Ferrovial - Annual Report 2012


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Human Capital

Talent development

The combination of the talent and commitment of Ferrovial professionals is one of the pillars of its success as a world leader in infrastructure management. That is why promoting the internal mobility of talent and professional growth of all the people in the company is one of its strategic priorities.

The 360º Feedback process is aimed at all the company management. The process was extended for the first time to this group of professionals in 2012, with the aim of improving their value contribution to the business in their current positions, anticipating their future value contribution and fostering their promotion in executive positions within the organization. A total of 119 positions were appraised this time round, 23% more than last time; and 660 appraisals were received, 44% more than last time. The results give an overall score of 4.1/5, which is an improvement on the score of the previous appraisal, and shows the importance of the associated development plans.

The 360º appraisal is a systematic and uniform appraisal process of management abilities, in line with Ferrovial's culture, with four objectives:

  • To ensure there is a single executive profile for the entire company.
  • To clarify what the company expects from executives' performance.
  • To create a general development framework for all Ferrovial executives.
  • To identify executives' strengths and areas for improvement from different points of view.

Following the 360º appraisal, executives have feedback sessions with a coach, after which an Individual Development Plan is drafted with the Director of Human Resources to establish self-development, networking, training and coaching actions. These development processes have led to the identification of 215 skills development actions and 269 requests for skills development.

The Management Skills Development Guide was updated in 2012 to include new resources for improvement.

The process of evaluating skills and planning development is a comprehensive assessment model, as it appraises skills, knowledge, performance and potential, using self-evaluation and assessment by a superior. The process is completed with a feedback interview which, according to more than 5,000 employees who go through the process, is one of the most important moments of the year. It provides them with the chance to take stock, highlighting the most valuable aspects and the areas which they need to improve on.

A total of 5,185 employees took part in this process in 2012, 11% more than the previous year. It is worth noting how the process has become more international, as it includes structural personnel from Webber, Ferrovial Agroman UK and Ferrovial Agroman USA. Women account for 29% of all those appraised.

As well as the appraisal carried out by superiors, this year a self-assessment of nine skills was carried out, following a process of simplification and alignment with the management skills model. Potential is assessed as well as performance, and a technical knowledge assessment is also included in the process.

This process is part of a tool that makes this information accessible both to the superiors and the subordinates throughout the year, enabling a follow-up to be carried out on the results.

The results of this appraisal were an average of 74.3%, which represents a clear return on the investment effort made by the organization. No significant gender differences were detected in the results of the appraisal.

A total of 9,036 training courses were identified through the development plans decided on jointly between superiors and collaborators, which means that the amount has increased compared to the previous year. These actions mainly focus on financial training (19%), language training and immersion programs (19%), and communication training (11%).

Development actions numbered 2,058, 31% more than the year before. Out of these, 29% are actions that involve new responsibilities and/or the management of a new project in the same area; 21% involve taking part in initiatives to get to know other areas and business practices better; and 20% involve employees learning on their own, e.g. by reading recommended books.

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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