ESRS S1 Own personnel

SBM – 2: INTERESTS AND VIEWS OF STAKEHOLDERS

During the Double Materiality analysis, Ferrovial assessed its knowledge of the types of workers in its value chain, with special attention given to vulnerable groups such as migrants, employees in regions at high risk of forced labor, and self-employed and temporary agency workers. In countries such as the U.S. and Canada, specific contractual requirements were implemented, ensuring that companies employing vulnerable people designate parties responsible for managing these relationships. In Canada, this monitoring is particularly important for project workers.

With respect to subcontractors, Ferrovial works mainly with local companies. Given that its operations are not executed in regions with a high risk of forced labor, this risk is considered low and not significant. This guarantees the transparency and traceability of labor management.

In terms of raw material procurement, Ferrovial prioritizes local sourcing, with more than 90% of purchases coming from nearby sources, such as aggregates, concrete and steel, thus minimizing the risks associated with inadequate labor practices.

The Company ensures that all workers who may be significantly affected in its value chain are duly considered in its operations and business relationships. A detailed analysis of each group of workers was conducted, identifying especially vulnerable groups, such as migrants and young people, who may face greater risks. However, no geographical areas or raw materials with significant risks of child or forced labor were identified.

Ferrovial’s strategy and business model are deeply influenced by the interests, opinions and rights of its workforce, a key stakeholder group. The active involvement of management and employees reflects the Company’s commitment to creating a safe and healthy work environment, which directly impacts the strength and sustainability of its business strategy.

To ensure that its business model is aligned with the needs of its workforce, Ferrovial conducts periodic satisfaction and engagement surveys once a year, which allow employees to express their opinions on topics such as sense of belonging, professional development, compensation, reputation, work experience, culture and diversity and inclusion. The results of these surveys are used to identify key areas for improvement, which influences strategic decision-making and the continuous adjustment of the business model.

Ferrovial’s strategy promotes the creation of positive impacts, especially in key areas such as employee safety, training and the development of professional skills. These areas, which are fundamental to the Company’s business model, not only produce benefits for the workforce, but also strengthen the Company’s long-term sustainability and competitiveness.

Ferrovial adopts a comprehensive approach that encompasses both the responsible management of workers in its supply chain and the promotion of the well-being and development of its internal workforce. This commitment ensures that the Company not only mitigates the risks associated with vulnerable groups, but also takes advantage of opportunities for growth and continuous improvement in all its operations.

In short, respect for human rights, the protection of the most vulnerable groups and the promotion of a safe and constantly developing work environment are fundamental pillars of Ferrovial’s strategy. This strengthens its position as a responsible and sustainable company, in harmony with the expectations of its employees, customers and other stakeholders.

SBM – 3: MATERIAL IMPACTS, RISKS AND OPPORTUNITIES AND THEIR INTERACTION WITH STRATEGY AND THE BUSINESS MODEL

At Ferrovial, the workforce is at the heart of its operations, strategy, and business model. Every employee, whether salaried, self-employed, or engaged through third-party providers, plays a crucial role in the Company’s mission to deliver sustainable infrastructure solutions globally. Recognizing the complexity and challenges in its operating environments, Ferrovial has developed a clear understanding of the potential and actual impacts on its workforce, using these insights to adapt its strategy and share its future.

The Company’s operations inherently involve risks, particularly in sectors like construction and infrastructure management. Health and safety are top priorities, given the potential for work-related accidents or injuries. These risks are carefully managed through robust safety protocols and continuous training. While negative incidents like individual accidents are not systemic within Ferrovial’s operations, the Company treats each occurrence with utmost seriousness, implementing measures to prevent recurrence and minimize potential reputational, operational, and financial risks. For example, reputational risks from accidents with severe consequences could undermine trust, while operational delays stemming from workforce disruptions could impact project timelines. To address these, Ferrovial has integrated rigorous safety standards and monitoring systems across all projects, ensuring compliance and care for its workforce.

