Other information

This section includes additional non-financial information that is not reported in the Statement of Consolidated Non-Financial and Sustainability Information.

The Quality and Environment Policy provides a key lever to drive continuous improvement, technical capabilities and process efficiency. In order to achieve these objectives, Ferrovial implements efficient management based on innovation and the use of new technologies, offering a unique and high-quality experience to its customers and users, managing all issues that influence it with regard to excellent performance.

For this purpose, a unified work method is established, implementing an operating procedure in all contracts to offer products and services that meet quality requirements and consider environmental criteria.

To ensure compliance, the Company has implemented an integrated management system in accordance with quality, environmental and energy criteria in all its contracts, which serves as a tool for complying with the principles defined in its policy.

INTEGRATED MANAGEMENT SYSTEM

In 2024, certified activity reached 86% according to the ISO 9001 standard, 86% according to ISO 14001, and 73% according to ISO 50001. The calculation is based on the number of contracts that implemented these systems coinciding with the taxonomy perimeter. In some cases, services are also certified under other standards due to local requirements. It should be noted that in 2024 the company CIMSA, in the Construction division, was included under the scope of ISO 9001 and ISO 14001 certifications.

As part of system management, internal audits are conducted and complaints are recorded in 100% of the contracts. In 2024, 481 external complaints/communications were received, of which 93% were successfully closed.

OTHER CERTIFICATIONS

Since 2020, Ferrovial has been certified by AENOR on sustainability and business contribution to the Sustainable Development Goals. With this certification, the Sustainability Strategy and the actions performed by the Company in ESG matters are valued, which reinforces its commitment to the SDGs.

SGE 21 certification was obtained for Ferrovial’s Construction and Cadagua businesses after successfully completing the audit conducted by the independent certification body SGS. This certification is the first European standard that allows an ethical and socially responsible management system to be implemented, audited and certified, constituting a key tool for the integration of environmental, social and good governance aspects in the management of companies. This certification reinforces Ferrovial’s commitment to sustainability, which is one of the foundations on which the Company’s strategy is based.

Ferrovial also collaborates with the International Organization for Standardization (ISO) and the Spanish Association for Standardization (UNE) in the definition of the ISO 53001 standard, on the Management System for the United Nations Sustainable Development Goals.

There are also other certified systems pursuant to regulations related to health and safety, the environment, good governance and collaborative businesses, where highlights include:

The sustainable construction certifications obtained by Ferrovial include:

LEGAL REQUIREMENTS AND TECHNICAL STANDARDS

Ferrovial’s activity requires strict regulatory compliance in relation to legal provisions on quality, environment and energy, both at regional and sector level. Therefore, the Company has implemented external (i2i and WorldLex) and internal (DocSite) digital solutions to guarantee and facilitate the monitoring of applicable legislation and technical regulations (among others, those related to air, noise and light pollution). These tools are accessible to any employee. All this contributes to achieving quality assurance, as well as efficient management focused on legislative compliance, mitigation of negative impacts and business risk control

CUSTOMER AND USER SATISFACTION

Under the premise of continuous improvement, Ferrovial strives to meet the expectations of customers and users, as well as to increase their degree of satisfaction with the services provided and products offered. To this end, all Ferrovial’s business units implement an annual survey program to identify the strengths and weaknesses of the quality offered and establish improvement actions through associated plans aimed at increasing the quality of the service provided.

• Customers, including public administrations and private developers, rank the performance of the business in terms of reliability, trust, operational excellence, responsiveness, innovation and sustainability.
• The users of the infrastructures and services evaluate the quality of the service offered. Users are understood as those individuals who interact directly or indirectly with the services and infrastructures offered by the Company, but with whom they are not bound by a contractual agreement.

QUALITY, ENVIRONMENT AND ENERGY TRAINING

Ferrovial promotes awareness and training in quality, environment and energy among its employees and collaborators, with the aim of improving their performance and capabilities. Training actions have focused on waste management, climate change, water footprint, pollution and biodiversity.

The training at Ferrovial Construction merits mention, where more than 9,600 workers received specific training on these topics. One of the most significant areas of learning is waste management, so during this year more than 90% of internal employees received training in this area; likewise, around 7170 external personnel (contractors) were trained in waste management (around 71% of the external personnel who received training).

In addition, Ferrovial Construction provides energy efficiency training to employees to raise awareness of energy consumption reduction. In 2024, more than 2,400 employees were trained in energy efficiency and energy savings (over 22% of the total workforce) and more than 1,700 external personnel (approximately 17% of the total number of external personnel trained).

AIR QUALITY

Air quality is a fundamental issue for the health and well-being of communities and the environment. Ferrovial, through its Quality and Environment Policy, reaffirms its commitment to environmental protection and pollution prevention. With the vision of improving the future through the development and operation of sustainable infrastructures and cities, the Company implements comprehensive actions to avoid or minimize the potential impacts of its activities on the atmosphere.

Ferrovial adopts a series of measures aimed at minimizing and avoiding these types of emissions, including actions that are part of the decarbonization plan (DDP) such as energy efficiency measures, reduction of emissions in the vehicle fleet and consumption of electricity from renewable sources.

The Company complies with national, local and sectoral environmental regulations, actively collaborating with regulators and other relevant stakeholders. In addition, as one of its actions in air quality management, Ferrovial identifies sulfur oxides (SOx), nitrogen oxides (NOx), carbon monoxide (CO), non-methane volatile organic compounds (NMVOC) and particulates as significant substances in emissions control.

