tollroads telecommunications airports infrastructures that work
contentspage 02 presentationpage 04 mission, vision and valuespage 06 origins and evolutionpage 10 company structurepage 12 business areaspage 12 > tollroadspage 16 > telecommunicationspage 19 > airportspage 22 abertis on the stock marketpage 24 corporate social responsibilitypage 26 > responsible actionspage 28 > abertis foundation
02 presentation abertis is an international Group which Because of the scale of its operations, abertis manages infrastructures for transport and has consolidated its position in recent years communications in three areas of busines: as a leading business Group in terms of profit- ability and financial capacity. The company is > Tollroads also a leading European infrastructure opera- > Telecommunications infrastructures tor in terms of stock market capitalisation. > Airports As a result of continuous international expansion in the companys activities it abertis 2010 key figures: now operates in 15 countries on three > Total net profit: 662 million euros. continents and has consolidated its position > Operating income: 4,106 million euros. as the leading infrastructure management > Cash-flow: 1,616 million euros. company in Europe and a major world > Gross operating income (EBITDA): player in the field. 2,494 million euros. The Group has had a total workforce of over > Investments: 757 million euros. 11,000 and nearly 50% of its income and abertis provides solutions for the infrastructure EBITDA is generated outside Europe. abertis needs of transport and telecommunications, is listed on the Spanish stock market and is essential elements for sustainable development included in its Ibex 35 index. Internationally and competitiveness. It is an industrial Group it appears in the Dow Jones Sustainability whose investments are long term, like the Index, FTS Eurofirst 300 and Standard & Poors infrastructures and activities it manages. Europe 350. The close links between infrastructures and the region in which they provide a service illustrates the Groups stability, permanence, cooperation with government bodies and social commitment to the communities in which it operates. The aim of abertis strategy is growth and the generation of value, not only for the companys shareholders and investors but also for its partners, customers, suppliers and the community as a whole. With over 11,000 employees, abertis has a presence in 15 countries across 3 continents
03abertis has grown tobecome one of the majorbusiness groups in termsof financial profitabilityand capacity
04 mission, vision and values
05The mission, vision and values of abertis are abertis mission, vision and values, its "raisonthe pillars on which the Groups ongoing d’être”, are embraced in the company’sgrowth is based. They express its desire to corporate message: infrastructures that work. Aidentify with its customers, shareholders and message that defines and described whatstaff and with society. The commitment of abertis does in simple and transparent terms;all those working for abertis is the basis of namely, to ensure that infrastructures thatits progress and constant improvement. people use daily work properly and efficiently.> abertis mission is to be an exemplary Whether in the area of toll roads, airports or global operator in the infrastructure field. telecoms, abertis is working constantly to It aims to achieve this through continuous secure the sustainable management of and selective growth over the long term these infrastructures and to strengthen its and by taking the initiative in the search commitment to society. for solutions for providing society with the Making infrastructures work means reducing infrastructures it needs. distances, connecting the ambitions of people> abertis vision is to meet infrastructure who carry out the companys day-to-day needs in transport and telecommunications, functions with the expectations of those who combining customer, shareholder and staff benefit from its products and services. satisfaction with the development of society. This is abertis’ role - to keep close to people> The values that identify the abertis Group and society but, in doing so, remain unobserved. are dialogue and cooperation, credibility, In short, to make infrastructure work. trust, customer service, a proactive attitude, responsibility and efficiency. Commitment, progress and constant improvement are the result of the attitude of all the people who make up abertis
06 origins and evolution Since 2003 abertis has followed a strategy of international expansion and geographical and sector diversification which has situated the Group at the forefront of project and infrastructure management
07The abertis groups origins date back to Since 2003 abertis has pursued a strategy1999, as Acesa Infraestructuras. Since then its based on growth and the profitability whichdevelopment has been marked by constant has placed the company at the forefront ingrowth and change, with a six-fold increase in infrastructure project management. Milestonesits main operating figures. A process resulting include:from a strategy, predicated on a position of > The operation to acquire the Britishleadership in the toll road segment, that company tbi in 2005, which marked theactively pursues diversification by sector and start of abertis activity in the airport sector.geography in the new European and LatinAmerican markets. > The incorporation of the concessionaire sanef in the abertis group in 2006.In April 2003 Acesa Infraestructuras and ÁureaConcesiones de Infraestructuras merged after > The Groups acquisition of a 32% holdingthe acquisition of iberpistas by the former. The in the European satellite operator Eutelsat.merger led to the formation of the abertisgroup, which came into existence with theaim of positioning itself as a leading companyin infrastructures for mobility and telecom-munications. To achieve this, the Group madea firm and enthusiastic commitment to astrategy of international expansion, awarethat its medium- and long-term competitiveposition and sustainability called for a fullunderstanding of the growing interaction andintegration of the national economies in theEuropean Union and the latters economicrelations with the rest of the world.
