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Sustainability

In 2025, we completed the 2023–2025 Sustainability Master Plan, integrating sustainability across all business areas and into the day-to-day management of our assets. We maintained our commitment to ethical conduct and people’s well-being, and we continued to advance decarbonization, circular-economy initiatives, and respect for biodiversity. The methodology we have used to calculate our ESG performance metrics has been adjusted to reflect changes in our scope resulting from the concessions we ceased to operate in during 2025.

KEY RESULTS OF THE K 2023–2025 SMP

Responsible culture

Greater integration of ESG management into operations, both at the SBU and corporate levels, thanks to the recent inclusion of ESG targets in executive incentive plans.


Leveraging sustainability as a driver of innovation through the generation of ideas and pilot projects.

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Good governance
and Compliance

Ethics are reinforced both internally—through annual compliance training—and externally, thanks to the Supplier Code of Ethics.


Risk management and transparency through the Speak Out Channel and the integration of sustainability risks into the risk portfolio.

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Engaged professionals

People management through the updating of retention and development management processes.


Strengthening the Health and Safety framework for both employees and contractors.

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Citizenship progress

The rollout of the 2023–2025 Road Safety Plan, driven by innovation that enables the management of high-risk situations.


Launch of a pilot study to assess the economic, social, and environmental impacts at CAMS.

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Environmental Care

A comprehensive environmental framework established through the Circular Economy Policy and Plan, biodiversity commitments, and ISO certifications in India.


On-site renewable energy generation, strengthening environmental management and reducing operating costs.

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All of this allows us to lay the groundwork for the new 2026–2028 Master Plan. It maintains the structure of the five vectors and is organized into 15 cross-cutting initiatives that help us move forward and make our objective tangible: to create value in emerging markets in a responsible, safe, and sustainable way, contributing to the economic, social, and environmental development of the regions where we operate.

WE ENSURE A DIVERSE AND SAFE ENVIRONMENT

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Safety and health are essential pillars for well-being and operational efficiency. We promote open communication and risk reporting, supported by strong management and preventive protocols. In 2025, we strengthened monitoring and preventive analysis practices, enhancing safety and enabling us to maintain zero fatalities among our employees despite an increase in the frequency rate, as in 2024. This preventive management also extends to our value chain, especially contractors:

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ROAD SAFETY

Throughout 2025, we carried out global road-safety awareness campaigns focused on common risks: blind spots, speed, internal and external traffic management, distractions, alcohol consumption, vehicle maintenance, and adverse weather conditions. These actions were complemented by roadside signage, printed and digital educational materials, radio campaigns, and participation in international initiatives such as Be Safe Together (IBTTA) and (S)he Works, I Care from the European Road Safety Charter.

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We want to learn from every accident, in line with our ambition to achieve zero accidents by 2050.

ENVIRONMENT

Our environmental strategy is based on risk management, climate-change adaptation, and the protection of natural capital. Our actions are guided by the Environmental Policy, the Circular Economy Policy, and the new Nature Protection and Restoration Policy, adopted in 2025, which reinforce our commitment to prevent impacts, restore habitats, and promote a more circular and low-emissions operating model.

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Our Sustainability Master Plan establishes three key management areas:

Fighting climate change:

We have a Decarbonization Plan that sets our ambition to reach net-zero emissions by 2040. Our emissions-reduction targets, validated by SBTi, apply across all three scopes. In this area, the most representative 2025 metrics were:

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Circular economy:

In 2025, we advanced the implementation of the four pillars that structure our Circular Economy Policy and Plan: materials and products, waste, water, and organization. In addition to focusing on the efficient use of materials and improving related metrics, we prioritized water management by implementing systems for water capture, optimization, and reuse.

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Biodiversity:

We operate in countries classified as megadiverse, such as Mexico and India. For this reason, in 2025 we reinforced our commitment to protecting natural capital by approving the Nature Protection and Restoration Policy.

OPERATIONAL EXCELLENCE

Higher traffic volumes inherently increase the likelihood of incidents on the roads. However, thanks to the measures implemented, we ensured that this growth did not translate into a proportional increase in the rate of serious or fatal accidents. As a result, the three-year rolling annual average has remained in line with—or below—the national average of the respective road networks in the regions where we operate.


We hold ISO 9001, 14001, 45001, and 39001 certifications, reflecting our commitment to service excellence and delivering a reliable and safe journey from the very first kilometer.

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CONTRIBUTION TO THE SDGs

Through its vectors and lines of action, the Master Plan contributes to achieving the Sustainable Development Goals. In addition, the UN General Assembly’s recent declaration of the first Decade of Sustainable Transport (2026–2035) further reinforces the relevance of our sector as an accelerator of the sustainable transition.


We highlight some of our contributions in 2025:

Responsible culture
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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
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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
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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.

Citizenship progress
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Road safety


• Ongoing plan with companies to raise awareness and certify road users, such as ISO 39001.

Community development


• Impact Infrastructure Development Plan project with a pilot project in India, and health, road safety, and conservation initiatives in Spain, México and India.

User satisfaction


• Digital solutions for satisfaction surveys and improving the experience on key roads.

Environmental care
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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 Mexico and India, and transition to an LED lighting system in India.

Biodiversity and fauna


• We implement direct and indirect measures to protect biodiversity in every geographic region where we operate.

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