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Link Abertis Magazine N. 3 December 2010

  1. 1. INTERVIEW P. 18 P. 36 P. 76DECEMBER 2010 Nº03 - SECOND PERIODInfrastructuresThe challenge ofsustainable progress
  2. 2. culture environment art research road safetyfor a world that works abertis foundation abertis for a world that
  3. 3. EDITORIAL Resilience We made this concept our own some One idea we must focus on is that the time ago, because it describes and opportunities for operators like abertis are today,THE OPPORTUNITIES summarises so well the positive attitudes and will be over the next few years, clearly more and abilities which lead us to overcome any numerous and, in some cases larger, than theyFOR OPERATORS LIKE negative factors and circumstances that may have been in this first decade of 21st Century.ABERTIS ARE TODAY, affect us. It describes our ability to continue to This statement, without prejudging theAND WILL BE OVER launch ourselves towards the future. final result, can be seen in: the Spanish Govern-THE NEXT FEW When I look back on 2010 and I think about ment’s announcement that it plans to grantYEARS, CLEARLY what we’ve done, the path we have trodden, management concessions for major airportsMORE NUMEROUS and the opportunities that lie ahead, I see a such as Barajas and El Prat; the decision to imple- resilient business. I see that, in an environment ment the Ecotaxe in the French road networkAND, IN SOME CASES that is –to a historic degree– complex and uncer- (in accordance with the plans of the Eurovi-LARGER, THAN THEY tain, abertis, basing itself on the diversity of its gnette directive); the ongoing initiatives inHAVE BEEN IN THIS businesses and its business territories, has various states in the USA; and the new marketsFIRST DECADE OF achieved sustained growth in revenues, margins –such as Chile, (which is already a reality), and21ST CENTURY and final results, and the fact that this has been Brazil, China and India– which may experiece done from recurring cash flows generated the birth and growth of public-private models by the activities of the assets we manage, is in this second decade of the century. an indicator of how resilient our company is. This is abertis’ world. This is a world in It is a solid business with strong founda- which the global nature of the markets we work tions.A company that trusts its own reasoning. in is so significant, and where we must be aware A company that trusts its strong teams to work of determining geopolitical factors,as is indicated together with its shareholders, governmental by the managing director of the ESADE Business authorities, and with its customers. It constructs School in her article.A world that is aware of the and identifies those opportunities which give need for a sustainable relationship between the business a path to follow and strong future infrastructures and their environments, as we prospects, and it provides creative and optimis- are reminded by the environmentalist and mem- tic solutions. These solutions, starting from ber of the abertis foundation Scientific Board,SALVADOR the perspective of financial viability and effec- Pere Torres. And a world that applies the cost-ALEMANY tiveness and efficiency in executing and man- benefit analysis criteria which assist the creationPRESIDENT OF ABERTIS aging the projects which are necessary for the of objective decision-making models about development of a global and competitive which infrastructures must be prioritised and economy, that demands –today more than which give the largest return, in financial terms, ever– infrastructures which connect areas at to their investors –whether public or private– and both the physical and virtual levels. The result in terms of productivity and social usefulness of following this business model is the Group for the whole country, as we are reminded in we all know, which has shown it can be effective the interview with José Luis Feito, President of in exciting the interest of new partners who, as the European Toll-road Association. in the case of CVC last August, have wished to Our Group has the capacity and ability join and share in the future of the abertis –business and market portfolio, management project. For its part, this project is also enriched team, personnel, shareholders, financial position, with the experience, vision and knowledge size and focus– to consolidate itself as one of of global markets which these new partners the top companies worldwide. All of us who bring to it. The Group, therefore, is growing participate in this project share a commitment and expanding. to achieving this goal. ■ DECEMBER 2010 ■ LINK abertis ■ 3
  4. 4. Nº03 SUMMARY 08 ENVIRONMENT Sustainable progress: the role of infrastructures in the face of climate change 22 36 500+ stamp 52 abertis telecom receives INTERVIEW REPORT this award from the EFQM Honos Prize 54 link abertis José Luis Feito sanef Reims southern bypass abertis receives the Honos “One must choose those projects which contribute is finished six months Prize for its commitment to most to the country’s growth” ahead of schedule archaeological heritage 06 26 42NEWS Preventative actions for winter 55 abertis toll roads are OPINION REPORT Mobility 42 prepared for the cold Eugenia Bieto InfrastructuresManagers for a global society Together with the RACC, New toll road 56 The abertis chair sponsors abertis sponsors the sanef opens the A-65 14 the Manual for the 2009 Mobility Yearbook between Langon and Economic Evaluation Pau in France of Transport Projects Customer service 44 REPORT Appointment 57 28 abertis autopistas Visit to Chile sets up an interactive Francisco Reynés, appointed The visit by Salvador information system to sanef’s Board of Directors Alemany, the president TEAM Appointment 57 Rest areas 46 of abertis, to this Concession Economics Josep Lluís Giménez Sevilla 174 new places Andean country New Department in the replaces José María Morera specifically for lorry 18 abertis autopistas drivers on the AP-7 as general manager of Spain Business Unit abertis autopistas Smart cities 48 INTERVIEW Michel de Rosen “Our challenge is not to be 32 TRAVEL abertis telecom and Indra develop “smart cities” Logistics 58 Gefco moves into Arasur Belfast International 59 the largest company in our Reims in Lleida and Queen Elizabeth II opens sector, but the best one” City of kings and champagne Sant Cugat del Vallès the new terminal4 ■ LINK abertis ■ DECEMBER 2010