08 > The acquisition in 2008 of 33.4% of factors without which abertis leading Hispasat postioning abertis as the position would not be possible: Spanish operators largest shareholder > Profitability. Investing in projects with the and strengthening abertis telecoms right risk and profitability profile. position in the satellite sector. > Stability. A long-term approach to > The strengthening of the position and vi- investment in permanent projects. sibility of the aiport business, with the pur- chase in 2007 of desarrollo de concesiones > Security. Countries with economic, legal aeroportuarias (dca), a holding company and political stability. with stakes in 15 airports in Latin America. > Management. Non-financial investment, > Strengthening the toll road business in with active participation in management. Spain and Chile. After concluding > Efficiency. Optimising management know- operations with ACS and Citi, abertis how by searching for best practice. controls 100% of the concessionaire avasa in Spain, while in Chile it controls 100% > Local conditions. Awareness of the posi- of both Concesionaria del Elqui and Gestora tion of government bodies and interaction de Autopistas (gesa), as well as having a with them. Cooperation with local part- majority holding (78.9%) in and control ners and local operators. of Rutas del Pacífico, Rutas II and Operadora del Pacífico (opsa). In Chile, abertis also owns 50% of Autopista Central, via Invinsl, a company in which Santander Infrastructure Fund II has a holding. Growth cannot be separated from other
09The companys progresshas been marked by anongoing process ofevolution and change:it has seen a six-foldincrease in its key figures
10 company structure abertis Tollroads Tollroads France Tollroads Americas Tollroads Spain and Northern Europe and International Tollroads North America Tollroads acesa / aucat aumar iberpistas sanef Group and International South America Direct management: Direct management: Direct management: Direct management: Direct management: Direct management: acesa aumar iberpistas sanef apr gco aucat castellana sapn metropistas gesa Other holdings: invicat avasa eurotoll elqui Ciralsa Other holdings: aulesa rutas del pacífico Other holdings: Other holdings: Brisa autopista central Túnel del Cadí Shared management: Alis PTY Autema Trados 45 Routalis RMG Other holdings: Areamed Alienor Coviandes Other holdings: Ausol Accesos de Madrid Autopista Central Henarsa
11Telecommunications AirportsDirect management: Direct management:abertis telecom abertis airportstradia tbiretevisión dcaoveron codadOther holdings:EutelsatHispasatTorre de Collserola
12 business areas tollroads abertis directly manages 3,743 kilometres The entry of sanef into the Group increased of toll roads. In Spain it is the leading the network managed by abertis by 1,743 operator of high-capacity roads and directly kilometres of toll roads in service in the north manages over 1,500 kilometres of toll roads. of France, an economically dynamic area with a high population density. sanef manages four of the seven toll road access routes to Ile Europe de France (Paris region) and the traffic linking Germany, Belgium and Luxembourg to the In 2006 abertis incorporated the French north of France and the UK. concessionaire sanef (Société des Autoroutes In 2008, sanef implemented a free-flow du Nord et de lEst de la France), after the teletoll system on the radial M50 French government adjudicated the motorway in Dublin (Ireland), with traffic privatisation of this company to the levels of 100,000 vehicles a day and a total consortium Holding dInfrastructures de of 280,000 users of the system. Transport (HIT) in December 2005. The consortium was headed by abertis with a abertis also has a strategic presence in the 52.5% holding, other members of the main European toll road operators, such as consortium being la Caisse de Dépôts, the Atlantia in Italy and Brisa in Portugal, in AXA insurance group, the French investment which it has holdings of 6.7% and 14.58%, fund Predica, and the FFP company, respectively. controlled by the Peugeot family. In the United Kingdom it has a 25% holding in RMG, holder of the A1-M (21 km) and A419/417 (52 km) concessions. Operator km Sections sapn 368 Km A-13 : Paris- Caen A-14 : Paris La Défense - Orgeval A-29 : Le Havre - Saint Quentin sanef 1250 km A1 : Paris - Lille A2 : Peronne - Valenciennes A4 : Paris - Strasbourg A16 : Paris - Boulogne sur Mer / Dunkerque A26 : Calais - Troyes A29 : Le Havre - Saint Quentin Alis 125 km A28 : Rouen - Alençon A’liénor 150 A-65: Langon-Pau
13 United Kingdom RMG Peterborough Gloucester Sawtry Ireland beteire flow Dublin Alconbury Cirencester London Swindon Calais Alençon Paris France Strasbourg sanef Langon Pau OportoPortugalBrisa Lisbon abertis directly manages 3,743 kilometres of toll roads. In Spain it is the leading operator of high-capacity roads.