But it isn’t just about mitigating risks; it’s about seizing opportunities. Ferrovial sees its people as a source of strength and innovation. Programs focused on professional development, such as tailored career pathways, enable employees to grow alongside the Company. This approach enhances job satisfaction and productivity while fostering loyalty and reducing turnover. The shift toward permanent contracts and improved working conditions reflects Ferrovial’s commitment to creating a supportive and inclusive environment. Moreover, the Company’s emphasis on diversity and equality ensures that all employees feel valued, with mechanisms in place to address any concerns and safeguard their rights.

As Ferrovial embarks on its journey to sustainability, its workforce stands at the forefront of this transformation. The Company’s carbon reduction strategies, aligned with international agreements, present new opportunities for job creation, upskilling, and professional growth. Employees are empowered to adapt to emerging roles, particularly in green projects and technological innovations, ensuring they remain integral to Ferrovial’s evolving mission.

Throughout this journey, Ferrovial leaves no room for practices that violate fundamental rights. Its operations are free from risks of forced or child labor, backed by a comprehensive due diligence process that ensures compliance across all regions. This diligence reflects the Company’s unwavering commitment to ethical practices and the welfare of its workforce.

Ferrovial understands that certain groups within its workforce face unique risks and opportunities. Younger employees benefit from structured development programs, while workers in high-risk environments receive enhanced safety measures tailored to their needs. Employees engaged in cutting-edge projects, such as digital infrastructure, are offered opportunities to advance their skills and contribute to transformative initiatives.

In every decision, Ferrovial ensures that its workforce remains central to its strategy. By aligning employee well-being with its broader goals, the Company not only navigates risks but also unlocks opportunities for growth, innovation, and sustainability. This holistic approach reinforces Ferrovial’s commitment to its people and paves the way for a resilient and inclusive future.

Ferrovial’s workforce lies at the core of its operations and success. Recognizing this, the Company has developed a comprehensive approach to human rights, inclusion, and employee collaboration that integrates respect for international standards, proactive participation mechanisms, and targeted measures for vulnerable groups. This holistic framework ensures that the well-being, rights, and voices of employees are prioritized in every aspect of its operations.

A key pillar of this approach is the inclusion of staff perspectives in decision-making. Ferrovial has implemented mechanisms to actively engage employees and their representatives, ensuring that their insights contribute to shaping policies and addressing challenges. Through structured initiatives such as climate surveys, risk assessments, and performance evaluations, employees can provide valuable feedback, which is followed up in discussions with managers to propose improvements. Representative bodies, including personnel delegates and its councils, further ensure collective representation, while regular collaboration through collective bargaining agreements guarantees transparency and alignment on matters that affect employees. This collaborative environment is operationally overseen by senior managers in Human Resources, who play a pivotal role in driving engagement initiatives. The HR Culture and Engagement team coordinates employee opinion surveys to gauge satisfaction and identify areas for improvement. Simultaneously, compliance mechanisms, such as the Ethics Channel, ensure that employees have a confidential and anonymous platform where they can raise concerns, with protections against retaliation reinforcing trust in the process.

The Diversity and Inclusion Policy, coordinated by the Global Head of Diversity and Inclusion, is materialized through the diversity and inclusion strategy and its priorities are:

• In the area of gender diversity, Ferrovial continues to work toward equality and the promotion of female talent. The presence of women in leadership positions is 20%, in line with the goal of having 30% women in this group by the end of 2025. This target is higher than the percentage of women in the Group’s entire workforce, which stood at 17% in 2023. In this regard, the Company commemorates key dates related to gender diversity, such as International Women’s Day and International Women in Engineering Day, and has created women’s communities in the main geographical areas as a lever for promoting gender equality through empowerment, networking and the visibility of female talent. In addition, the Company ensures compliance with equal pay for men and women, for which different actions have been developed to correct possible deviations. The global average pay gap calculated is 3.24%. It should be noted that the Company holds the “Equality Distinction” awarded by the Spanish Ministry of Equality, which certifies Ferrovial’s good practices in this area.
• In relation to cultural diversity, the Company has promoted various initiatives to increase collaboration between multicultural teams and foster cultural intelligence. In this regard, the Company has commemorated key dates such as Black History Month, International Day for Cultural Diversity, Juneteenth, and South Asian Heritage Month, among others. The progress made in this area of diversity was recognized with the first prize in the Top Intercultural Diversity Company category, awarded by Intrama.
• In terms of LGTBIQ+ diversity, awareness-raising actions are carried out to create a safe space for the LGBTIQ+ community in which everyone feels free and safe to be themselves. Thus, the collaboration with REDI (Business Network for LGBTI Diversity and Inclusion in Spain) merits mention to promote an inclusive and respectful environment, where the talent of each person is valued regardless of identity, gender expression and sexual orientation.
• In the area of functional diversity, Ferrovial collaborates with different entities to promote the hiring of people with disabilities in the workplace, in addition to developing awareness-raising actions on this issue to mitigate possible biases associated with this group.