  5. 5. 18 36 32 14 22 58 link abertis is published by Abertis Infraestructuras, SA Av. del Parc Logístic, 12-20. Investor’s link 08040 Barcelona. Tel.: 93 230 50 00. Fax: 93 230 50 02. EDITED AND PRODUCED BY: abertis Studies and Communication Corporate Direction. EDITORIAL BOARD: Salvador Alemany, Francisco Reynés, Josep M. Vila, Francisco José Aljaro, Josep Maria Coronas, Joan Rafel, Toni Brunet and Sergi Loughney. 76 CORPORATE IMAGE AND PRODUCTION: Erik Ribé and Bernat Ruiz. CONTENT COORDINATOR: Alícia Cobeña. WRITTEN BY: Elena Barrera, RESULTS Alícia Cobeña, Gemma Gazulla, Marc Gómez, Leticia Gonzálvez and Bernat Ruiz. January-September 2010 CONTRIBUTORS: Christine Allard, Pilar Barbero, Analysis of the Carolina Bergantiños, Bob Bullock, Julio Cerezo, Joan Fontanals, Marta Giner, Sagrario Huelin, Anna Electric vehicles 60 7th abertis Prize 70 Group’s assets Morera, Astrid Noury, Vanessa O’Connor, Enric 82 Pérez, Mercedes Pérez-Cruz, Roser Prenafeta, Astrid saba installs 12 recharging A study of traffic mobility Recoque, Marc Ribó, Albert Rossell, Beatriz Sanz, abertis, abertis autopistas, abertis telecom, points in Barcelona in cities wins the Prize abertis logística, abertis airports, 71 abertis foundation and saba. ‘voluntaris’ 64 BOARD OF DIRECTORS PRODUCED BY:abertis holds a Volunteer Day Three new directors Ediciones Reunidas, SA (Grupo Zeta). Revistas Corporativas Barcelona. for the second year running Javier de Jaime, Consell de Cent, 425. 08009 Barcelona. BRANDING José Antonio Torre de Silva Tel.: 93 227 94 16. Restoration 66 ‘link autopistas’ Manager: Òscar Voltas. Editorial coordinator: abertis autopistas, and Santiago Ramírez Nuria González. Chief writers: Toni Sarrià and Olga Tarín. Lay-out: Mireia Vives, New digital magazine involved in restoring 82 and Cristina Vilaplana. 72 Edited by: Ares Rubio. L’Albi Castle as a museum Legal deposit: B-16432-2010. abertis shareholder care line: Eco-friendly driving 68 INTERIM DIVIDEND 902 30 10 15. www.abertis.comabertis foundation presents IN BRIEF Payment to shareholders abertis accepts no responsibility a study on driving Notes on what’s The dividend was paid for the opinion of its contributors in the articles published, nor does and the environment new at abertis on 21 October 2010 it necessarily identify with their opinion. DECEMBER 2010 ■ LINK abertis ■ 5
  6. 6. OPINION Managers for a BY EUGENIA global society BIETO Business schools are preparing themselves to be Managing director the vanguard of the future of management, by offering of ESADE since September 2010. not only the very best education, but the opportunity to develop critical thought Doctorate from the Ramon Llull University, ESADE- Many readers probably don’t know ness Report in which, by following a complex Universitat Ramon that the world’s first business school econometric model, it classifies world econ- Llull. Degree in Business Science is little more than 130 years old. Wharton omies based on 111 variables which are and Master’s was founded as the world’s first business grouped into 12 areas. Of these variables, degree in Company school in 1881, at the University of Pennsyl- 11 refer to the quality of higher education. Management, ESADE. vania, with the intention of making Degree in Company management into a profession. Given the Uncompleted tasks Management and number of centuries that world-renowned In the general ranking, Spain has dropped Administration, universities have been operating, we can 9 positions this year, to 42nd in the world. The ESADE-Universitat conclude that the discipline of manage- Global Competitiveness Report emphasises Politècnica ment and the training of managers is still some aspects in which Spain has uncom- de Catalunya. very recent. pleted tasks, including the quality of the She has been the However, the effects of globalisation on higher education system, maths and science director of ESADE’s the management function, the complexity Centre for Business of the current financial crisis, and the growing Initiative, deputy importance of social responsibility within director of the CIDEM companies, have made management training for Geographical a key factor in the strategy of any major com- Balance Policies, pany that wishes to operate internationally. and has held several posts in the IMPIVA for promoting Essential pillars the creation of The leaders of large organisations who turn new companies. to business schools know that the technical abilities required in the past are no longer Author of, among sufficient. For managers who are in leader- other publications, Data on innovation ship positions, what is now important is, for in Spain. In Practical example, to have sufficient knowledge of guide to innovation geopolitics to be able to understand its effects for SMEs (pages on the economy, to have mastered strategic 15-27, 2005). thinking about the complexity of a large organisation, and to have acquired emotional intelligence. Solid personal development and Link education in strong values also becomes ESADE vitally important. We can therefore agree that, in the knowledge era, excellence at the highest educational levels and cutting-edge research must be essential pillars of any economy that aims to create new knowledge, anticipate the future and make international links at the highest levels. Having a good educational system at the highest level should be a priority for our governing classes and social parties. This is the recognised by the World Economic Forum which publishes a yearly Global Competitive-6 ■ LINK abertis ■ DECEMBER 2010
  7. 7. education and collaboration between uni- the research activity must open up to newversities and business for research and devel- IN ADDITION TO organisational designs which create linksopment. This information serves to under- between the experts who are interested in a EXCELLENCE IN EDUCATION,line the importance of reconsidering our given scientific problem, and will includeproductive paradigm. This is the responsibil- WE MUST DEVELOP universities, research establishments, com-ity of society in general, but specifically of KNOWLEDGE THAT panies and civic groups. The final objectiveour country’s principal educational institu- CAN BE APPLIED TO THE must be to collaboratively, transversally andtions, the research community, and of inno- globally generate new innovation processes MANAGEMENT FUNCTION,vation-orientated companies. which can be applied both in companies and OUR COUNTRY NEEDS IT in organisations.New research processes I am firmly convinced that innovationUniversities, in general, must carry out three needs the right mix of “culture broth” if it isfundamental functions: education, research I DON’T KNOW WHAT THE to prosper. The essential ingredients are theand service to society. As a business school, FUTURE OF MANAGEMENT three sides of the knowledge triangle: uni-we clearly understand that all those partici- WILL BE OVER THE NEXT versities, research and innovation in the busi-pating in our programmes must receive the ness environment. However, reality has shownvery best education in their respective disci- HUNDRED YEARS, BUT I AM us that this triangle is still fragmented. Europeplines. However, at the same time, they must SURE THAT WHATEVER IT has great potential for inventing and creatingdevelop the capacity for critical thinking; they IS, IT CANNOT BE LEARNED new knowledge; however, at the same time,must be able to analyse a complex reality; ENTIRELY WITHIN THE FOUR it shows great weaknesses when it comes tothey must be open to a global and diverse exploiting these in the market and transform-world; and they must develop into socially WALLS OF A CLASSROOM ing them into assets.responsible citizens. In addition to excellence in education, The future of managementwe must therefore also develop knowledge As business schools, we can contribute tothat can be applied to the management func- bringing together this fragmented tri-tion. Our country needs this. To achieve it, angle. When confronted with the effects of globalisation, and the complexity of the financial crisis, we must be able to offer man- ager new and innovative management models. These management models will ensure that the managers’ education is prof- itable in terms of: knowing how to advance themselves and better understand the new financial model which is emerging; master- ing the management of diversity as a great future asset in large organisations; and understanding the key elements of the challenges which are global in scope, such as the energy deficit, social inequality and environmental impact. I don’t know what the future of manage- ment will be over the next hundred years, but I am sure that whatever it is, it cannot be learned entirely within the four walls of a classroom. New technologies, the importance of constructing solid networks of managers, and the high cruising speed of the society in which we live, all require new and ongoing innovations. ESADE will commit to this. ■ Link World Economic Forum DECEMBER 2010 ■ LINK abertis ■ 7