14 Bilbao avasa aulesa León Astorga La Jonquera acesa Zaragoza Girona aucat iberpistas Segovia Adanero Palafolls invicat castellana Barcelona Ávila Guadalajara Túnel del Cadí trados 45 Madrid Tarragona Navalcarnero Arganda del Rey Autema Accesos de Madrid Henarsa Valencia aumar Alicante Ciralsa Sevilla aumar Cádiz America direct management other interests In Spain, abertis leads this sector. It is abertis controls the management of the responsible for the direct management of following concessionaires: over 1,500 kilometres of motorways, covering > grupo concesionario del oeste (gco), in 59% of toll roads, via the following operators: Argentina. gco holds the concession for the acesa, aumar, iberpistas, invicat, aucat 56-kilometre Autopista del Oeste (Buenos castellana, aulesa and avasa. Aires-Luján), the western approach to abertis also has non-controlling holdings in Buenos Aires. a number of concessions, totalling 229 > autopistas de puerto rico (apr), holder of kilometres: Autema, the El Cadí tunnel, and the Puente de Teodoro Moscoso concession. Ciralsa (circular road round Alicante). It also plays an active role in Trados 45 (M-45 metropistas (45%). In September, the consor- Tramo II), Accesos de Madrid and Henarsa, tium, which will manage both toll roads for a concessionaires who manage the new access 40-year period, will pay a concession fee of routes to Madrid. US$1,136Mn (e830Mn). The consortium will operate these toll roads through a jointly- owned company called Autopistas Metropoli- tanas de Puerto Rico LLC (metropistas). abertis also has holdings in different operators in Colombia and Argentina: Operator km Section acesa 541 AP-7 La Jonquera-Barcelona-Tarragona AP-7 Montmeló- El Papiol abertis leads AP-2 Zaragoza-Mediterráneo the sector in aumar 468 AP-7 Tarragona-Alicante Spain with over AP-4 Sevilla-Cádiz aucat 58 C-32 Castelldefels- Vendrell 1,500km of invicat C-31/C-32 Montgat-Palafolls C-33 Barcelona-Granollers 62.9 managed tollroads iberpistas 70 AP-6 Villalba-Adanero castellana 51 AP-51 Villacastín-Ávila AP-61 San Rafael -Segovia aulesa 38 AP-71 León-Astorga avasa 295 AP-68 Bilbao-Zaragoza
15 Puerto Rico apr metropistas Colombia Coviandes San Juan Bogotá > Coviandes (39%), Santa Fe de Bogotá - Villavicencio (86 km.) in Colombia. Bogotá > Ausol (45%), operator of the northern Chile Villavicencio approach route to Buenos Aires (119 km), elqui in Argentina. La Serena abertis is one of Chiles major toll road managers. After concluding deals with ACS and Citi, the Group controls the following assets: Ovalle > concesionaria del elqui (100%), conces- sionaire for Los Vilos-La Serena (229 km). Los Vilos > gesa (100%), company responsible for operating and maintaining the Los Vilos- Santiago La Serena toll road. It is also responsible for the management, conservation and operation of the Santiago-Los Vilos(218 Buenos Aires km), Túnel del Melón (5 km), and Chillán Concepción (75 km) toll roads. > rutas del pacífico (78,9%), concessionaire San Fernando for the 131-kilometre Rutas del Pacífico San Isidro toll road, which links Santiago de Chile to Chile Valparaíso and Viña del Mar. Autopista Central > Autopista Central (50%). 61km of toll road Buenos Aires in two sections: the Eje Norte-Sur toll road, Viña del Mar Luján which runs from the River Maipú to the Buenos Aires link with the Américo Vespucio Norte tollValparaiso road, and the Eje General Velásquez, running Santiago from Ruta 5 Sur to the point where it joins San Antonio Argentina Ruta 5 Norte. abertis has a 50% holding autopistas del oeste via Invinsl, a company in which Santander Ausol Infrastructure Fund II also has a share. rutas del pacífico Country Operator km Section Chile gesa 298 Santiago-Los Vilos Túnel del Melón Chillán-Concepción Chile elqui 229 Los Vilos-La Serena Chile rutas del pacífico 131 Santiago de Chile- Valparaíso- Viña del Mar Chile Autopista Central 61 Eje Norte-Sur, Eje General Velásquez Argentina gco 56 Buenos Aires-Luján Puerto Rico apr 2 Puente Teodoro Moscoso Puerto Rico metropistas 87 PR-22 y PR-5
16 telecommunications In the last few years, abertis telecom has For abertis telecom 2010 saw completion positioned itself as Spains leading terrestrial of the roll-out of Digital Terrestrial telecommunications infrastructure and Television (DTT), the largest technology services group and a leading international replacement project ever carried out in operator in the satellite transmission sector, Spain. In line with the Spanish DTT plan, after becoming core shareholder of operators coverage of public and private TV channels Eutelsat(31.4%)andHispasat(33.4%). has been extended to 98% and 96% of the population, respectively. This was a process of high technical, logistical and social complexity (affecting more than 46 million people). From 2005 a new digital broadcasting network based on existing and new centres was gradually developed to replace the analogue network rolled out over the past 50 years. 