Ferrovial - Annual Report 2009

According to the Trust Index® opinion poll sponsored by the Great Place to Work Institute Spain, 67% of employees consider Ferrovial a great place to work. This assertion is supported by such facts as that 8 out of 10 employees are proud of their work and that 62% of Ferrovial employees are comfortable with their peers.

According to the Trust Index® opinion poll sponsored by the Great Place to Work Institute Spain, 67% of employees consider Ferrovial a great place to work. This assertion is supported by such facts as that 8 out of 10 employees are proud of their work and that 62% of Ferrovial employees are comfortable with their peers.

After completion of the Employee Satisfaction Survey 2008, Ferrovial established the goal of defining Action Plans that respond to the results obtained. To this end, each business unit identified specific action plans for 2009 and 2010 aligned with the results of the surveys. Similarly, the Company has created the Satisfaction Committee, comprising members from all business units, with the mission of following up on the implementation of the different action plans.

Both the results of the survey and the action plans identified were made known to the entire organization through corporate intranet and the distribution of an executive report.

As a result of this Satisfaction Survey, Ferrovial launched three initiatives that began in 2009:

Conoce Program (Know)

This is the program that will channel all actions related to the practices of internal communication to disseminate the institutional messages of Management though current channel (intranet) and regular meetings of management within their respective areas of influence.

Within this initiative, the Company has organized the following actions:

• 7 executive working breakfasts with the Ferrovial CEO with an estimated duration of two hours in which small groups exchange opinions and clarify doubts. This initiative was also performed in some of the divisions, with the leaders organizing breakfasts covering their specific internal plans.
• Open Forum with the CEO. In the Annual Executive Convention, personally attended by 100 executives and virtually by another 300, included a time dedicated to answering the questions that employees from all business areas and subsidiaries sent through the relevant email address over the preceding month. Ferrovial's CEO, responded both verbally and in writing to the 80 questions received, which have been published on the intranet along with the videos of the convention.
• Intradepartmental biannual meetings of the Corporate DGs which ensure the transmission of institutional messages and acts as a forum for the exchange of opinions and suggestions for improvement.

Also, the organization has launched various surveys to assess the impact of internal communication campaigns that have been launched nationally throughout 2009. The responses to the voluntary survey conducted among intranet users were as follows:

Another of the improvement goals included in the action plan is to promote efficient time management. To this end, the company, as part of its work-life balance and flexibility measures, disseminated the Effective Meetings Policy, which sets guidelines for planning, calling and holding the meeting, as well as for the duration thereof, the most noteworthy of which is the prohibition on holding meetings past 5 o'clock.

One of the most noteworthy initiatives to improve communications among employees and improve knowledge of the business is experiences arranged by some of the businesses for their professional to know the reality of their activity, which include visits of 3 or 4 days, guided by a "tutor", to one or two of the workplaces or areas. After the experience, a breakfast meeting is held with the Managing Director. This action is aimed at increasing knowledge of the day-to-day operations and creating a privileged space for the exchange of knowledge and learning within individual jobs, which promotes internal communications between different areas.

Crece Program (Grow)

The program includes all of the people management initiatives promoting professional growth and development within the organization, many of which are already underway under the talent management policies.

This initiative includes:

• The promotion of mechanisms for the certification of Ferrovial as a leading employer through participation in such projects as Best Place to Work coordinated by the Great Place to Work Institute.
• The strengthening of performance evaluation mechanisms, with improvements in the models, procedure and scope of assessments at the national level.
• The reinforcement of Ferrovial University training programs and transversal skills training. The latter have benefited from internal experts in each knowledge area, which have ensured the alignment of the content of the training to the reality of the Organization and have collaborated with the participants in the execution of the Innovation Projects that must be undertaken during each program.
• The internationalization of the management of executive development processes based on the definition of common models and its implementation on a global scale (360º Feedback, Management Succession Planning).

Compensa Program (Align)

This is the program that will channel all actions aimed at aligning remuneration practices and models to the relevant market in accordance with the situation of the workforce. Within the initiative, we would highlight the flexible remuneration program, Flexibility Plan, launched in Spain.