  8. 8. REPORTThe environmentInfrastructures:the challenge ofsustainable progressIn the face of climate change, what measures are proposed to reduce the environmentalimpact of infrastructures? What role is abertis playing in this process? The biologist andenvironmentalist Pere Torres leads us through the debate on sustainable infrastructures,and gives us his vision of this and other questionsTEXT AND PHOTOS abertis Infrastructure policies are often asso- be forged. Societies needed rapid progress, which will be different, in some or many ciated with a negative impact on the and social infrastructures were constructed aspects, depending on the case, from thoseenvironment. Human prosperity and well- with the aim of responding to society’s needs we know today.being have always been linked to our ability for prosperity, quality of life and ease of com-to develop and use infrastructures, but how munication. Infrastructurescan these contribute to the development of History has demonstrated that there as solution enginesa sustainable environment which, nowa- are no civilisations without infrastructures, If one believes in sustainability, and that sus-days, must take into account matters such and there can therefore be no sustain- tainability will make it possible for humanityas climate change? able civilisations without them. This sus- to continue to develop, one must accept the During the second half of the 20th Cen- tainable civilisation will need infrastruc- existence of human tools that may make thistury, an awareness of the possible impact of tures with management and construction possible, and these include infrastructures.infrastructures on the environment began to processes, functionality, and conceptions These infrastructures must not only cause8 ■ LINK abertis ■ DECEMBER 2010
  9. 9. The abertis group’s strategy includes actions aimed at minimising the impact of infrastructures on biodiversity, and fostering the conservation of natural harm to the environment, but must also passes, major investments are often required the public bodies. However, Pere Torres thinksprovide solutions to existing damage. In this at the start, in order to be able to mitigate that there can also be public-private partner-respect, the role of companies –to the extent any damage, and show profit in the future. ships which work in the reverse way. That isthat companies are also becoming aware of According to Pere Torres, “The alternative to say, “Public bodies help companies totheir responsibility to society– is key when solutions, in the long term, eventually provide expand through their policies”. These mayconsidering common interests, and they benefits in terms of management, mainte- be brand policies, training policies or policiesshould provide their knowledge, vision and nance and savings, due to avoiding possible of investment in research and development.experience of infrastructures, at both local side effects”.An energy-efficient building will “This must be done in a coordinated manner,and national levels. be more expensive to construct but will cost in collaboration with the production sectors, How can one ensure that an infrastruc- much less to maintain.This situation compels so that we don’t have research and educationture, in terms of sustainability, can be part of one to find sufficient financial resources over policies which are focussed on sectors thatthe solution and not part of the problem? a short period of time, so that benefits and are not consolidated, (nor expected to be),One of the factors to be taken into account yields will be obtained in the long term. “The in the country itself, while there is a strongwhen planning infrastructure construction solution”, according to Pere Torres,“is to seek production sector in other areas”.is the current climate conditions –which are out public-private partnerships.That is to say, At this point one could add a third areanot necessarily those of the future. private companies absorb this concentrated of partnership: that of liaising on the design In the opinion of Pere Torres, vice presi- investment over a few years, in exchange for of the future. Many companies, includingdent of the Col·legi d’Ambientòlegs de Ca- income over longer periods”. abertis, have experts with a vision of thetalunya, “We are designing infrastructures Public-private partnerships are usually viability of certain possible developments,which parameters that, due to climate change, understood to mean: private companies make and better use should be made of their knowl-may become obsolete. The impact of the investments which should really be made by edge when designing infrastructure strategies,different effects of climate change will affect programmes and plans.existing infrastructures”. He continues, “Itwill be necessary to think about the most Responding to society’s needsprobable scenarios –and in some places this THE ALTERNATIVE With respect to the negative impacts of infra-is already being done– in order to start adapt- structures, another consideration to be takening, and planning for the capacity to respond SOLUTIONS, IN THE LONG into account is the poor design of some ofto these new conditions”. TERM, EVENTUALLY them. Routes, layouts or sizing which are PROVIDE BENEFITS IN perhaps not justified, have a negative effectDifferent solutions, TERMS OF MANAGEMENT, on the landscape, contaminate the ecosystemthe same objective or are not sensitive to certain cultural values.In the fight against environmental problems, MAINTENANCE AND Infrastructure policies must provide decision-time is one of the enemies. To alleviate the SAVINGS, DUE TO AVOIDING making models that will allow new infra-negative effects which accumulate as time POSSIBLE SIDE EFFECTS structures to be defined and planned in a way DECEMBER 2010 ■ LINK abertis ■ 9