In addition to the actions described above, last year “Diversity and Inclusion Month” was celebrated, during which multiple initiatives were developed around this matter at a global level. For their part, the Employee Resource Groups act as ambassadors of diversity and inclusion, promoting the aforementioned initiatives.

As a result of the above, more than 150 actions related to different diversity dimensions were developed this year in all the BUs/geographies in which we operate. In this way, we promote an inclusive work environment that fosters collective intelligence among our talent, increases our capacity for innovation, and boosts our competitiveness and sustainability as a company.

It should also be noted that Ferrovial has a global Anti-Discrimination Policy and Harassment Prevention Protocol to ensure dignified and respectful treatment throughout the organization and a work environment free from harassment, discrimination and bullying. The policy also provides a protocol for dealing with possible complaints. In order to promote awareness of this protocol, a specific mandatory course was developed for managers and selection teams to mitigate legal risks and avoid the possibility of reverse discrimination in the decision-making and promotion processes. To this end, it has an online training pathway with 130 plus resources available, including content on unconscious bias, inclusive leadership, and other relevant aspects of diversity.

Ferrovial’s commitment to human rights strengthens this framework by aligning with international standards such as the United Nations Guiding Principles on Business and Human Rights, the ILO Declaration on Fundamental Principles and Rights at Work, and the OECD Guidelines for Multinational Enterprises. These commitments are reflected in policies that promote non-discrimination, equitable salaries, freedom of association, and safe working conditions. Collaboration with employees remains central, as the Company leverages communication channels and collective agreements to ensure that the workforce’s voices are heard and acted upon. When violations of rights occur, Ferrovial ensures swift and effective remedies through internal mechanisms, including the Ethics Channel and coordinated investigations, to prevent recurrence and provide redress. Ferrovial extends its dedication to diversity and inclusion through targeted measures for vulnerable and marginalized groups. The Equality Plan, which is impacts only in Spain, encompasses over 80 initiatives, including professional development programs, and actions to ensure equal pay for equal work. The Diversity and Inclusion Strategy focuses on underrepresented groups, such as women, while also addressing unconscious biases through specialized training for managers and recruiters. Collaborations with organizations supporting people with disabilities further underline Ferrovial’s commitment to fostering a diverse and inclusive workplace.

To ensure continuous improvement, the monitoring and evaluation processes led by the Equality Committee play a critical role. Regular audits of the Equality Plan and insights from employee opinion surveys enable the Company to refine its measures and develop new actions to promote diversity and foster inclusion. This commitment not only aligns with international standards but also strengthens Ferrovial’s position as an employer that values diversity, equity, and collaboration.

By weaving together these elements—human rights policies, employee collaboration mechanisms, and targeted inclusion measures—Ferrovial creates a work environment that respects and empowers its workforce. This integrated approach not only enhances operational excellence but also reflects
the Company’s dedication to building a sustainable, equitable, and inclusive future for its employees and the communities it serves.

S1 – 2: PROCESSES FOR COLLABORATING WITH OWN WORKFORCE AND EMPLOYEE REPRESENTATIVES ON ISSUES

Collaboration with own workforce and representatives: Ferrovial considers the viewpoints of its personnel as a key source for making decisions related to the management of real and potential impacts on its workers. These perspectives are gathered through direct and indirect participation mechanisms, ensuring that both employees and their representatives are informed and actively involved.

The social dialogue process is conducted at several collective bargaining levels:

At the sectoral level (construction, industry, and water sectors), through participation on negotiation tables and parity committees at both national and regional levels, as Ferrovial is recognized as one of the most representative companies in its areas of operation.