SAFEGUARDING HUMAN RIGHTS, A FIRST STEP

Human rights are a fundamental part of the global sustainability strategy. Its Human Rights Policy, which was renewed in 2022, includes its commitments in this regard. However, Ferrovial continues to expand its human rights approach on an ongoing basis, and in 2023 updated its internal regulations on Personal Data Protection, the Diversity and Inclusion Policy, and the Stakeholder Engagement and Relationship Policy to guarantee equal treatment and ensure fair conditions free from any discrimination in the Company and among all its stakeholders. In 2024, several relevant company policies were reviewed that are linked in some way to its commitment to human rights: the Anti-Fraud Policy, the Anti-Corruption Policy, the Ethics Channel and Inquiries, Complaints and Grievance Management Policy and the Third Party Ethical Integrity Due Diligence Policy.

Human rights governance and management model

Ferrovial’s human rights target is not only to identify, prevent and mitigate any potential negative impact, but also to support and promote human rights among its stakeholders. Ferrovial’s Human Rights Policy is aligned with the main international standards such as the United Nations Global Compact, the United Nations Guiding Principles on Business and Human Rights, the Universal Declaration of Human Rights, the OECD Guidelines for Multinational Enterprises, and the regulations of the International Labor Organization. Likewise, it is aligned with the Company’s internal regulations that are founded in Ferrovial’s Code of Ethics.

One of the pillars of Ferrovial’s strategy is to guarantee equal treatment and prevent any type of discrimination.

In 2024, the global Anti-Harassment and Discrimination Policy was approved, which aims to ensure that all Company employees are treated with dignity and respect when working within the organization and outside the organization at any Company-sponsored event; to maintain and promote a work environment free from all forms of harassment, unlawful discrimination and bullying, in which customers, staff, suppliers, business partners, visitors and shareholders are treated with dignity and respect; and to provide all affected individuals with an appropriate process for the investigation of complaints of harassment, unlawful discrimination and bullying.

In addition, the Diversity and Inclusion Policy and the 3rd Equality Plan, which was approved in 2022 for a four-year period and consists of 84 measures aimed at promoting equal opportunities between women and men, are still in force.

Since 2013, Ferrovial has been a member of the “Companies for a society free from gender-based violence” project, promoted by the Spanish Government. To reinforce this commitment and raise awareness and train both employees and society as a whole, various initiatives against this social scourge are implemented throughout the year. On November 25, on the occasion of the International Day for the Elimination of Violence against Women, an internal campaign was launched to remind employees of the action protocol against gender-based violence, and banners were displayed at various iconic works with the slogan “Let’s build a world free from gender-based violence.”

As part of the promotion of diversity, Ferrovial has established agreements with organizations specialized in promoting the inclusion of people with disabilities in the different countries in which it operates.

The Company’s Human Rights Policy makes its commitment to transparency visible in all matters relating to the protection of human rights, and specifies Ferrovial’s commitment to the right to digital disconnection, respect for confidentiality, and the right to intimacy and privacy, and analyzes the implications for the Company in its relations with all its stakeholders.

The policy is available to all stakeholders. However, employees and managers in particular are responsible for ensuring compliance in all Ferrovial’s activities. Training is organized periodically to strengthen knowledge about some of the commitments in the policy.

Human and labor rights throughout the value chain

One of the pillars of Ferrovial’s commitment to human rights is safety throughout its value chain, which is why the Company strives to create a safe and healthy working environment for its employees and contractors, and promotes the safety of its infrastructure users.

In addition to ensuring safety, Ferrovial pays special attention to its commitment to the upholding of labor rights. The Company rejects any type of child or forced labor in any form, guarantees equal opportunities and non-discrimination, protection against harassment, the right to strike, freedom of association and the right to collective bargaining in all countries in which it operates. There is a reinforced commitment to work-life balance with specific measures detailed in the Equality Plan. Its employees are protected by the labor regulations of the different geographies. In addition, 60.1% of Ferrovial’s workforce is covered by collective bargaining agreements.

It also merits mention that, each year, Ferrovial verifies that the remuneration of its employees is above the living wage in the countries where it is most active (Spain, United Kingdom, Chile, United States, Poland, Australia, Canada, Colombia, Portugal, Puerto Rico, and Turkey). It uses living wage data established by the Living Wage Foundation, which considers the following factors associated with the basic needs of any household as a reference: food, water supply, housing, transportation, clothing, healthcare, education and payment of taxes, among others. The analysis that the Company performed confirms that all employees have a living wage in accordance with the situation of the country in which they work.

One of the key human rights issues is the prevention of new forms of slavery. The Human Rights Policy specifically addresses this issue. In addition, the Company’s commitment is developed in the Modern Slavery Statement of each of Ferrovial’s subsidiaries in the United Kingdom and Australia. These statements formalize the commitment to prevent any type of human rights violation, with special attention to the different forms of exploitation that may occur, including prevention mechanisms and reporting channels, if necessary.