  10. 10. Measures to preserve biodiversity It is abertis’ main lines To summarise, surfaces of business, toll roads have been replanted and telecommunications with 2 million plants, infrastructures, which 1,500 hectares have been undertake part of their treated and 500 hectares activity in places close of wooded area have to natural spaces which been created. are protected. It is for this The C-32 and AP-7 toll reason that these business roads exemplify these units take the measures efforts. The former has over necessary to reduce 400,000 trees, shrubs and the impact these activities other plants on a stretch can have on biodiversity. which is only 36 kilometres long. These were planted, in part, with the assistance of school projects. The AP-7 not only has a service area in the Montseny, on the edge of its nature park, with 4 hectares of woods and a picnic zone, but also received the Environment Prize awarded by the Catalonia College of Road, Canal and Port Engineers, for an emblematic work which is environmentally friendly and a model for other toll roads. The waste water treatment plants in the AP-2 (Zaragoza- Mediterranean) service abertis autopistas is driven areas and the service by a policy which takes into areas at Montseny and account the impact of La Jonquera on the AP-7 its routes, as a result make good use of water of which it has gone resources by using them beyond construction to water their green zones. designs imposed by the Technical solutions which authorities –designs which use solar energy have also have already undergone been implemented for SOS environmental studies– posts, CCTV cameras and and taken additional weather stations all along actions to integrate its road network. roads into the surrounding areas. These actions This year, sanef, a subsidiary can be classified as follows: of abertis in France, undertook similar actions Technical solutions: when it announced an viaducts, tunnels, artificial investment of 250 million tunnels, wildlife crossings Euros for improving and paths under the toll the integration of its road for animals, low bird infrastructures into the flight obstructions, etc. environment (Paquet Vert). Environmental treatment In exchange, sanef’s two and reforestation: concessions (sapn and verges, cuttings and sanef) have been embankments. extended for one year.10 ■ LINK abertis ■ DECEMBER 2010
  11. 11. Pere Torres A biologist and environmentalist, he is vice president of the Col·legi d’Ambientòlegs de Catalunya. He is also a technical director of the Institut Cerdà, and a member of the Scientific Board of abertis foundation. For most of his professional life, he has worked for the Generalitat of Catalonia, including posts as secretary of Inter- university Board of Catalonia, director general of Environmental Planning and general secretary of Regional Planning. He has been the assistant director of the International Institutewhich avoids and counteracts all these hand- of Governability.icaps while providing valid solutions. Given INFRASTRUCTUREthat the culture of “no” has become wide- He has also worked POLICIES MUST PROVIDE frequently withspread, this is not an easy undertaking. According Pere Torres, “Society must be DECISION-MAKING MODELS Catalan universities on post-graduate education,prepared to pay more for an infrastructure, WHICH ALLOW NEW on matters related toso that the route is less straight, maybe partly INFRASTRUCTURES TO BE sustainability and landburied, and has a whole set of additional use. Additionally, DESIGNED WHICH WILLcomponents that will minimise the impact he has been on theon the values that the people who live along AVOID NEGATIVE EFFECTS organising committeesit wish to preserve”. To summarise, the aim of several conferenceswould be to design infrastructures that and seminars, and,mitigate any effects which would cause deter- impact of infrastructures on biodiversity, and in 2003, was directormined opposition from society while meet- fostering the conservation of natural spaces. of the 5th Cataloniaing its needs. Many of the problems arising This is clearly demonstrated by the Gold Class Security Forum.from infrastructures are difficult to solve award abertis received in the 2010 Sustain- He has also been abecause the problem is complex:“We see the ability Yearbook, prepared by the consultancy member of boards ofeffect, but there are many and diverse causes, companies PricewaterhouseCoopers and trustees, governor andand they cannot all be treated as though Sustainable Asset Management (SAM), for directors of variousthere was a single cause. A few years ago, a its actions in the areas of sustainability and organisations, including:term began to be used in this context, which corporate responsibility. The purpose of Junta de Residus de la Generalitat, Agènciais governance: this consists of designing a this yearbook is to identify the companies Catalana de l’Aigua,process which must not necessarily be slow, with outstanding sustainability management. Institut Cartogràfic deparalysing or excessively complicated, but It analyses 58 industrial sectors and 1,200 Catalunya, Institut Catalàhas clear rules for designing infrastructures companies of the 2,500 corporations which del Sol and Centreand taking decisions on them, a process in make up the Dow Jones Global Total Stock per a l’Empresa iwhich many more sectors –including com- Markets Index. el Medi Ambient.panies– feel they are involved and that theirviews are reflected”. Minimising infrastructure impact The Kyoto Protocol of 1997, essentially basedabertis’ contribution on agreements to reduce the emissions ofAs part of its commitment to conserving the carbon dioxide and the other gases causingenvironment, the abertis group’s strategy global warming, was a first, timid step towardsincludes actions aimed at minimising the demonstrating that it was possible to make DECEMBER 2010 ■ LINK abertis ■ 11
  12. 12. The abertis group’s actions on toll roads improve the integration of those roads with the landscape.progress in the fight against climate change. environmental practices can be shared, risksThe strategy of reducing climate change has can be centralised, and an environmentalbeen the central plank the abertis group’s management system can be developed. Allresponse to this challenge. this will help minimise the long term impact In 2009, with the aim of analysing and arising from the airports’ activities on theminimising the risks arising from the envi- environment in which they operate.ronmental impact of its airports, abertisairports set up the Environmental Forum as The OASIS projecta space in which the Group’s airports could For some time, abertis autopistas has alsoshare ideas. As a result of two meetings held been participating in the OASIS projectin Barcelona and ongoing work via email, a (Operación de Autopistas Seguras, Inteli-common environmental management man- gentes y Sostenibles-Safe, Intelligent andual was prepared, in accordance with the ISO Sustainable Toll road Operations). This is a14001 standard, for the airports to imple- national project in which several businessment, based on each one’s specific charac- and academic organisations participate, andteristics. Similarly, key environmental indica- has the aim of defining the standards for thetors were identified for monitoring, and the toll roads of the future. The principal areas itimpact of the new Carbon Reduction Com- considers are safety, mobility, energy opti-mitment regulatory framework on the air- misation, and the environment. In the latterports in the United Kingdom was analysed. area, there are three basic lines of study:tbi’s airports participated directly in this improving the toll roads’ integration into theforum, as did representatives of: the techni- landscape, an understanding of the relation-cal departments that implement environ- ship with the surrounding environment, andmental measures, the legal department and managing vegetation in the toll road’s eco-abertis’s social responsibility unit. system. This forum has continued to operateduring 2010, in order to ensure that good Sustainability and efficient resource management Right from the start, abertis has shown spe- cial sensitivity to environmental matters, notWHAT THE COMPANIES only in its foundation’s activities, but also in the Group’s business activities. Pere TorresWHO ARE LEADING IN insists that, “All that the companies who areTHIS AREA AND APPLYING leading in this area and are gradually incor-ENVIRONMENTAL porating environmental consideration need,MEASURES NEED IS MORE is more encouragement and greater recogni- tion of their work with the environment”.ENCOURAGEMENT AND Last October, in another recent example,GREATER RECOGNITION abertis telecom signed an agreement withOF THEIR WORK the town halls of Sant Cugat and Lleida and12 ■ LINK abertis ■ DECEMBER 2010