At the company level, through ongoing dialogue tables with Union Sections and negotiation processes with various collective and individual representation bodies, including works committees and personnel delegates.

While collective bargaining forms the foundation of this dialogue, these mechanisms also serve as daily communication channels to address employee concerns and involve them in all labor-related policies that impact them.

The frequency of social dialogue at Ferrovial is continuous, covering both regularly scheduled and ad-hoc engagements required by labor regulations, as well as those initiated by either the company or social representatives whenever necessary. Ferrovial launches annual employee satisfaction surveys that include aspects such as sense of belonging, professional development, compensation, reputation, work experience, culture and diversity and inclusion. Ferrovial continues to strengthen the role of managers as responsible for the working climate and the commitment of their teams, providing them with tools to analyze and improve them. The last survey conducted in December 2024, achieved a participation rate of 76.07% and an overall satisfaction level of 7.8/10.

The main mechanisms include:

• Opinion and Climate Surveys: Collect information on job satisfaction, corporate culture and diversity and inclusion.
• Risk and Performance Assessments: Include feedback meetings with managers to address individual and collective concerns.
• Workers’ Legal Representation (RLT): Individual and collective requests channeled through personnel delegates, Works Committees and Union Sections.

Operational responsibility General Human Resources Management (HRM) leads the collaboration with employees and performs the following functions:

• Opinion Surveys: Coordinated by the Culture and Engagement area, Ferrovial conducts annual satisfaction surveys among its professionals, which include 32 items related to satisfaction, loyalty, happiness, culture, diversity and inclusion, along with two open comment questions where colleagues can make their suggestions anonymously. Once this feedback is collected, action plans are made for every business unit.
• Ethics Channel: Managed by the Compliance and Risk area, with support from Internal Audit to analyze priority communications and ensure their effective resolution. The Compliance Manager reports quarterly to the Audit and Control Committee, and annually to the Board of Directors.

Effectiveness Evaluation The effectiveness of the collaboration is measured through:

• Annual Satisfaction Surveys: These include topics such as sense of belonging, professional development, compensation, reputation, work experience, culture and diversity and inclusion. Ferrovial continues to strengthen the role of managers as responsible for the working climate and the commitment of their teams, providing them with tools to analyze and improve them.
• Feedback Processes: Performance evaluations and impact of impact on work dynamics.
• Dialogue with the LTR: Regular meetings to address specific concerns and propose corrective actions

Specific measures to foster gender equality: Ferrovial implements more than 80 equality measures in Spain, which are covered in the following areas of action:

1. Recruitment and Selection
2. Professional Classification
3. Training
4. Professional Promotion
5. Working Conditions
6. Communication and Language, Awareness
7. Female Underrepresentation
8. Compensation Policy
9. Occupational Health
10. Work-Life Balance and Reconciliation of Personal, Family, and Work Life
11. Prevention of Workplace, Sexual, and Gender-Based Harassment
12. Protection of Female Workers Victims of Gender-Based Violence

Monitoring and evaluation compliance with the measures is done through audits conducted by the Equality Committee and through the results of employee opinion surveys, which include specific questions on equality, diversity and inclusion.

S1 – 3: PROCESSES TO REMEDIATE NEGATIVE IMPACTS AND CHANNELS FOR OWN WORKERS TO RAISE CONCERNS

Own worforce can report concerns to the HR Department, their direct manager or through the Ethics Channel.

The Company makes an Ethics Channel available to its employees and stakeholders, a confidential and—if the whistleblower wishes—anonymous system (in accordance with applicable legislation), to facilitate the reporting of any possible irregularity, non-compliance or behavior contrary to Ferrovial’s ethics, law and internal rules, including in particular possible cases of fraud or corruption, anti-competitive practices, human rights violations, financial and tax matters or damage to the environment. Likewise, matters related to accounting, internal accounting controls, auditing or questionable financial practices of Ferrovial, as well as any alleged misconduct by members of the Board of Directors, all of which are considered to be “Priority Communications” under the Ethics Channel policy, may be reported. Priority Communications shall be managed by the Internal Audit Department and those involving actual or suspected misconduct of the Board shall be managed by the Chairman of the Audit and Control Committee.

