total number of employees leaving voluntarily, only 16% were women, compared with 29% the previous year.

By divisions the turnover rate is as follows: 1% in Services, 9.1% in Toll Roads, 8.1% in Construction, 7.1% in Airports, 4.6% in Real Estate and 2.7% in Corporate. The company has an exit interview protocol for employees in structural positions who leave the company in order to find out the reasons for the decision.

Labor relations between Ferrovial and its employees are based on compliance with the applicable legislation in each country, international conventions and other legal and regulatory provisions governing employment.

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  • To develop an integrated model that guarantees the strength of the different businesses and boosts the skills of its professionals.

Lines of action

  • Integration: forming the common values and culture that define us as a company.
  • Globalization: developing a model of Human Resources applicable in any of the divisions and countries.
  • Leadership: improving the management skills of its professionals.
  • Talent: establishing mechanisms for attracting, identifying, developing and retaining employees.

2012 Milestones

  • Received the Top Employers certification for the second year in a row, for people management practices; the Human Capital Award for Strategic Training and Development Policy; and the “Empresa más Igual” (Most equal company) seal from the regional government of Madrid.
  • Monitored the action plans associated with the 2011 Employee Satisfaction Survey, which has resulted in more than 65 initiatives already in place.
  • Defined and implemented a 2.0 Employer Branding strategy.
  • Consolidated the cross-cutting executive management model with the definition of the Individual Development Plan following the "360º Appraisal" feedback process.
  • Around 400 professionals incorporated into the Talent Identification, Development and Management program.
  • Extended the training offered in Internationalization Programs.
  • Launched an internal social network open to all employees to exchange information, knowledge and best practices.
  • Promoted a culture of innovation with new initiatives that encourage all employees to take part in the generation of ideas.
  • Improved the efficiency of people management processes by promoting new technologies both in the field of social networks and in integrated human resource management systems.

2013 Goals

  • Consolidate the 2013 Employee Satisfaction Survey as a lever for managing employee commitment.
  • Extend the Global Talent Management Program to other subsidiaries and business units.
  • Update the Succession Plan by boosting the professional development channels for the employees identified as capable of advancement.
  • Make the most of Ferrovial Summa University as a way of generating value, leveraged on the generation of internal synergies and the creation of opportunities together with external experts.
  • Create international communities within the internal social network to support knowledge transmission.

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  • Dow Jones Sustainabiliy Indexes
  • LBG Spain
  • The Global Compact
  • FTSE4Good
  • Carbon disclosure project
  • Corporate Responsibility Prime. Rated by oekom research

This is an electronic version of the 2012 Annual Report prepared by Ferrovial, S.A. for its stakeholders, which aims to be complete and accurate. The contents of this version can be checked by referring to the print version. A copy of the print version in PDF format is available to download on this web page