  13. 13. the Indra Company, on the development ofsmart cities. Smart cities are a conceptof future towns, based on the use of cutting-edge technologies to improve their inhabit-ants’ quality of life, make public services moreefficient, increase environmental sustainabil-ity and improve the opportunities the cityoffers to both companies and individuals.This agreement between companies andtown halls is a good example of public-privatepartnerships, since these two leading tech-nological companies, abertis and Indra, aremaking all their know-how available to thesetown halls.Irreplaceable allysaba, the abertis group’s car park subsidiary,is also doing outstanding work in the tech-nological and environmental fields, such assetting up the recently announced pilotproject of 12 electrical vehicle charging pointsin 4 car parks in Barcelona. The company’sother measures include improving wastestorage installations, installing oil-waterseparators in rainwater drains, and installing“ecosaba” recycling points in its car parks. Despite the abertis group’s efforts tomake infrastructures compatible with sus-tainability, Pere Torres reminds us that, “It’salways possible to do more, because we arelearning more every day. Each day we seenew ways of ensuring that the objective ofsustainability, which sometimes seems a bitabstract and conceptual, is drawing closer.”Infrastructures are an irreplaceable ally inprogressing towards sustainability and,“Com-panies like abertis, as I understand it, mustalways be on the lookout, not only for majorchanges, but also for those small innovationsthat, when applied to their own activities,can provide significant benefits in terms ofsustainability”. ■LinkCol·legi d’Ambientòlegs de DECEMBER 2010 ■ LINK abertis ■ 13
  14. 14. REPORT 1abertisVisit to Chile bythe president of abertisSalvador Alemany, who was awarded the title of 2010’s Universally Outstanding Businessmanby the Cámara Oficial Española de Comercio in Chile, met some of the country’s leadersand important businessmen, and opened the abertis logistics park santiagoTEXT AND PHOTOS abertis14 ■ LINK abertis ■ DECEMBER 2010
  15. 15. 3 —1— The president of abertis, Salvador Alemany, during his speech at the ENADE forum. —2— Visit to the Rutas del Pacífico facilities. —3— Salvador Alemany collects his award as 2010’s Universally Outstanding Businessman from the Cámara Oficial Española de Comercio in Chile. 2 Last November, the president of Meetings with Chilean leaders abertis, Salvador Alemany, made a and businessmenbusiness trip to Chile, which is a strategic During the trip, the president of abertis tookcountry for the Group and in which four of the opportunity to meet several members abertis in Chileits business units have a presence: toll roads, of the Chilean Government: Chile’s minis- The abertis group has beenairports, car parks and logistics parks. ter of Public Works, Hernán de Solmini- in Chile since 1997. The Group During his visit, Salvador Alemany was hac; the minister of Finance, Development has gradually consolidatedawarded the title of 2010’s Universally Out- and Reconstruction, Juan Andrés Fontai- its presence in the country,standing Businessman by the Cámara Oficial ne; and the minister of Transport and Tele- and currently has aEspañola de Comercio in Chile presents this communications, Felipe Morandé. workforce of over 750 employees. It hasaward annually to two people from the busi- Salvador Alemany also met the assistant become one of the mainness world –one Spanish and one Chilean. secretary of Public Works, Loreto Silva, and infrastructure operators,This year, the Chilean businessman Álvaro the mayor of Santiago –a city in which saba with a presence in fourSaieh, who runs the Corp Group, Copesa and manages 12 car parks– Pablo Zalaquett. sectors: toll roadsSupermercados Unimarc was the other He also attended a dinner with Herman –it manages the Elquirecipient. Chadwick, the president of COPSA, which Concession Company, By making this award to Salvador Ale- was also attended by Josep Martínez-Vila, Rutas del Pacífico, gesamany, the Spanish Chamber of Commerce abertis’ director general of Business and and Autopista Central, arecognised,“The drive and persistence shown Operations, and the general manager of combined total of aroundby the president of abertis in business rela- abertis Chile, Lluís Subirà. 500 kilometres; car parkstionships between Spain and Chile”. As part of the visit, there was also –saba manages 15 establishments with a total On this trip, Salvador Alemany took the an informal lunch with managers and execu- of over 9,000 parking places;opportunity to see, at first hand, the operat- tives of abertis Chile, and a meeting with airports– it has a share in theing centres of two concessions: Rutas del Spanish expat businessmen, in which the company which managesPacífico –which connects Santiago de Chile country’s economic situation was discussed, the capital’s airport; andwith Valparaíso and Viña del Mar, in which along with the condition of its infrastructure. logistics parks -the firstthe Group has a 78% share– and Autopista The opening of the abertis foundation’s comprehensive logisticsCentral, which is 50% owned by abertis. local office in Chile was held in the Palacio park in Santiago de Chile. DECEMBER 2010 ■ LINK abertis ■ 15
  16. 16. Meeting with the Chile’s minister of Public Works, Hernán de la Moneda, the Chilean Presidential Offices. and cosmetics company founded in Bra-Chile’s first lady, Cecilia Morel de Piñera, pre- zil, and APL will supply its clients in Chile. Sonysented a plaque commemorating the dona- will use the space it has rented for storingtion given by abertis to help repair damage high technology products for the retail sec-caused by last February’s earthquake in the tor, Paccar will use its for products related tonorth of the country. the automotive sector. This is the second local office thefoundation has opened outside Spain. In First comprehensive logistics park2009, the first one was opened in Italy, abertis logistics park santiago is the firstand there are plans to open a third branch comprehensive logistics park to set up inin France in 2011. Santiago de Chile’s Metropolitan Region.The park has a total surface area of 63 hectares,abertis logistics park santiago and may eventually have 335,000 squareopens with 100% occupancy metres of warehousing and 15,000 metresAs part of his visit, the president of abertis, of ancillary services such as offices, petrol The ENADE forumSalvador Alemany, together with the Chilean stations and restaurants. In its initial stage, During his stay in Chile,under-secretary of Transport, Gloria Hutt abertis logisticspark santiago has Salvador Alemany tookHesse, opened the abertis logisticspark generated around 250 jobs. The park has an part in the ENADE (Nationalsantiago, a