To extend this commitment throughout the value chain and prevent possible violations of the Code of Business Ethics, the Company has ethical integrity due diligence procedures for third parties, suppliers and candidates, as well as a Suppliers’ Code of Ethics that includes, among its principles, respect for human rights and the abolition of child labor. The procedure establishes the general criteria for the ethical integrity due diligence process in the selection of a supplier and its follow-up. In 2024 Ferrovial, as part of its commitment to integrate sustainability throughout its value chain, managed to get more than 300 of its suppliers from six different countries to participate in the “Sustainable Suppliers Training Program” developed by the Spanish network of the Global Compact, ICEX Spain Export and Investment, and the ICO Foundation. This training provides information on sustainability and respect and defense of human rights to suppliers.

In addition to these preventive mechanisms, Ferrovial has other tools for continuous monitoring once an agreement is formalized with a third party or supplier. In the case of suppliers, the Company has the Supplier 360 tool, which automatically scans for disputes with suppliers with whom it has a commercial relationship. For other types of agreements, periodic monitoring is performed through an automatic search for adverse news in the national and international media, as well as in public sanctions lists.

The due diligence procedure for ethical integrity of third parties must be applied prior to reaching a collaboration, partnership or any other type of agreement with a third party (non-supplier). It aims to prevent attitudes and actions contrary to human rights in relations with third parties. To facilitate compliance in 2021, an online tool was implemented to facilitate the process. In 2024, 171 third parties were analyzed, where only 0.05% had a high final risk assessment.

Diligent in the protection of human rights

The Company operates in countries with stable legislation and low risk of human rights violations. Around 95% of its revenues are earned in Spain, the U.S., Canada, Poland, the U.K., Chile, and Australia, all OECD member countries. Despite this, the Company remains vigilant and has the appropriate mechanisms in place to prevent possible risks related to human rights.

Ferrovial has a set of tools that promotes the protection and respect for human rights in order to ensure due diligence on human rights in the Company’s activities. In this regard, Ferrovial periodically evaluates potential risks to human rights within the framework of the global risk identification and assessment process, called Ferrovial Risk Management (FRM). FRM makes it possible to identify and prioritize risk events according to their probability and impact. The list of risks defines 8 categories related to human rights, which in 2024 registered 80 potential risks in all the Company’s projects, most of them related to data protection or security (84%). Most of the risks identified were minor or moderate (98%). All of them are monitored with controls in place to mitigate or eliminate the risk, either its impact or its probability of occurrence. Apart from the risks identified, no relevant human rights violations have been reported in the Company in the last two years.

Similarly, the Company has a procedure for the approval of capital allocation operations, so that the analysis of all corporate operations carried out takes into account whether they may undermine Ferrovial’s ethical principles, with special attention to human rights, social, good governance and environmental aspects.

COMMUNITY INVESTMENT: On the Move for People

Ferrovial considers community investment a strategic instrument to boost its contribution to achieving the Sustainable Development Goals (SDGs) and also its mission established in the Horizon 24 Plan. To achieve sustainable infrastructure management, society and the communities in which they are located must be fair and inclusive. This is therefore the goal of Ferrovial’s social programs: to promote a more equitable development of society by supporting people in vulnerable situations.

To show the connection of these programs with the Company’s global strategy in 2024, Ferrovial reorganized its community engagement programs under the name “On the Move for People.”

This strategy is based on 4 main lines of action:

In total, 8.1 million euros (4.7 million euros in 2023) were invested in 2024, of which 3.9 million euros (3.8million euros in 2023) were monetary contributions while 0.87 million euros (0.75 million euros in 2023) were the result of the 17,215 volunteer hours contributed by 2,964 employees. In 2024 a special effort was made by the Company to respond to the emergencies caused by Hurricane Helena in North Carolina and the DANA in Valencia, which included 3.1 million euros of in-kind donations (toll road discounts, equipment, machinery etc.). This engagement multiplies the impact on the community while enhancing the skills and the feeling of belonging to a common project structured along the four core areas mentioned above.

On the Move for Communities

Development of local communities is a key pillar of Ferrovial’s social commitment. Ferrovial focuses its social programs on vulnerable groups to promote inclusive development. Thus, 42.6% of its investment in the community is aimed at promoting socioeconomic development and social welfare. Examples include the Tolling Equity Program on the I77, which seeks to make the use of the highway accessible to disadvantaged groups or the initiative to improve Historic Black Neighborhoods.

Basic infrastructures for disadvantaged communities

In line with the global strategy of promoting sustainable infrastructures, Ferrovial supports the development of infrastructures that provide disadvantaged people with access to basic rights such as water, health and food.

On the Move for Water: Social Infrastructures, since 2011 Ferrovial has been committed to providing access to water and sanitation for vulnerable communities in Latin America, Africa and Asia through this program. In total, it has already promoted 40 projects that have improved access to water in decent conditions for 348.313 people in 13 countries. Employees are involved in this program through high added value volunteering. Since the start of the program, 155 professionals have spent at least two weeks of work traveling to the projects.

In 2024, the program developed three projects in Zimbabwe, Togo and India, improving access to water for 12,058 people.

On the Move for Zero Hunger: for more than 10 years, Ferrovial has also been supporting the improvement of infrastructures of soup kitchens and food banks in Spain to guarantee access to food for the most vulnerable in Spain, contributing to SDG 2, zero hunger. Ferrovial has invested more than 1.2 million euros in the 55 interventions carried out. In 2024 two soup kitchens in Madrid were renovated that are managed by the Order of Malta.

The commitment to help ensure quality basic food also includes support for food banks in the United States, with initiatives such as the Food Bank Day in Texas or National Food Bank Day and Angels & Sparrows Volunteer Day in North Carolina.