52% (2,939) of the DTT transmission centres currently existing in Spain (of a total of 5,700) are managed by abertis telecom. The project involves the entire abertis telecom organisation, directly employing more than 700 people, in addition to more than 2,000 external technicians and professionals. In 2011, abertis telecom continued to develop telecommunications services for operators, taking on new projects to roll out broadband networks, using both wireless technology and fibre optic networks, in addition to radiocommunications services for security and emergency operations and management services for the Merchant Navy and Sea Rescue. For abertis telecom 2010 saw completion of the roll-out of Digital Terrestrial Television (DTT)
17Regarding the satellite sector, new launches the Groups second core activity, whichtook place in 2009 at Eutelsat (European generated over 18% of income in the 2008-leader with 30% market share and third 2009 fiscal year. The W7 was the thirdlargest operator worldwide with a 13% share satellite to be launched in 2009 by Eutelsat,of global market) and Hispasat (who reached following those of the HOT BIRD™ 10100% of the worlds Spanish-speaking market satellite, which went into orbit in February,and 90% of the Portuguese-speaking market), and W2A which was launched in April. Theyenabling both companies to extend their are part of an expansion programme whichfleets and increase their presence in privileged includes the launch of nine satellites betweenorbital positions, as well as to move into 2008 and 2011 and which will permitemerging satellite markets with significant Eutelsat to extend its resources in orbit bypotential for growth. 30% and to generate frequency bands which are optimised for new services.At the end of 2009, Eutelsat launched theW7 satellite, with five high performance In October 2009, Hispasat launched thecoverage areas (Europe, Russia, Africa, the Amazonas 2, the largest communicationsMiddle East and Central Asia), doubling the satellite with Pan-American coveragebandwidth available for digital transmission equipped with the most advanced technologyof video and telecommunication services. All for broadband services. This new satelliteof this means a significant boost in business marks a new phase of growth for Hispasatopportunities in an area of key importance. including the planned launch of four satellitesWithin Eutelsats fleet, this satellite is key over the course of the next 4 years.for data and telecommunications services, abertis telecom has positioned itself as Spains leading terrestrial telecommunications infrastructure and services group and a leading international operator in the satellite transmission sector
18 abertis airports operates in a total of 29 airports in 8 countries, with global traffic in excess of 80 million passengers per year
19 airports abertis airports has interests in 29 airports It also has contracts for total or partial in 8 countries, with total traffic in excess of management, on behalf of local authorities, 80 million passengers per year. With a strong of five more US airports: presence in Europe and the Americas it is one of the worlds leading airport operators. > Hartsfield-Jackson Atlanta International The company manages the British airport > Bob Hope operator tbi, through a holding company of > Middle Georgia Regional which abertis owns 90% and Aena Internacional 10%. > Macon Downtown The tbi network currently includes eight > Raleigh-Durham International. international airports: > United Kingdom: London Luton, Cardiff and Belfast International > Sweden: Stockholm Skavsta > United States: Orlando Sanford international > Bolivia: La Paz, Santa Cruz and Cochabamba Sweden Stockholm SkavstaUnited Kingdom Belfast International London Luton Cardiff
20 tbis most important asset is the London Luton airport, located near London, in the largest air transport nexus in the world. London Luton has traffic of over 10 million USA passengers per year and is one of the UKs busiest airports. Bob Hope Raleigh-Durham International Macon Downtwon Hartsfield-Jackson Atlanta International In 2007 abertis airports acquired desarrollo Tijuana Mexicali Middle Regional Georgia de concesiones aeroportuarias (dca), a Hermosillo Orlando Sanford International holding which has stakes in 15 airports in La Paz Los Mochis Mexico Manzanillo Mexico, Jamaica, Chile and Colombia. 12 of San José del Cabo Guadalajara Aguascalientes Sangster International them are in Mexico and are managed by Guanajuato Puerto Vallarta Jamaica Grupo Aeroportuario del Pacífico (GAP). Morelia In Colombia abertis manages the two runways at the Eldorado airport in Bogotá, Colombia Eldorado through the operator Codad. Cali Bolivia El Alto (La Paz) Jorge Wilstermann (Cochabamba) Viru Viru (Santa Cruz) Santiago Chile In 2007 abertis airports acquired dca, which has stakes in 15 airports in Mexico, Jamaica, Chile and Colombia