logistics park set up by abertis outstanding location. Situated in the Puda- Chilean Companies’logística in Santiago de Chile. huel County, in the north-west of the Met- Meeting), a prestigious With the signing of four rental contracts, ropolitan Region, it forms part of the ENEA discussion forum, withabertis logisticspark santiago has begun business park, a 1,000 hectare complex which over 1,600 participants,to operate. Ceva Logistics Chile and APL Logis- includes offices, homes, green spaces and including the country’stics have each rented 7,500 square metres, leisure areas, as well as zones for special politicians and importantand Sony and Paccar have each rented 2,500 projects and services. businessmen. This year,metres. With these four agreements, the abertis logistics park santiago is also it coincided with the 200thwhole of the park’s first phase, some 20,000 directly accessed from the two most important anniversary of Chile’s independence. Salvadorsquare metres, has been rented, bringing it toll roads in the Metropolitan Region, the Cos- Alemany, who was theup to 100% occupancy. tanera Norte and the Vespucio Express. It has only non-Chilean speaker Ceva Logistics and APL Logistics are both direct access to Santiago de Chile Airport, invited this year, gaveinternational logistics operators. From abertis which is just 2.2 kilometres away, and to the a speech entitled Economiclogisticspark santiago, Ceva Logistics will main access roads to the ports of Valparaíso growth and developmentprovide distribution and storage services for and San Antonio, through which over 80% of in a crisis context: theNatura, a leading Latin American perfume the country’s imports and exports pass. ■ public-private opportunity.16 ■ LINK abertis ■ DECEMBER 2010
  17. 17. 1 —1— The president of abertis, Salvador Alemany, with the under- secretary for Transport, Gloria Hut Hesse; the general manager of abertis logística, Manel Martínez; and the general manager of abertis Chile, Lluís Subirà. —2— The president of abertis, Salvador Alemany, during his meeting with Chile’s first lady, Cecilia Morel de Piñera, on his right. —3— Interview with the Chilean minister of the Economy, Juan Andrés Fontaine. —4— 2 With the Chilean minister of Transport, Felipe Morandé. Links abertis logisticspark santiago abertis Chile3 4 DECEMBER 2010 ■ LINK abertis ■ 17
  18. 18. INTERVIEWInterview with the director general of EutelsatMichel de Rosen«Our challenge is not to bethe largest company in oursector, but the best one»The director general of Eutelsat explains the challenges the telecommunicationssector will have to face in the coming decadesTEXT AND PHOTOS Eutelsat In 2007, abertis strengthened its from the video, broadband and even multi- Profile European business by the purchase of use sectors.32% of Eutelsat, which made it the compa- During the year, new projects have been A graduate of the French HEC business school andny’s largest shareholder. With a fleet of 27 started, and we have continued with existing France’s National Schoolsatellites in geostationary orbit, Eutelsat is ones. Firstly, we have begun a strategic coop- of Administration.a leader in Europe, since it has a 30% market eration with the state of Qatar, and togethershare. It is also the third-largest operator we have decided to purchase a satellite called He joined Eutelsat in Julyworldwide, with a market share of 13%. EUROBIRD 2A, which we will finance and 2009. He is not only the■ ■ ■ operate jointly. This year, Eutelsat also director general, but also a member of Hispasat’sWhat is your impression, after a year ordered two satellites, the W5A and the W6A, Board of director general of Eutelsat? as part of our ongoing efforts to renew theThere are two ways to answer that ques- fleet and increase our capacity. Until 2008 he was thetion: what this has meant for the company, In November 2009 we launched the president and managingand what it has meant for me. W7. With 70 repeaters, this is currently the director of SGD, having held the It has been an outstanding year, in terms largest satellite Eutelsat has launched. It same posts in the USof both the improvement in the overall bal- entered service in January 2010. This satel- Company ViroPharmaance sheet structure and the financial results, lite principally communicates with the from 2000 to 2008.with growth in: sales volume, profitability, markets in Russia and Africa, and has verynet results and the dividend offered to share- quickly acquired customers, which shows He was also managingholders. This success is partly due to our high the dynamism of the markets on which we director of Rhône- Poulenc Fibersquality work over the last year. However, in are focussed. The satellite was launched and Polymers andthis business, things change very slowly, shortly after I was appointed director gen- Rhône-Poulenc Rorer.and these results are, to a large extent, the eral. I therefore had nothing to do with it, butresult of several years’ work in the technical, it was a good decision and a great success He started hissales and HR fields. These results are par- for Eutelsat. professional careerticularly due to the fact that, for several years Similarly, we have also prepared for the in France, in the General Finance Inspectoratenow –and especially since abertis and CDC/ launch of the KA-SAT satellite. The launch in the MinistryFSI have been our principal shareholders– of this satellite is planned for the 20 th of of the Economy.Eutelsat has mainly worked on increasing December. It has a different architecture fromand renewing fleet of satellites. This last our others, and will offer very competitiveyear, Eutelsat has therefore been able to pricing for internet service providers. In fact,handle a significant increase in demand with a capacity of more than 7 Gbps, it will18 ■ LINK abertis ■ DECEMBER 2010
  19. 19. equal the sum of the capacities of all the IN 2010 WE HAVE STARTED to return to what, from my perspective,satellites in Eutelsat’s current fleet. AN IN-DEPTH STUDY are the defining characteristics of Eutelsat. On a personal note, I have learned so Firstly, our company is international in terms TO DETERMINE WHICHmuch this year, from contact with my col- of its own character and that of its custom-leagues in the company, our customers, our DIRECTION WE SHOULD ers, shareholders and employees. Secondly,shareholders and the competition, and TAKE FOR THE COMPANY this is a company with a level of efficiencyeven from journalists. I have also been able TO CONTINUE TO which is quite unique at an international level:to study the organisation of the company GROW OVER THE Eutelsat, with only 640 employees in theand make some modifications to it, creating NEXT 20 YEARS whole world, has a presence in Europe, Asia,an executive committee and a renewed Africa, North America and South America.steering committee. Lastly, in 2010 we Their level of commitment, passion and expe-have also started an in-depth study to deter- rience is exceptional. Eutelsat is also a com-mine which direction we should take if pany that works for the long term: whatthe company is to continue to grow for the happens today was decided on years ago,next 20 years. and what we do today will have its effect in■ ■ ■ a few years time.We respect to your previous profes- I believe that what I have brought to thissional experience, what do you believe company is the ability to listen, to share andyou have brought to Eutelsat? to mobilise us all. I have discovered that thisBefore replying to that question, allow me is a company where the employees needed DECEMBER 2010 ■ LINK abertis ■ 19