All communications are handled objectively and diligently in accordance with the Ethics Channel Policy and for dealing with Queries, Complaints and Reports Throughout the process, the rights of those involved, in particular the presumption of innocence, will be respected. Likewise, the absence of reprisals is guaranteed to all informants in good faith and to those who participate in the investigation of communications.

Communications will be processed by the most appropriate department according to their circumstances, favoring greater geographical proximity to the informants, independence and the absence of conflict of interest of those responsible for the investigation. To assist teams that may be involved in this task in their respective areas of expertise, the Compliance Department has developed an Investigations Guide. In addition, training sessions were held through the Compliance Network to ensure diligent management of all communications and respect for the people involved.

• The Compliance Department periodically reviews communications that were already closed, to prevent possible cases of retaliation. In 2024, a new course on Practical Information for Avoiding Retaliation in the Workplace was deployed for managers and employees involved in decisions about other employees (recruiting, promotion, mobility, layoffs, disciplinary measures and others). 96 employees were trained.

The Chief Compliance Officer reports quarterly to the Audit and Control Committee, and annually to the Board of Directors, on the communications received and the steps taken in relation to them.

The Ethics Channel can be accessed by telephone, post, intranet or the corporate website (https://Ferrovial .com). In addition, specific communication channels have been established in certain Group companies where it is considered appropriate.

There is more information about the communications received in the Ethics Channel (ESRS G1-1.)

The communication management process and the possibility of communicating with the informant will be described in more detail in the Safe Mailbox section.

Once the communication is received, communications will be securely received and handled to ensure, to the fullest extent possible, the confidentiality of (i) the identity of the sender(s) and any third party mentioned in the communication and (ii) the actions implemented in handling and processing the communication. Communications will also be received and handled in a manner that ensures data protection by preventing access to unauthorized person to the fullest extent possible. Investigations shall be carried out in an objective, fair, thorough, and diligent manner with the utmost care and consideration in accordance with internal procedures and applicable law. Independence and the absence of conflicts of interest in the process shall be ensured to the fullest extent possible. Throughout the process, to the fullest extent possible, the rights of those involved will be respected, including the presumption of innocence and the honor of the person concerned.

The sender and Management Body may contact each other through the Ethics Channel (secure correspondence section) which allows confidential contact to be maintained, even if the complaint is anonymous, to request additional information or clarifications of the information reported and ensuring that the sender is informed about the progress of the case and the actions taken. It works both ways, so the sender or the Management Body may get in touch if considered necessary. Finally, the sender will be informed of its closing and output.

The knowledge and trust of the Ethics Channel is evaluated through satisfaction surveys completed at the end of the mandatory training courses. The last survey was launched with the new course on the Code of Ethics and the result was that 89.42% were aware of the existence of the Ethics Channel, 71.16% knew how to access it, and 93.7% trusted the Ethics Channel and how it is managed.

The remediation measures adopted are mainly disciplinary actions (including termination), training programs or change of internal processes or procedures, all pursuant to the applicable internal procedures, collective bargaining agreements and applicable law. The regulations applicable in the different jurisdictions in which Ferrovial does business shall also be considered. In 2024, a new course on Practical Information for Avoiding Retaliation in the Workplace was deployed for managers and employees involved in decisions about other employees (recruiting, promotion, mobility, layoffs, disciplinary measures and others).

Once the corrective measures are put in place, the management bodies responsible for the communication should follow up the implementation of the different measures, in addition to following up the people involved to confirm no retaliations are occurring.

The Ethics Channel is managed by the Compliance Department through a third-party IT tool for sending and handling all communications. Those with responsibility for managing communications shall have access to the IT tool, as appropriate, and it will serve as a repository for all communications received.

In addition, there is a suggestion box enabled on the Company’s intranet and managed by HR so that employees can send their suggestions and needs directly to the HR Department.

