SUSTAINABILITY
In 2024, we have continued to make progress on the path defined by our 2023-2025 Sustainability Master Plan, which structures sustainability according to the different areas and geographies and integrates it into our business processes in all the countries in which we are present.
15 lines of action and 27 initiatives to achieve ambitious goals that underpin the commitment to responsible management and long-term vision:
OUR PATH TOWARDS SUSTAINABILITY
In line with our double materiality approach, in 2024 we worked on making sustainability a lever for change, anticipating the requirements of the new Corporate Sustainability Reporting Directive (CSRD). This enables us to strengthen the most relevant aspects for our stakeholders, as well as the impact of our activity. This early application reflects the commitment to transparency and responsible management, which are distinctive of our governance model.
In environmental matters, we continue to make progress in our Decarbonisation Plan, validated by SBTi, meeting the set objectives while focusing on a more efficient use of resources, thanks to the Circular Economy Plan that kicked off in 2025..
Within the social scope, we worked on generating a positive impact on our employees, suppliers, users and communities. As a result, we have improved our employees' working environment indicators and the satisfaction of our users. We also continue committed to developing the communities directly with our activity, where nearly 100% of suppliers are local, or through our social commitment, where we have various initiatives in place that facilitate access to basic services such as healthcare or training.
ENVIRONMENTAL MANAGEMENT
At ROADIS, we work towards including environmental criteria in the decision-making process, implementing preventive measures and promoting sustainable practices. As a result, we foster the Company's sustainable financing, we make an efficient use of resources by reducing waste generated and optimising purchases and increase our resilience and reduce our environmental impact.
We have met the targets set out in our plan for 2024 thanks to focusing on efficiency and clean energies, which currently amount to 58% of our energy mix. In this regard, self-generation is becoming increasingly relevant, which in 2024 reached 4.62% of the energy consumed. This involves savings of over €18,000.
SOCIAL SCOPE
We are aware of our responsibility and work towards generating a direct positive impact on our employees, suppliers, users and communities.
We believe in the growth of our teams and engage in fostering environments that encourage continuous learning. Over 30,000 hours of professional training hours were delivered in 2024. The average training hours per employee reached 17.9 versus 15.3 registered in 2023.
We are fully aware of the challenges involved in working in an environment where everyday operations are constantly interacting with traffic in our assets. We have built a management model based on prevention, continuous training and a shared culture of responsibility, implementing safety protocols specifically designed to address the particularities of our working environment and to minimise the associated risks.
SUPPLIERS
Suppliers play a key role in meeting sustainability goals. We build relationships based on trust through policies and processes that are aligned with the markets where we operate, which strengthen our commitment to responsible management.
In 2024, we have increased our supplier base, particularly in the area of services. The total volume of purchases exceeded €190 million.
USERS
Every kilometre we manage is a testament to our commitment to innovation, safety and prosperity. We follow an integrated approach with all the factors and elements involved.
An average of over 207,000 vehicles travel on our roads every day, which translates into almost 76 million trips every year. This represents a year-on-year growth of 3.25%.Our commitment to safety is set out in the Sustainability Master Plan and is aimed at reducing risks, improving our infrastructures and promoting responsible behaviours on the road.
The rise in traffic volume inherently leads to a higher likelihood of road incidents. However, thanks to the measures implemented, we have managed to ensure that this growth does not result in a proportional increase in the rate of serious or fatal accidents. As a result, the three-year annual moving average has kept stable or below the national average of the respective road networks in the regions where we operate.
We are certified under the ISO 9001, 14001, 45001 and 39001 standards, which reflect our commitment to service excellence, providing a reliable and safe journey from the first kilometre.
COMMUNITIES
Given the nature of our assets and their long service life, which as a whole exceed 170 years, at ROADIS we maintain a committed and close relationship with the communities where we are present.
Our Community Development Guide, applicable to all geographical areas and assets and integrated into the Sustainability Master Plan, enables us to maximise the positive impact and mitigate any adverse effect on local communities arising from our activity.
Our assets are essential to economic growth and social inclusion.
We contribute directly to foreign investments in communities where we are present, promoting local development and the modernisation of critical infrastructures. In 2024, we invested more than €3,100 million.
We also continue to promote initiatives that have a tangible, positive impact on their development and wellbeing, at the social, environmental or economic development level. These actions enable us to address needs previously identified through constant consultation and dialogue processes with local communities.
We also include our employees in community development, reinforcing the internal culture of social commitment and sustainability through volunteering.
CONTRIBUTION TO THE SUSTAINABLE DEVELOPMENT GOALS
The Master Plan through its vectors and lines of action contributes to achieving the Sustainable Development Goals.
Here are some of our main contributions in 2024:
STRATEGIC PILLAR
| 2024 KEY RESULTS | CONNECTED SDGs |
|---|---|---|
Responsible culture | Sustainability governance: updated reporting processes aligned with CSRD, GRI standards, and the GHG Protocol, surveys, and adjustments to the Sustainability Committee.
Internal communication and training: training plans for employees and subcontractors, and communication; an open-access internal repository, the effectiveness of which is assessed through surveys that evaluate sustainability knowledge; and the deployment of training in SBUs.