On the Move for Health: In Poland, the Company supports the improvement of hospital infrastructures, in particular pediatric wards with the Strefa Rodzika (parent zone) program. In the 11 years of its existence, 42 parent zones have been created, more than 300 employees have been involved as volunteers and 52,500 people use the new zones every year, facilitating faster recovery of hospitalized children and creating more comfortable conditions for them and their families. Also linked with health, safety and infrastructures is the Teens in the Driver Seat initiative supported in the United States.

On the Move Together

The On the Move Together program aims to make the employees key players in the Company’s community engagement. It includes local projects such as On the Move Together: Juntos Sumamos program in Spain, in place since 2005. It allows employees to contribute and also choose which projects are supported each year, responding to needs both in Spain and in developing countries. Since its launch, funding has been provided to 49 projects with a joint investment by employees and the Company (matching the employees’ contribution) of more than 2.1 million euros. In 2024, employees decided to allocate their contributions to the projects “Mercado 1 kilo de Ayuda: Integral support to people affected by the DANA in Valencia” with the Altius Foundation and “Comprehensive support for extremely poor and vulnerable children in 3 schools in Sierra Leone” in collaboration with Arcores. A similar initiative is carried out in the United Kingdom, called The Charity of the Year. For the second year in a row, it partnered with the Lennox Children’s Cancer Fund.

Ferrovial seeks to promote not only economic collaboration but also the voluntary work of its employees. Many different initiatives are carried out throughout the company. The aim is to facilitate activities that involve people’s professional skills, but there are also volunteering activities to simply support and accompany people in vulnerable situations. 17,215 hours voluntary work was done during company time in 2024.

Ferrovial’s commitment to responding to humanitarian crises dates back to the earthquake in Haiti in 2010. Unfortunately, its response and mobilization capacity has been put to the test in recent years with the social and health crisis caused by COVID-19 and the the war in Ukraine. But the Company is also alert to the day-to day social crises taking place in local communities to help achieve a socially integrated society. Most initiatives are implemented in cooperation with employees, who get involved on a voluntary basis.

In 2024, two calls were made to employees to respond to emergencies generated by Hurricane Helena in North Carolina and the DANA that hit Valencia in November 2024. Moreover, the entire Company was involved in the response to the emergency, the I77 in North Carolina paused the Managed Lane Dynamic Pricing for five weeks. In Spain, qualified professionals, equipment and machinery were made available to the cities and villages affected by the floods.

On the Move for Communities

Ferrovial focuses its social programs on vulnerable groups in an attempt to promote inclusive development. Thus, 42.6% of its investment in the community is aimed at promoting socioeconomic development and social welfare. Examples include the Tolling Equity Program on the I77, which seeks to make the use of the highway accessible to disadvantaged groups.

On the Move for Education

In Spain, Ferrovial has been collaborating with the Princess of Girona Foundation since 2016 in the Generación Talento initiative, a mentoring program in which company professionals accept the challenge of accompanying young people between the ages of 18 and 30 for a year to help improve their employability. So far, 86 professionals have been volunteering mentors. Also in Spain, the Company has been collaborating since 2017 with the Junior Achievement Foundation’s OrientaT program, in which volunteers from the Company give workshops at schools to awaken interest in STEM vocations among students.

In 2024, Ferrovial joined the Women and Engineering Excellence mentoring program of the Royal Academy of Engineering (RAI), as one of the initiatives included in its Diversity and Inclusion Plan. The aim of this program is for professionals with technical profiles to share their experiences and points of view with outstanding female STEM students who are about to finish their studies, in order to facilitate their job placement.

In the United Kingdom, we support numerous actions focused on schools in the communities near the Company’s activities, with employee volunteering as a common denominator. In 2024, 1,042 employees took part in educational activities to bring children and young people into contact with engineering leaders. Support is also provided to university students to help them make the transition to the labor market.

In line with this strategy, in the United States we collaborate with schools with educational programs focused on fostering STEM vocations through programs such as the TEXpress STEM Scholarship and Teacher Grant, which in 2024 benefited 9 educational districts.

Since 2009, the Domofon ICE program in Poland has been promoting the safety of children in schools, also involving employees.

TRAINING AND SKILL DEVELOPMENT METRICS

INTEGRATED TALENT MANAGEMENT

Ferrovial’s Human Resources actions are guided by the “HR26” strategic Human Resources plan, which focuses on attracting the best talent and promoting high-performance teams.

This strategy aims to position the Company as a benchmark employer in its key markets. To this end, it promotes growth opportunities and commitment, health and wellbeing, and the development of diverse teams capable of creating significant and positive changes in the organization and society.

The Company’s talent attraction strategy emphasizes Ferrovial’s differential value proposition particularly in attracting STEM talent (engineering and technology), and diverse talent. In 2024, the following actions were implemented in key markets:

• Collaboration agreements with prominent universities, business schools and other organizations.
• Initiatives to strengthen talent attraction including scholarship and graduate programs, targeted STEM talent attraction campaigns, social media campaigns focused on key profiles and countries, and participation in specialized events or job fairs.
• Publication of job offers on specific websites for different groups to attract diverse talent.
• Reinforcement of Ferrovial’s employer brand through social media campaigns, media publications, and updating of logos of some business units and subsidiaries.
• Updating Ferrovial’s value proposition, adapting key messages, and defining a claim or key message to attract talent.
• Strengthening recruiters’ capabilities with awareness sessions on diversity and inclusion, training on technology use, and homogenizing Ferrovial’s narrative and value proposition.
• Incorporation of Ferrovial’s differential value proposition in job offers.
• Redesign of the careers page of the Ferrovial website to simplify, update messages, and improve user experience.
• Updating Ferrovial’s page on major employment websites like LinkedIn, Glassdoor, Indeed, and InfoJobs.