All kinds of queries can be sent through the channel and there is also a suggestion box on the Company’s intranet

All communications are managed objectively and diligently in accordance with the Ethics Channel Policy and policy for handling queries, complaints and reports. Investigations shall be carried out in an objective, fair, thorough, and diligent manner with the utmost care and consideration in accordance with internal procedures and applicable law. Independence and the absence of conflicts of interest in the process shall be ensured to the fullest extent possible. Throughout the process the rights of those involved will be respected, including the presumption of innocence and the honor of the person concerned, to the fullest extent possible. Likewise, the absence of reprisals to all informants in good faith and to those who participate in the investigation of the communications shall be guaranteed. In 2024, a new course on Practical Information for Avoiding Retaliation in the Workplace was deployed for managers and employees involved in decisions about other employees (recruiting, promotion, mobility, layoffs, disciplinary measures and others).

DISCLOSURE REQUIREMENT S1 – 4: TAKING ACTION ON MATERIAL IMPACTS ON OWN WORKFORCE, AND APPROACHES TO MITIGATING MATERIAL RISKS AND PURSUING MATERIAL OPPORTUNITIES RELATED TO OWN WORKFORCE, AND EFFECTIVENESS OF THOSE ACTIONS

Health, safety and wellbeing (HSW) are fundamental values for Ferrovial and are supervised by the Board of Directors at each meeting held throughout the year. The Health and Safety Policy, approved by the Board, establishes the principles and values that guide the behavior of employees and subcontractors. This policy is implemented through the HSW strategy, approved in December 2019 and extended until 2026. The strategy outlines the path to achieving objectives, focusing on operational excellence to improve Serious Injury and Fatality (SIF) Prevention.

In the event of a significant negative incident, Ferrovial established procedures to ensure proper resolution. These measures include:

• Complaint and protection mechanisms: An accessible and confidential whistleblowing channel to address conflicts and promote timely solutions.
• Compensation and support: When applicable, the Company implements redress measures, such as economic compensation, revision of labor policies, and workplace improvements to prevent future incidents.
• Ongoing monitoring: Ferrovial actively monitors the impact of its policies and programs to ensure corrective measures effectively mitigate risks in the long term.

Ferrovial set a measurable and time-bound sustainability target to evaluate progress toward enhancing health and safety performance across its operations. The Group aims to reduce the Serious Injuries and Fatalities Frequency Rate (SIFR) by -31.8% in 2026 compared to the 2022 baseline. This target demonstrates Ferrovial’s commitment to ensuring safe working environments and promoting the physical and mental wellbeing of its personnel. The target aligns with Ferrovial’s overarching objective of promoting a culture of safety and wellbeing within the organization. By fostering safe working environments, the Company seeks to reduce the frequency and severity of serious injuries and fatalities.

Interim milestones include a 10% reduction by December 31, 2023, and a 19% reduction by December 31, 2024. The frequency rate per million hours worked is the unit of measurement. This target applies to all direct Group operations, including employees and subcontractors at project sites and operational facilities worldwide. The 2022 Serious Injuries and Fatalities Frequency Rate serves as the baseline for this goal, ensuring a consistent measurement framework for progress evaluation. The target is set for the period 2022–2026, with interim milestones to track progress. Ferrovial developed a unique methodology to calculate a homogeneous global rate, as there is no internationally recognized standard for health, safety, and well-being (HSW) KPIs. This approach enables the Company to establish and monitor a global HSW KPI consistently.

The health and safety of employees are integral to Ferrovial’s stakeholder model. In all operating countries, employee health and safety rights are mandated by national labor or specific health and safety laws, often including government oversight to set safety standards and conduct workplace reviews. No changes were made to the target or its underlying methodologies since implementation, maintaining the comparability of the target. As of December 31, 2024, a 19% reduction in the Serious Injuries and Fatalities Frequency Rate compared to 2022 had been achieved (10% reduction in 2023). This progress reflects Ferrovial’s sustained efforts toward achieving its health and safety objectives by 2026.

Ferrovial’s talent strategy aims to position the Company as a benchmark employer in its key markets, promoting the professional growth, health and wellbeing of its employees, and fostering diverse teams capable of generating positive changes in both the organization and society. The pillars of this strategy are commitment, organizational agility and innovation in people management.