Sustainability positioning: ranked first in the ESG ratings universe in Sustainalytics and publication of the Communication on Progress (COP), which reflects progress toward UNGC goals.
Innovation: A Genius Awards employee project competition was held to address urgent sustainability challenges. |  |
Good governance and compliance | Business Ethics: Analysis of CSRD and CSDDD requirements, human rights training throughout the value chain, risk assessment and communication regarding the whistleblower channel during contracting (employees and suppliers).
ESG Risk Management: Integrated risk management system and materiality analysis to assess impacts.
Supply Chain: Supplier Code of Conduct incorporated into contracts, supplier training, and supplier engagement strategy.
Updates to internal mechanisms: Procedures and Policies of the Sustainability Committee, the Crisis and Business Continuity Plan Protocol.
Cybersecurity: Design of the Strategic Cybersecurity Plan for the period 2025-2028. |  |
Engaged professionals
| Safety and Health: The Health and Safety Plan has been completed, focusing on transportation, integrating new technologies for improvement, such as smart, connected traffic cones.
Diversity and Inclusion: Launch of the "ROAD to Inclusion" program, targeting 30% women in management positions by 2030, and the Diversity, Equity, and Inclusion Plan has been completed.
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Citizenship progress | Road safety: ongoing plan with companies to raise awareness and certify road users, such as ISO 39001.
User satisfaction: digital solutions for satisfaction surveys and improving the experience on key roads.
Community development: Impact Infrastructure Development Plan project with a pilot project in India, the Monarch Connection Mexico, and health, road safety, and conservation initiatives in Brazil and India. |  |
Environmental care | Environmental management: approval of the Circular Economy Plan, start of a Nature Protection and Restoration Plan, rigorous calculation of the carbon footprint (3 scopes of the GHG Protocol)
Decarbonization: implementation of the decarbonization levers contemplated to meet the objectives approved by SBTi, installation of solar energy and transition to an electric fleet in Brazil, Mexico and India, and transition to an LED lighting system in India and Brazil
Biodiversity and fauna: Butterfly Connection Project, in collaboration with local communities, we participated in reforestation to recreate the living environment of butterflies and allow their survival. Nature restoration initiatives: tree planting in Spain. |  |
CR & COMMUNITY DEVELOPMENT
In 2024, we have continued to consolidate our corporate responsibility strategy, with the commitment to generating a positive impact on the communities where we operate. Our approach is focused on contributing value beyond the economic scope, promoting social and environmental wellbeing through specific actions that are aligned with the Sustainable Development Goals (SDGs).
Through our Community Development Guidelines, we prioritise initiatives that promote sustainable mobility, equity, environmental protection and social inclusion.
• EQUAL EDUCATION
• EQUAL OPPORTUNITIES
• DEVELOPMENT OF LOCAL CAPACITIES
• SOCIAL AND EMPLOYMENT WELLBEING
• SUSTAINABLE MOBILITY
• INCLUSION
These are some of the initiatives carried out in 2024:
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Monarch Butterfly Conservation
This project focuses on the restoration of areas critical to the survival of the monarch butterfly, a species threatened by habitat loss due to deforestation, agricultural expansion and climate change. In 2024, we carried out reforestation activities and care for the local flora.
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Improvement of Educational Infrastructure
We’ve worked to improve the infrastructure of local educational centers in the municipalities of Los Fierros and Rinconada in Nuevo León, and Las Vigas, Corral Falso and Banderilla in Veracruz, to promote accessibility and combat school dropout.
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Wildlife Rescue
More than 40 wildlife rescue operations have been conducted to minimize impacts on wildlife on the roads, reflecting VIABAHIA's commitment to environmental conservation and sustainable development.
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Troco Solidário
In partnership with Obras Sociais Irmã Dulce, this project allowed users to make direct donations at the toll plaza, raising more than 500,000 Brazilian reais (€100,000) in one year, supporting the Santo Antônio Educational Center (CESA).
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Saúde no Trecho
This program offers health care to localities near the highway with limited access to medical services. In 2024, a day of free medical services was offered in Vitória da Conquista, serving more than 600 people.
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Corporate Forest
In 2024, the first corporate forest was planted in Paracuellos del Jarama, Madrid, reaffirming the commitment to ecological balance and leaving a positive legacy for future generations.
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Corporate Volunteering
We collaborated once again with Fundtrafic to raise awareness about the Road Safety in schools in Seseña and Valdemoro. We also collaborated with the Nadie Solo association to carry out entertainment days in homeless shelters during the Christmas season.
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Equal Education
Continuing our collaboration with Khushii again this year, in 2024 we have expanded the range of influence from three schools in 2023 to 10 schools, impacting 3,968 children in four states. School attendance increased by 6% and academic achievement improved by 10 to 12%.
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Swasthya Path
Through The Hans Foundation (THF), this project facilitates access to medical services in rural locations in Varanasi through five mobile medicalized units (MMUs), directly impacting more than 70 thousand people.
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Real Madrid Foundation
We work to create sports schools in towns with limited resources, hand in hand with the Real Madrid Foundation, to promote the values of sport and healthy lifestyle habits.
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