  20. 20. THE FINANCIAL continents: we have 41% market share, and According hope to maintain this. The decision to have to Michel de SLOWDOWN HAS Rosen, Eutelsat a presence in this second continent, in which must be the HARDLY AFFECTED market growth is stronger than in Western company EUTELSAT AT ALL: Europe or North America, has shown itself which treats its customers best, THE RESULTS IN 2009 to be profitable. Thanks to this decision, with humility, AND 2010 WERE VERY Eutelsat has grown faster this year than consistency its two main competitors: Intelsat and SES. and care. GOOD, AS THEY WERE ■ ■ ■ IN 2008, WHICH WAS What forecasts do you have for 3D AN EXCELLENT YEAR television? Are consumers’ expecta- tions and those of the market growing in this area? It’s obvious that, when we’re talking about 3D, we must distinguish between twoto talk about what they do and about their fields, or even three: 3D cinema –whichideas for the company. To assist me in this came to the forefront this year becauseproject, I have listened to my predecessor, of Avatar; 3D events– such as the liveGiuliano Berretta –who is still the president transmission of the World Cup, an operaof the board– since he has unrivalled experi- or a tennis tournament; and, lastly 3Dence in the fields of space and satellites. television.■ ■ ■ There is no doubt that 3D cinema isHow has the financial slowdown af- developing all the time. I also believe, likefected Eutelsat? most observers, that 3D events will alsoFirstly, I should state that the financial slow- continue to develop: as an opera lover, Idown has hardly affect Eutelsat at all: the find it wonderful to be able to go to theresults in 2009 and 2010 were very good, as Metropolitan Opera, to Paris or to Lyon.they were in 2008, which was an excellent These two fields will certainly experienceyear.The main reason why we have not been a strong growth.affected by the difficult situation of the last The third field, 3D television, willtwo years is that our business is not very surely take longer to develop. The key tosensitive to the economic climate. Our main its success is the content, i.e. program-activity is video, which represents 70% of ming. We are therefore available to thoseour sales volume. In this field, the transmission television channels that wish to broadcastservices we offer are a key requirement for programmes in 3D: since August, we havebroadcasters, but only represent a small per- hosted the Orange 3D channel on onecentage of their overall costs. of our satellites. So we are perfectly Our contracts are almost always long- 3D-ready.term ones, for 10 or even 15 years. Addi- However, we are clearly seeing antionally, these contracts are in no way pro- acceleration in channels broadcasting inportional to our customers’ advertising high definition. Almost 200 channels areincome: when their income increases, they already broadcasting through our satellitesdon’t pay us more, but if their income drops, with that level of image quality. The fore-they don’t pay us any less. To summarise, casts for HD, which takes up 2.5 times thewe are therefore not much affected by eco- bandwidth of a standard digital televisionnomic cycles. channel, are very promising: the Eurocon- few know that satellites are an essential■ ■ ■ sult consultancy forecasts that 20% of link in the broadcast chain for television chan-What are your objectives for Eutelsat satellite channels will be broadcasting in nels, and are essential for extending accessin Eastern Europe? HD before 2019. However, from my per- to broadband to more users, in addition toIn Eutelsat, we often say that we are present spective, that forecast seems rather con- land-based networks. The first challengein two continents. One of these is the con- servative. consists in ensuring that what we do, andtinent we call our first continent: Western ■ ■ ■ our contribution to humanity, is known andEurope. This is the continent in which, his- What, in your opinion, are the future understood.torically, Eutelsat began its adventure. Then challenges? What is your vision? The second challenge consists of con-there is the second continent, made up of The first challenge is common to the whole tinuing to organise our growth.As infrastruc-central and eastern Europe, the Middle East of the satellite industry: most people don’t ture professionals, our duty is to create valueand Africa.This continent is a more emergent know what we do. The communications sat- for our shareholders. To be successful in this,market than the first one, which is more ellite sector is very little known. People know we must strike a balance between the growthmature. We lead the markets in both these about weather satellites and GPS, but very in our sales volume, the growth in our profit-20 ■ LINK abertis ■ DECEMBER 2010
  21. 21. The third challenge is, for me, a challenge of execution. In Eutelsat, we must, at all times, achieve operational excellence: tech- nical, commercial, human, financial, etc. This may seem obvious, but when we commit to customers for 15 years, excellence must be ongoing. Not even the image of a marathon is appropriate, since this a marathon which never stops. We know, today, that it will always continue. Execution is also our customers’ obses- sion. Every day, we must be thinking about our customers, although this is not obvious in a company like ours: it can be tempting to think that it is the customers who need us. But we must always want to be the company which treats its customers best, with humil- ity, consistency and care. Our challenge is not to be the biggest or the strongest, but to be the best. I’m con- vinced that if we are the best in terms of the service we offer our customers, we will also be the best in terms of how we treat our shareholders. ■ ■ ■ What is your analysis and vision of the current state of the satellite industry? The satellite industry consists of several sec- tors. Eutelsat is a telecommunication satel- lite operator, and has no ambition, at the moment, or for the next 5 or 10 years, to enter the terrestrial observation satellite sector, nor the weather satellite sector. We believe we already have sufficient work in the video sector, the broadband inter- net sector, and in the area of government services. The satellite industry brings together two specialist areas, which can cause some confusion. It includes satellite operators like us, but also satellite and launcher manufac- turers. My prognosis for the next few years is that the number of satellite and launcher manufacturers will increase. This is good news for Eutelsat, since itability, and the cash flow we generate. At the OUR MARKETS ARE means there will be more suppliers, and there-same time, we know that we must invest, in EXPERIENCING STRONG fore, more competition between them. Lastly,order to generate growth. Over recent years, with respect to our own sector, and given AND DYNAMIC GROWTH.we have invested almost half of our sales the good prospects for growth, I believe thatvolume in new satellites and launchers.There THERE IS ROOM FOR there will be more and more satellite opera-are very few industries which invest so much. LEADERS SUCH AS tors. New players are appearing: our QatariWe have managed to find a good balance: EUTELSAT AND ALSO friends, for example, with whom we are com-invest a lot, and, however, still be in a situa- FOR SMALLER PLAYERS. bining our space expertise.tion to offer our shareholders a significant THERE IS NOTHING To summarise, our markets are experi-dividend. We must continue to preserve encing vigorous growth. There is room for LIKE THE PRESSUREthis balance between our desire to grow leaders such as Eutelsat and for smaller play-and invest and the financial discipline OF DEMAND AND ers. There is nothing like the pressure ofwhich allows us to treat our shareholders COMPETITION FOR demand and competition for creatingappropriately. CREATING PROGRESS! progress! ■ DECEMBER 2010 ■ LINK abertis ■ 21