To mitigate the negative impacts on its personnel arising from the transition to a greener and more climate-neutral economy, Ferrovial has adopted training and retraining programs, which ensure that employees acquire the necessary skills in a constantly evolving work environment. In 2024, a total of 268,967 hours of health and safety training were conducted. The Company also offers support measures, such as career counseling, coaching, internal outplacement and early retirement plans, in situations of restructuring or downsizing.

Recognizing the challenges of transitioning to a climate-neutral economy, Ferrovial has adopted various mitigation measures to protect its workforce. In addition to training and retraining programs, Ferrovial offers employment guarantees and individualized support in situations of change, ensuring the adaptation and resilience of its teams in a context of transformation.

Ferrovial understands that inadequate occupational safety management at construction sites could lead to significant reputational risks and legal liabilities. Therefore, it implemented a comprehensive occupational safety plan, designed to comply with current regulations and proactively adapt to regulatory changes, technological innovations and best industry practices. Regular audits, both internal and external, verify compliance with these standards and strengthen the culture of prevention. This rigorous management helps mitigate operational risks, protecting personnel integrity and ensuring Ferrovial’s corporate reputation.

Promoting robust health and safety standards in operations is a strategic priority in connection with employee wellbeing. This includes implementing strong management systems, employee training, and leveraging real-time data to predict and prevent accidents.

The extension of Ferrovial’s Health, Safety, and Wellbeing (HSW) strategy was accompanied by several adjustments to adapt to organizational changes since its approval. This has led to a more operational approach based on three layers of protection:

• Planning and preparation: At the worksite level, planning requires collaboration to ensure resources and supervision for SIF prevention.
  Preparedness is at the crew level to eliminate improvisation.
• Control and verification: This involves controlling SIF risks through direct, mitigating, and administrative interventions and the implementation of Ferrovial HSW standards. Verification includes pre-start and ongoing checks to ensure SIF risk controls are in place.
• Culture, competence, and awareness: Competence is essential for all work activities, with some requiring specific qualifications. Situational awareness is crucial and may serve as the last defense layer for SIF prevention.

As part of the 2024 Health, Safety, and Wellbeing Strategic Plan, various activities were implemented involving all of the strategy’s pillars, focusing on leadership, training, competency, resilience, and engagement:

• Leadership: Fostering transparency and accountability, focusing on the quality and outputs from leadership engagements and executive incident
  reviews (EIR). In 2024, Executive Incident Reviews analyzed “high potential events” that could have resulted in serious injury or fatality. A new leadership indicator was established to monitor the closure of actions related to executive incident reviews, and the fourth edition of the Chairman Health, Safety, and Wellbeing Awards was held.
• Competency: Developing team members through a competency framework, to inspire and empower safe work practices. The “License to Operate” program, launched in 2020, aims to identify critical health, safety, and wellbeing positions by defining specific competencies. To reinforce this initiative, the program Safety Leadership for Supervisors and Managers (SLSM) trains leaders to supervise safety, influence, advise, guide, direct, and manage, developing basic leadership and safety management skills. Frontline leaders are empowered to understand, communicate, and drive health, safety, and wellbeing.
• Resilience: Advancing continuous improvement by learning from experiences to innovate and reduce risk. The focus was shifted from reacting to high potential events to proactively identifying high potential conditions and behaviors through health and safety observations. As the organization focuses on implementing improvement actions, the business for SIF prevention can be improved. Improvement actions come from various sources, including health and safety observations, safety inspections, audits, field suggestions, and executive incident reviews.
• Engagement: Promoting a culture of care where team members look out for one another and speak out about unsafe situations. In 2024, initiatives were launched under this pillar of the strategy: the fourth edition of the Health, Safety, and Wellbeing Week, emphasizing the operational approach and its layers of defense, starting with the first layer: “Planning and Preparation” to reduce and eliminate risk through planning, and daily preparation for safe work execution.

Ferrovial’s wellbeing strategy, known as HASAVI (Healthy Habits for Life), is integrated into the global Health, Safety and Wellbeing Strategy, and is based on four pillars: physical, mental, social, and financial wellbeing. Given the geographic dispersion and complexity of the organization, the wellbeing strategy is developed both globally and locally to adapt to specific work environments.