21Airport Country Participation CompanyLondon Luton United Kingdom Concession tbiBelfast International United Kingdom Owned tbiCardiff United Kingdom Owned tbiStockholm Skavsta Sweden Owned tbiOrlando Sanford International USA Concession tbiHartsfield-Jackson Atlanta Int. USA Management contract tbiBob Hope USA Management contract tbiMiddle Georgia Regional USA Management contract tbiMacon Downtown USA Management contract tbiRaleigh-Durham International USA Management contract tbiLa Paz Bolivia Concession tbiSanta Cruz Bolivia Concession tbiCochabamba Bolivia Concession tbiGuadalajara Mexico Concession dcaTijuana Mexico Concession dcaPuerto Vallarta Mexico Concession dcaSan José del Cabo Mexico Concession dcaHermosillo Mexico Concession dcaGuanajuato Mexico Concession dcaMorelia Mexico Concession dcaMexicali Mexico Concession dcaLa Paz Mexico Concession dcaAguascalientes Mexico Concession dcaManzanillo Mexico Concession dcaLos Mochis Mexico Concession dcaSangster International Jamaica Concession dcaCali Colombia Concession dcaBogotá Colombia Concession CodadSantiago de Chile Chile Concession dca
22 abertis on the stock market abertis has been listed on the Ibex 35 since One of abertis’ key objectives is to guarantee the creation of this selective index in 1992. the sustainable remuneration of its abertis is also to be found in leading shareholders through efficient management international listings: and an exhaustive analysis of all opportunities for profitable growth. > Standard & Poors Europe 350 abertis’ remuneration policy is based on > FTSEurofirst 300 combining dividends with an annual scrip issue. > Dow Jones Sustainability Index Over the last four years, the company has paid > FTSE IIS CG Index a total of €1,600Mn in ordinary dividends. abertis strives to ensure the correct abertis shares have risen by 135% over the disclosure of information and transparency last ten years, excluding dividends, with an with the financial community. Particularly, accumulated return of 207.4% (IRR: 14%), with its shareholders, with whom it has including stock market gains, scrip issues various information and service channels in and dividend yield, for shareholders buying place through its investor relations and stock on 31 December 2000 and not selling customer services networks. until 31 December 2010. > The website www.abertis.com > The shareholder help-line (902 30 10 15) > Regular publications reporting the Groups progress and performance. abertis remuneration policy provides an attractive, increasing return for shareholders
23The company is listed inthe Ibex 35 index andother major internationalmarket indexes
24 corporate social responsibility abertis considers Corporate Social > Minimize environmental impact Responsibility as a way of understanding > Guarantee transparency for the investment the company’s role in society and being community aware of the environmental, social and economic impact of its activities and > Ensure that employees are motivated and relations with different stakeholders. participate in constantly improving the Following this three-pronged approach, the company Group has based its corporate strategy on a > Build a close relationship with clients and system of on-going improvement. guarantee their satisfaction CSR is a comprehensive factor affecting > Extend the CSR commitment to suppliers all business areas and units, from and subcontracted companies decision-making to operations, and forms part of the companys organisational > Participate in the community and society culture. The abertis Strategic Corporate > Systematise channels of dialogue Social Responsibility Plan is the roadmap for the implementation of CSR at group > Guarantee that the implementation of level. It has eight main lines: the CSR Strategic Plan is monitored and controlled abertis’ commitments to its stakeholders are set down in various documents; most importantly, the Social Responsibility Policy and Code of Ethics. The CSR Strategic Plan is monitored through a global database fed by all business units. The Social Responsibility Committee, composed of CSR officers from each Group company, officially manages this strategy. abertis’ annual CSR report describes the Groups economic, social and environmental impact. The report has been drawn up in accordance with to Global Reporting Initiative (GRI) international standards and verified by external experts. abertis also forms part of initiatives such as the UN Global Compact, the Carbon Disclosure Project and the Dow Jones Sustainability indices among others.