Regarding talent development, Ferrovial prioritizes strengthening key skills and promoting corporate culture and values. Each year, the Company conducts a talent identification and management process to reinforce meritocracy and skills development as key growth levers. This model helps professionals identify their strengths and key competencies, define their individual development plans and access training resources available to enhance necessary skills.

The talent identification model has three main components:

• Review and assessment of individual targets assigned to each professional at the beginning of the year.
• Review of competency levels and critical capabilities required for each job position.
• Establishment of individualized development plans.

This talent identification process ensures that Ferrovial can manage different employee groups based on their needs.

For key employees, detailed development actions are defined and monitored periodically. These development actions are defined into three areas:

• Internal mobility: Promoting employee mobility to enhance growth and knowledge of Ferrovial’s different business units including promotion, succession plans, and development of skills for future leadership roles.
• Training development: Participation in exclusive training activities conducted by professionals from leading companies, business schools and prestigious universities.
• Exposure and visibility: Enhancing exposure and visibility in Ferrovial through meetings with Ferrovial’s management committee members, or as expert speakers in internal forums and global meetings.

These development actions ensure that Ferrovial has a pool of professionals ready to occupy management positions and meet the Company’s operational and strategic needs.

For employees with a performance gap, HR individually manages their needs, identifies the causes of their performance and helps them to overcome the gap. This may involve competency development through training, adjusting responsibilities, organizational transfers, internal management with the manager and/or colleagues, cultural adjustment with the Company, or managing the employee’s disengagement. Continuous follow-up and monitoring of each case minimize and eliminate the negative impact of the mismatch on the employee’s performance.

In line with the above, Ferrovial’s training model supports development through the following objectives:

1. Promoting key technical and skills capabilities to achieve strategic objectives.
2. Supporting major career transitions.
3. Promoting corporate culture and values.
4. Strengthening a consistent leadership style, aligned with values and strategy.

The strategy is based on 6 guiding principles that define the framework for action and priorities in training: Digital first (online self-learning opportunities to grow and develop), Global presence (reaching all geographies through various training channels), Global access to training (focusing on critical groups based on their business contribution), Strengthening internal knowledge (efficient management of internal knowledge) and Training in areas that enhance competitiveness in the markets.

The global L&D framework employs a multi-channel approach to ensure continuous training, support business needs, assist professionals at key times in their careers, and combine internal and external knowledge by integrating internal practices as well as market trends and best practices.

The global L&D framework offers various training options designed to provide flexibility to Ferrovial employees in their learning journeys:

• Online training platforms (Learning Center): Over 20,000 online resources currently available in open access on different topics relevant to the Company, business units and employees.
• Development programs: Conducted by Ferrovial University and from Business Units, these programs focus on culture, values and leadership at key career moments.
• On-demand training: Available online or face-to-face. These sessions cater to specific requests from employees’ individual development plans or on-demand for market certifications or soft-skill and technical training for their jobs.
• Language training: Offered in eLearning and online/synchronous format, both one-to-one and group sessions.

Throughout 2024, several initiatives were highlighted from the online training platform, reinforcing efforts to provide training and development pathway that enhance reskilling and upskilling for more than 6,000 employees by combining:

• The power of the Learning Center.
• The launch of the Learning community in Viva Engage. This community, reaching over 6,000 employees, serves as an agile and bidirectional channel with Ferrovial employees.
• Analysis of training requests: Reviewing individual development plans in Workday to identify and define online resources available in the Learning Center, creating personalized and general pathways with the most demanded requests aimed at all professionals through the community.
• Use of AI: Customizing online training pathways associated with roles/positions, with specific prompts to search for training pathways through Copilot associated with the professional role and direct access to online content in the Learning Center.

Over the course of the year, more than 75 reskilling and upskilling pathways were launched via email and the new Learning Community. These pathways provide streamlined access to relevant online training for Ferrovial professionals, highlighting the pathways of AI, Copilot, Cloud certifications, leadership and people management skills, Ferrovial competencies and power skills, Culture, Diversity and Inclusion, Sustainability, ESG, Health and well-being, Finance, Specific technical training and Digital skills, among others.

In addition to the online offerings, during 2024, Ferrovial University and Business Units collaborated on development programs to support global growth, fostering networking, and developing professionals worldwide at key career moments, focusing on those aspects that make the Company more competitive in the markets in which it is present.