  22. 22. INTERVIEWInfrastructuresJosé Luis Feito«One must choose thoseprojects which contributemost to the country’s growth»The president of ASECAP, ASETA and the CEOE’s Economic and Financial PolicyCommission reviews the aspects which will be key for the sector to progress in the futureTEXT abertis | PHOTOS abertis/ASETA José Luis Feito, who heads the Euro- ■ ■ ■ Profile pean Toll road Association (ASECAP) Public investment in infrastructures He has a degree inand the Association of Spanish Motorway is one of the anti-cyclic measures that Busines s and EconomicTunnel Bridge and Toll road Concession most governments are adopting. Are Science from the MadridCompanies (ASETA), and therefore under- all measures equally effective? Complutense Universitystands the needs and perspectives of Span- No. Certainly, the productivity of investments and is a State Economicish road infrastructures, analyses the sec- in infrastructures is very different, and, in many and Commercial expert.tor’s current situation. cases, is below the cost of the infrastructures. He has been Spain’s■ ■ ■ The fundamental criterion for selecting invest- ambassador to the OECDCan we consider that the crisis has ments in infrastructures (provided that, as in and has worked for thebottomed out? To what extent may Spain’s case, the social considerations of these International Monetarythe decoupling which did not occur at investments are essentially adequately cov- Fund, the Bank of Spainthe start of the crisis be happening ered) must be their productivity for the coun- and the Ministryon the way out of it? try as a whole. In other words, it is necessary of the Economy.What we can say is that the drop in GDP has to focus on those projects which contribute In the private sector,bottomed out. However, until the economic most to the economic growth of the country he has been on the boardgrowth is sufficient to reduce unemployment, as a whole (or of the region, in the case of of several companies,the crisis will continue. Indeed, in this sense, investments by regional governments) after including Spain Fund Incsome countries will come out of the crisis one has subtracted the cost of the infrastruc- and Ence, SA.before others. ture from its contribution to the economy. He is currently a member■ ■ ■ ■ ■ ■ of the Editorial Board ofIn a context in which it seems that Which funding instruments does the Expansión (Recoletosthe recovery will be slow and uncertain, EU propose for developing the Trans- Group), of the Advisoryhow can fiscal consolidation policies be European Transport Network (TEN-T)? Board of Fundacióncombined with stimulus policies? The review of the current TEN-T policy is, in Inverco, and a patronThis depends on the countries in question. my opinion, quite rational and takes into of the Fundación OrtegaThere are countries, such as Spain, which have account the present economic situation: the y Gasset.only one option: to reduce the public deficit, intention is not to launch a major infrastruc-through savings, to levels which can be financed ture programme, but to focus on providingby local or international investors prepared to continuity to ongoing projects, attend to theback our country. principal bottlenecks, and promote better22 ■ LINK abertis ■ DECEMBER 2010
  24. 24. About ASECAP The association was created in 1973, when representatives of French, Italian, Austrian, Spanish, Greek, Portuguese and Norwegian concessionaries decided to meet regularly as part of a structured organisation, i.e. as a result of creating SECAP, the European Secretariat of Toll road Concession Companies. SECAP was created to be an ideal place for exchanging knowledge and experience on many matters related to road transport, for those companies working in the same sector. At the start of the nineties, with the progressive implementation of the internal EU market and the development of European integration, the members of SECAP decided to create an association that would be able to interact with European institutions and speak with one voice on the requirements and positions of European toll road concession companies. ASECAP officially became an association on the 8th of February 1993. It is made up management of existing infrastructures a European framework for concessions which of: ASFA (France), AISCAT by encouraging the Implementation of Trans- will open up the market and provide security (Italy), ASETA (Spain), portation Systems (ITS). for the investor.We must, however, be prudent ASFINAG (Austria), TEO Even so, the investment is considerable, in this respect, since, if legislation was estab- (Greece), ASCAP (Portugal), and, according to the plans, the TEN-T projects lished which was too restrictive, we could find NORVEGFINANS (Norway), will fundamentally be financed from the budg- ourselves in difficult situations: the concession NV Liefkenshoektunnel ets of the member states, backed up by the model based on the principle of venture risk (Belguim), Sund & Baelt EU’s financial instruments such as the Euro- requires flexibility and agility in order to adapt Holding A/S (Denmark), pean Regional Development Fund and the itself to unforeseen situations which, if they AKA (Hungary), DARS (Slovenia), HUKA (Croatia), Cohesion Fund. In fact, the creation of Euro- were limited by very strict regulations, might PE Roads of Serbia (Serbia), pean funding framework to coordinate the jeopardise some concession contracts. M6 (United Kingdom), use of these funds is being considered. Private ■ ■ ■ NV Westerscheldetunnel contributions are still very limited, and this is How does ASECAP evaluate the effects (Netherlands), Société not sensible for those projects with high pro- of the Eurovignette directive, in those Nationale des Autoroutes jected demand which would therefore be countries which are already applying it? du Maroc (Morocco), attractive to private initiative. Collect GmbH (Germany), ■ ■ ■ Autostrada Wielkopolska SA To what extent can the lack of homog- IT’S NOT UNREASONABLE (Poland), KAPSCH TS (Czech enous legislation on concessions in TO START TO ANALYSE Republic), Narodna dialnicna spolocnost (Slovak Republic) Europe put a brake on the internation- THE MEASURES THAT and Irish Tolling Industry alisation process for operators? CONCESSION COMPANIES Association (Ireland). The principles of non-discrimination and CAN ADOPT TO equality are two of the fundamental pillars on which the European Union is based. These ENCOURAGE THE USE principles must also be respected for our sec- OF ELECTRIC VEHICLES tor, and it is therefore necessary to establish ON THEIR TOLL ROADS24 ■ LINK abertis ■ DECEMBER 2010