25For abertis, Corporate SocialResponsibility is a way of doingbusiness
26 responsible actions People > also supports research into mobility for the disabled, data transmission for emergency abertis‘ priority is to serve people, to services and support for healthcare improve their quality of life, guarantee their organisations, and is involved in projects safety and involve them in the community: that work with mentally disabled people. > abertis works to ensure people working for the Group are motivated and committed The environment to the companys continuous improvement. One of our objectives is to make the abertis works to minimise the environmental workplace into a space for professional and impact caused by its activities. It identifies personal development. and assesses any impact in order to introduce any improvements required. In addition to this, > abertis fosters a policy of corporate the company has a strategy to combat climate governance that guarantees transparency change. The Groups companies undertake a of information for the investment range of actions in this area to: community, the various interest groups and the media. The Group has taken on > Reduce consumption of resources board recommendations made by various > Develop a system that ensures waste is codes of good governance (Olivencia, effectively managed and recycled Aldama, Conthe) and has put in place a system for evaluating, applying and > Conserve the biodiversity of toll roads monitoring the opinions and requests Research and innovation are one of the keys made by the investment community. to sustainable development and the abertis > abertis also makes people its priority foundation promotes research into through its Road Safety programme and sustainability in the region. by providing information and support for users of its toll roads network, as well as its collaboration with "Operación Paso del Estrecho", catering for the thousands of people who cross the Straits of Gibraltar bound for Morocco.
27Community Contributing to progressabertis contributes to the promotion and abertis has set up solid links of cooperationdissemination of cultural values, particularly with the academic community, in the beliefin respect of historical heritage. Examples that generating and disseminating knowledgethat illustrate its concerns include restoring creates value and contributes permanentlythe Castellet de Foix castle (headquarters of and responsibly to progress at all levels ofthe abertis foundation) and preserving El society.Mèdol in Tarragona, a Roman quarry that is > The abertis Chair in Transport Infrastruc-part of a group of monuments in the area tures Management, was set up jointly bydeclared a World Heritage Site by UNESCO. abertis and the Technical University of Catalonia (UPC).Road Safety Programme > The abertis Chair in Public Regulation, Competition and Policies, was createdThe Road Safety Programme, supported by as part of IESE.abertis and the abertis foundation, aims toraise public awareness of the need to improve > The Chair in Infrastructure Economicsthe safety of drivers and pedestrians as well was set up under the auspices of the Appliedas to reduce accidents. This initiative targets Economic Studies Foundation.key groups, such as car drivers and schoolchil- > abertis is also one of the organisationsdren, and aims to involve all levels of society. supporting the Leadership and Democratic Government Foundation, promoted by ESADE.
28 abertis foundation This year the abertis foundation celebrates its tenth anniversary. The foundations main objective is to study the impact of infrastruc- tures on the area where they are located, particularly on the environment, on population and on the economy. The foundation also channels some of abertis sponsorship and plays a cohesive role in the CSR activities of Group companies. In this connection, the abertis foundation supports research carried out by universities and other institutions and organisations, runs conferences and symposia, organises social and cultural activities and publishes scientific works and presentation books. In line with abertis internationalisation process, the Foundation has offices in Paris and Santiago de Chile. www.fundacionabertis.org The abertis foundation promotes the study of the impact of large infrastructures in the territory