A message from 2024

Just like artificial intelligence, at ROADIS we use millions of data on the use of our assets, which we collect throughout the year in order to improve the service we offer to users and, above all, to implement safety and innovation measures, from the infrastructure upkeep and maintenance, to detection, measurement and surveillance systems. This, together with other socio-economic and geopolitical factors, helped us to improve results compared to previous years.

Nonetheless, we continue to consider the usual parameters on the basis of which we measure growth, while remaining focused on sustainability in the development process. During 2023, we increased our Annual Average Daily Traffic (ADT) by 4.8%, reaching 200,320 vehicles, the highest in the company's history. This has a direct impact on revenue which grew to € 656 million, representing a 3.8% increase, and EBITDA, which increased to € 341 million, marking a growth of 21.4%.

We leave 2023 behind. Despite everything it brought us, there is still room for improvement. International conflicts have triggered an economic slowdown which should help to redress inequality, supporting emerging economies which still have much to offer. For our part, we will contribute to its growth through the development of quality infrastructures that connect people and societies, fostering the functioning of the economy.

Within this continuous learning process in which we are engaged, a robust cultural model plays a crucial role. There is a close relationship between delivering improved results with respect to the previous year and working according to ethical attributes and beliefs. Over the past year, we worked on conveying the principles that govern our cultural model to all levels of the organization.

We are aware that the cultural model has to be internalized. It cannot be interpreted as a regulation that governs how we work, because if it were, it would be impossible to commit to it in the long term; the cultural model must be understood as a way of working per se.

Moreover, since we believe that there is no better way to learn than by example, in 2023 we deployed the first phase of an ambitious program to popularize our culture. We have entrusted it to those most involved to help others internalize the model and become true ROADIS Ambassadors.

Thanks to this type of initiative, we are able to showcase not only the principles that characterize us, but also the work we do to ensure we fulfil our commitment to diversity, equality and inclusion.

The only way to sum up everything we did in 2023 is by saying that we succeeded in creating value in the geographies in which we operate. We collaborated with communities to make a tangible and intangible contribution of value, based on the sustainable performance of our operations. Under this premise, we ended the first year of the deployment of our Sustainability Master Plan 2023-2025 and met the set objectives for the five vectors used in our work, which received very positive feedback.

We rolled out various initiatives and were able to respond to the challenges posed in terms of employee training and development, transparency and good corporate governance. We successfully deployed road safety awareness campaigns; we developed environmental policies and a specific circular economy plan; and we collaborated with local organizations and associations in order to contribute to social action.

This is achieved when the sustainability discourse ceases to be an attribute of the people working at ROADIS and becomes a quality inherent in our development as a company. The fact that this is embedded in our corporate culture has led us to be recognized in the Sustainalytics ranking as the company with the lowest ESG risk in our sector and the second best positioned in this field worldwide.

I do not want to neglect to mention our work in counteracting climate change. As infrastructure operators, key to climate change mitigation, we need to adapt to new scenarios and increase the resilience of structures to extreme weather events. In this regard, in 2023 we obtained SBTi's validation of our emissions reduction targets, whose aim is to reach net zero emissions by 2040.

We are starting 2024 confident that we are on the right track to surpass the milestones set for this year. We also feel comfortable, just like someone surrounded by good fellow travelers: suppliers, the administration, users and, above all, a team that makes us better when we believed there was no more room for improvement.

We know our strengths, which grow yearly thanks to the experience we acquire, discovering new capabilities and reinforcing our positioning. So we will continue to focus on bringing added value to emerging markets, prioritizing investment in mature projects that ensure profitability. We have a clear roadmap for the next five years, a realistic strategy, considering global socio-economic conditions, in which we have ambitiously set our goals.

I would like to present this report not only as a review of the past, but also as a commitment to the future, continuing working with the same passion and finding the projects and initiatives that help us grow as people and professionals.