In line with this vision, the following initiatives were launched in 2024, both online and in-person, in the hubs in Europe and the U.S.:

• Coaching (online and executive): A total of 31 coaching processes were launched (face-to-face and online), enhancing the development and management of the leadership team and focusing on a global leadership model and style, ready to face the challenges of the business in key markets. This coaching model aims to improve management skills at senior levels, where skills include driving vision and purpose, developing talent, driving results, managing ambiguity and balancing stakeholders. The program offers flexible formats and access to a premium network of coaches worldwide.
• Mentoring at Ferrovial (1 online edition): The global mentoring model supports learning and experimentation on a global scale. It promotes diversity, knowledge management, leadership growth, talent development and engagement. In 2024, the second global edition was launched, with a specific focus on supporting women as mentors or mentees. An additional edition was extended to the Construction division for Project Managers and Senior Deputy Project Managers. A total of 149 mentors and 149 mentees participated.
• Global Executive Program (1 edition): A 3-month hybrid program for Ferrovial leaders, structured in 4 modules (2 face-to-face and 2 online). This program aims to enhance strategic vision, growth mindset, and leadership skills. Participants learn to navigate new environments marked by high volatility and change, become more disruptive, and transform the Company’s management style. The program impacts several managerial competencies, including cultivating innovation, developing talent, building networking, generating trust, and quality decision-making. The 4th edition hosted 40 participants from different countries and business units.
• Advanced Management Program (1 classroom-based edition): The second edition of this program is aimed at experienced managers transitioning to leaders. Structured in 3 phases over 3 months, it provides the knowledge and tools necessary for a successful transition from manager to leader. The program focuses on developing leadership potential, financial knowledge, and essential skills for future leadership roles, with the competencies of developing talent, customer focus, building networks, generating trust, and ensuring accountability. This edition had 32 participants.
• New Managers (2 in-person editions): Aimed at Ferrovial professionals starting their journey as people managers or those with some experience. It focuses on modern, person-centered leadership to manage successfully in a global environment, with the following competencies: self- leadership, developing people, building trust, managing conflict and working with others. In 2024, two editions welcomed 56 professionals.
• Crucial Conversations (2 in-person editions): Based on the methodology and book “Crucial Conversations,” this program is aimed at professionals at any level and position in the Company, albeit focusing on managers. It covers controlling emotions in key conversations, effective communication, managing conflicts respectfully, solving performance problems, and achieving team objectives. It covers theses key competencies and values: collaboration, effective communication, feedback, persuasion and conflict management. This year, two editions had 58 participants.
• Power Skills: Self-Leadership and Presentations to Shine (2 in-person editions and 2 train-the-trainers editions): This program targets non- management professionals, focusing on key skills for future people management, such as communication, public presentations, personal well- being, and self-leadership. The program also trains internal trainers globally to extend the program across different geographies and businesses. In 2024, 13 internal trainers were trained, and 39 participants attended.
• Project Management Professional Certification, PMP® (1 virtual edition): Targeting project managers, this 17-week program offers a standardized approach to project management across different environments, sectors, and organizations. In 2024, 15 professionals enrolled.
• PROSCI: Change Management Certification (1 in-person edition): This in-person program provides international knowledge, tools, and methodology for driving successful change initiatives in various projects. It aims to create a network of ambassadors to promote successful change in relevant projects. The first edition in 2024 included 8 participants.
• Institute for Management Development (IMD): Broad portfolio of premium online programs lasting between 2 and 8 weeks for executives who wish to advance their knowledge and grow in their role in areas relevant to the businesses (strategy, corporate governance, sustainability, digitalization, finance and leadership) but who require more flexible formats that are compatible with the demands of their day-to-day work. Throughout 2024, 60 professionals accessed these online programs.

In Construction, several initiatives were designed to complement and enhance professional production careers at different key moments:

• The Challenge: A hybrid program (online + in-person bootcamp) for senior project managers, offering an immersive learning experience designed to empower and equip participants with the knowledge to elevate their management capabilities in complex design and construction projects. In 2024, it hosted 20 participants internationally.
• GROW (Get Ready for Opportunities at Work): A global experience for employees in the first three years of their professional career. It includes a career plan, an exclusive training scheme (online and in-person sessions) on technical and skills topics, and talent conversations with an HR advisor. It is an opportunity to improve their networking, access international programs, and be part of global sessions with other “GROWERS.” The program was expanded to several Construction geographies, hosting over 350 participants this year.
• GoFurther, an international program offering talent with 1 to 3 years of experience in Ferrovial Construction to gain a wide range of experience for a year in any global infrastructure project. In 2024, 35 participants from different geographies took part.
• New Construction Managers: This program supports new managers in their production careers by providing key tools and technical training (planning, foundations, structures, earthworks, etc.). In 2024, it hosted 170 participants in various geographies.
• High Impact Leadership Program: Aimed at strengthening and developing leadership skills in senior profiles. Participants learn to build trust, acquire tools to motivate and develop people, make effective decisions and negotiate critical agreements. The program also covers technical skills related to digital transformation, cost control and new construction tools. 80 participants took part in the 2 editions held in 2024.
• Impulsa: A development program focused on expanding professional networks and gaining a comprehensive understanding of the economic- financial area, particularly for construction site administrators. It covers Labor Relations, Taxation, Contract Management, finance and tools, and finance digital learning pathways. Focused on groups of new hires or in their first years of finance careers, the program welcomed 60 participants this year.
• STEP: A global program providing career plans for foremen and superintendents. The STEP Academy version develops specific career plans for officers. In 2024, nearly 300 participants joined from different construction geographies.
• Data Center Academy: A program to continue the qualification of professionals in the construction of data center digital infrastructures. The program contemplates cross-cutting technical training. The first edition in 2024 welcomed about 50 participants, with plans for the 2025 structure underway.
• Construction Site Manager Course: A 7-month program combining a training pathway with 2 site visits, aimed at Master’s Degree in Civil Engineering students. It introduces students to the production career at Ferrovial. The program started in October and welcomed 62 students, with internal speakers and collaboration from 4 universities: Polytechnic University of Madrid, University of Granada, Polytechnic University of Catalonia, and University of Cantabria.

In line with the global strategy, Budimex is enhancing its training and development strategy, focusing on key career transitions and continuous employee development. Among its 11 most relevant programs in 2024, Budimex trained around 740 participants. Among these programs, it is worth highlighting those with the greatest scope:

• First Time Manager and Manager trainings: This program targets new and current managers, covering topics such as diversity management, commitment building, and team effectiveness. A total of 150 participants were trained during the year.
• Academy of Leadership: Designed for site and area managers, this program addresses the role of the manager, business awareness, communication, team building, motivation, and personal effectiveness. In 2024, 120 participants took part.
• Perspectives: Aimed at supporting leadership development at various organizational levels, this program covers emotional effectiveness, Know Yourself, Understand Others, Effective Leader Communication, The Art of Building Valuable Relationships, Inspiring Influence and Leading People through Change. This year, 52 managers and directors participated.
• Master Synergies – Women Synergies – Mentoring (Mistrzowskie Synergie): This program fosters a culture of feedback, prepares mentors and mentees for role changes, strengthens competencies, and supports the development of women. In 2024, 104 participants were trained.
• GROW Academy of Young Engineers: Aimed at newly hired engineers and apprentices, this academy is part of Ferrovial’s GROW program. Through training courses and workshops, the key competencies of engineers in their first years are worked on: compliance, formal economic and legal side of production, building relationships with external and internal partners, costing, tendering, scheduling, cooperation with the Technical and Warranty Office. In 2024, 62 people were trained.

In 2024 in the Toll Roads division, training efforts in programs were translated into 3 key initiatives to work on the different career stages in the business and strengthen key skills:

• Human Centered Leadership: A 2-day program for experienced managers, designed to complement university training and unify leadership principles within the Company, empowering leaders and improving their leadership skills. In 2024, 56 participants joined.
• Spring Training: Internal training program created and delivered by Cintra HR in all U.S. locations. It focuses on self-awareness, communication and confidence (INSIGHTS and TRUST I, TRUST II, TRUST III) within the management team. In 2024, 160 participants completed this training.
• Self-leadership workshops: This program helps non-management groups at HQ and Cintra manage change, uncertainty, and stress. This year, 60 participants attended.

The relaunch of “University by Ferrovial” and other core business initiatives significantly contributed to talent development. In 2024, approximately 27% of the target group was reached. Key performance indicators for these initiatives include:

• Average employee satisfaction score: 4.5
• Average Net Promoter Score: 71, indicating a high likelihood of employees recommending the programs.
• Average perceived applicability to their position by employees: 4.5

By year-end, Ferrovial professionals received over 378,000 hours of training (both online and in-person) + 268,967 hours of health and safety training (See this information in S1-4), totaling 646,967 for 2024, representing an investment of more than 7.17 million euros (€281/professional). Furthermore, 42% of employees underwent regular performance and career development reviews, with 75% of women and 35% of men participating in such reviews.

Ferrovial primarily considers white-collar employees in its analyses, as these profiles tend to have greater stability within the organization and continuous access to corporate systems, enabling the accurate and reliable collection, analysis, and reporting of data.

In contrast, blue-collar employees, who primarily work on construction sites, generally have higher turnover rates and often lack regular access to digital tools or corporate IT systems.

WORK-LIFE BALANCE METRICS

Ferrovial is committed to the well-being of its employees through flexible work arrangements that facilitate a balance between personal and professional life. These measures, included in its corporate policies, are adapted to the regulations and needs of each country. The main initiatives implemented to promote this balance include:

• Reduced working hours and flexible schedules: Designed to allow employees to adjust their working time according to their personal needs.
• Extension of maternity/paternity leave: Including paid extensions before birth and paid parental leave.
• Leave of absence and special leave options: sabbaticals, family care leave and recoverable leave.
• Vacation buyout: Allowing employees to purchase additional days off.

These policies not only seek to promote well-being, but also to ensure that Ferrovial is an employer of reference in all its markets.

Ferrovial ensures the rights of its employees in Spain through its Workplace Disconnection Policy and applicable collective bargaining agreements. This policy, aimed at promoting a healthy work-life balance, includes provisions for family-related leave.

Specifically, all salaried employees in Spain are entitled to family-related leave (100%), in accordance with current labor legislation (Spanish Workers’ Statute) and applicable collective agreements. Such leave includes, but is not limited to, parental leave, adoption leave, caregiving leave, and other cases recognized under the law.

The Workplace Disconnection Policy, applicable to all employees in Spain, reinforces this commitment by ensuring a healthy work environment that respects employees’ personal and family needs. However, these rights may vary in other countries where Ferrovial operates, depending on local regulations and applicable policies.

Adoption and Promotion of Corporate Values

During 2024, Ferrovial has intensified efforts to integrate its corporate values (Respect, Collaboration, Innovation, Integrity and Excellence) into the daily lives of its teams. The strategy has evolved from awareness to active adoption, with concrete initiatives that reflect the Ferrovial culture through observable behaviors in all business units and geographies.

Main Initiatives

1. Culture Ambassadors Network: Created to promote and disseminate corporate values in all regions and business areas. These ambassadors lead actions related to corporate culture, ensuring a homogeneous impact on the organization.
2. Values Workshops: Integrated into leadership programs, these workshops help to reflect on how values are lived in each business unit and what actions can reinforce their adoption in the teams.
3. Ferrovial Values Week: A week dedicated to celebrating and promoting the company’s values, assigning a day to each value. During this week, global impact activities are organized with the collaboration of culture ambassadors, talks by prominent international speakers and various awareness-raising activities.

These actions seek to ensure that corporate values transcend the theoretical realm to become an essential part of employees’ daily lives, strengthening cohesion, commitment and excellence at Ferrovial. This approach demonstrates the company’s determination to build an organizational culture that drives both individual and collective growth.

The Board of Directors is responsible, on a non-delegable basis, for establishing the Risk Control and Management Policy, including tax risks, and for approving investments or transactions that present a high tax risk due to their special characteristics or high amount.

Ferrovial’s adherence to the Code of Good Tax Practices promoted by the Spanish Tax Agency took place in 2010, extending these recommendations to all its activities worldwide through the Compliance and Good Tax Practices Policy, and was renewed in 2022.

The Tax Compliance and Best Practices Policy (the “Policy”), approved in 2021, is an integral part of Ferrovial’s corporate governance policies and is available on the corporate website and intranet. It is aligned with current international tax standards, such as the OECD Guidelines, and its primary objective is to guarantee a transparent tax compliance model based on best tax practices, as well as to ensure correct tax contributions in all countries in which Ferrovial is present.

Ferrovial is committed to contributing to the economic and social development of the different markets in which it operates, which is materialized in the tax sphere in compliance with all tax obligations generated as a result of its activity, in accordance with applicable local and international regulations, as well as through the development of best practices in this area and the maintenance of an appropriate relationship with the corresponding tax authorities. It is the responsibility of all Ferrovial employees and collaborators to comply with this commitment.

This policy is developed through various internal rules, procedures, instructions and circulars that make up Ferrovial’s Tax Governance, Risk and Compliance System (Tax GRC) and benefits from the corresponding due diligence procedures and other rules that make up the corporate governance system.

The principles of the Tax Policy are mandatory for all employees of Ferrovial S.A. and the Group’s companies who are involved, directly or indirectly, in the management of any applicable taxes in all countries in which the companies perform out their business or have a business presence.

FISCAL GOVERNANCE, CONTROL AND RISK MANAGEMENT

The role of the Board of Directors

Prior to the preparation of the annual financial statements and the filing of the corporate income tax return, the Board is informed of the tax policies applied during the year and their degree of compliance. It is also informed of the conclusions arising from the supervision and evaluation of the operation and effectiveness of that which is reflected in the Annual Corporate Governance Report.

In the case of transactions or matters to be submitted to the Board of Directors for approval, the Board of Directors is informed in advance of the relevant tax consequences of such transactions or matters.

The role of Ferrovial’s Compliance Departament

In 2024, Ferrovial’s Compliance Department acted as the tax compliance body, in coordination with the Tax Advisory Department, and was responsible for supervising the operation and effectiveness of the Tax GRC.

The role of the Tax Advisory Board

The Tax Advisory Department is a centralized body with economic sufficiency that is made up of experienced tax experts, whose fundamental objective is the Company’s tax management in accordance with Ferrovial’s general principles and tax policies.

Since 2017, it has submitted annually, and on a voluntary basis, the Tax Transparency Report to the Spanish Tax Agency, which has strengthened legal certainty, mutual knowledge and reciprocal trust with the tax authorities.

TAX RISK PREVENTION AND MANAGEMENT

The main objective of Ferrovial’s Tax Governance, Risk and Compliance System (Tax GRC) is to establish a governance framework in tax matters that ensures that the Company’s actions and operations are governed by clear principles, values and rules, aligned with the Code of Ethics and Business Conduct and other corporate governance rules. This allows any employee, person or entity that has a relationship with the Company to make the appropriate decisions to comply with tax law.

This due diligence framework is subject to a process of continuous monitoring and control in order to ensure strict compliance with applicable laws and the adoption of the highest ethical standards in the development of the Company’s activities. The management and analysis of the operation of this system is the responsibility of the Tax Advisory Department, and the Compliance Department is in charge of supervising the operation and effectiveness of the system.

Minimum taxation of multinational groups

Pillar Two is an international regulatory framework aimed at ensuring that the worldwide profits of multinational groups are subject to a tax rate of no less than 15% in each jurisdiction in which they operate. The rules were designed by the OECD’s Inclusive Framework and subsequently incorporated into EU law through EU Council Directive 2022/2523 of December 14, 2022. In The Netherlands, the Minimum Tax Act of 2024, based on the EU Directive, is applicable to financial years beginning on or after December 31, 2023.

The Pillar Two rules provide that, if in certain jurisdictions in which Ferrovial operates the effective tax rate (given by the ratio between the adjusted accounting profit and the adjusted corporate income tax paid in that jurisdiction) falls below 15%, then Ferrovial must pay an additional tax (the so- called top-up tax) to reach the 15% corporate income tax rate threshold.

Ferrovial estimated its potential exposure to Pillar Two for the financial year 2024 based on the financial statements at the end of the financial year, concluding that no top-up tax arises in any of the jurisdictions in which it operates.

Tax havens

Ferrovial does not carry out operations in any jurisdiction considered as a tax haven by the Netherlands Tax Administration, nor as a country or territory that has been designated as non-cooperative in tax matters by the European Union.