Key elements of Ferrovial’s wellbeing strategy include:

• Wellbeing Committee: This committee, composed of representatives from all business units, is tasked with establishing the wellbeing roadmap for the Company.
• Governance system: A coordinated network involving HR, HSW, the Ambassadors network, and the Communication Department ensures internal partnerships and stakeholder engagement.
• Ambassadors network: Over 100 well-being ambassadors worldwide identify needs and launch health-related initiatives, promoting a culture of wellbeing throughout Ferrovial.
• Training: In 2024, new training pathways were introduced through eLearning and LinkedIn modules. Specific training for managers on mental health and team care is scheduled for early 2025.
• Calendar and communications: Ferrovial employs a robust communication strategy for health and wellbeing, utilizing various channels to highlight prevention and dissemination campaigns. In 2024, around 68 posts were shared on the corporate intranet, garnering over 5,898 views and 209 interactions. Additionally, 335 posts on internal social media channels achieved 189,418 views and 2,101 engagements.

In each of the four wellbeing pillars, the following actions are highlighted:

• Physical Well-being:
  • Global platform/app: In 2024, United Heroes saw a 53.9% increase in registered users.
  •  Health Agreements: Partnerships with health centers, gyms, online platforms, and physiotherapy.
  • Sporting events: Soccer, paddle tennis, Olympics and mountain outings.
  • Workshops: Guides and workshops on prevention and awareness.
  • Participation in charity races.
  • Group activities: Weekly yoga, Pilates, boxing, global training and indoor cycling sessions.
  • Nutrition: Personalized advice from nutritionists.
  • On-site and online workshops: menopause, cancer prevention, cardiovascular health campaigns, etc.

• Mental and emotional wellbeing:
  • Psychological support programs for employees and families.
  • Specific workshops on emotional management and personal growth (resilience, self-leadership, mental health, eating disorders, etc.).
  • Mindfulness practices.

• Social well-being:
  • Team building activities.
  • Healthy breakfasts.
  • Promotion of family activities: hiking, nordic walking, etc.
  • Volunteer actions and community involvement.
  • Application of positive psychology and generation of healthy ecosystems within the workplace.

• Financial well-being:
  • Promotion of Ferrovial’s financial support programs to employees.
  • Flexible compensation plans.
  • Specific in-person and online training in finance.
  • Guides for better financial management.

To fully leverage all opportunities identified, Ferrovial implemented the following actions:

• Enhancing productivity and job satisfaction: The Company fosters a culture of prevention and responsibility, improving working conditions, reducing workplace accidents and occupational illnesses, and lowering absenteeism. These actions contribute to employee satisfaction and retention.
• Attraction and retention of talent: By focusing on high-value technological projects, Ferrovial allows employees to develop in innovative and professionally attractive areas, reducing staff turnover and boosting motivation and engagement.
• Training and professional development: Training and reskilling programs ensure employees acquire necessary skills in an evolving work environment. Support measures such as career counseling, coaching, internal outplacement, and early retirement plans are provided during organizational changes.
• Diversity and inclusion: Ferrovial promotes diverse teams to enhance creativity and innovation, contributing to project success and improving global competitiveness.

These initiatives strengthen Ferrovial’s position as a benchmark employer in its key markets and drive positive changes both within the organization and in society.

The results for 2024 have been highly positive, with significant increases in participation and adherence to various initiatives. Wellbeing emerged as the most improved factor in the latest survey, with 91% of employees believing HASAVI enhances the working environment and relationships with colleagues, and 82% feeling it contributes to improved productivity, creativity, and concentration.

Finally, Ferrovial adopts a comprehensive and rigorous approach to the protection and handling of personal data, ensuring that its practices do not cause or contribute to material negative impacts on its workforce. The Company strictly complies with current legislation on data protection and has implemented updated mechanisms that include internal controls, regular audits and training for employees on the correct management of personal data.

In situations where tensions may arise between business pressures and the need to mitigate negative impacts, the Company always prioritizes compliance with data protection regulations, ensuring that the security and privacy of information are not compromised. Transparency in monitoring and complying with these regulations is fundamental to its reporting, reflecting its commitment to best practices in data protection and respect for its workforce.

S1 – 5: TARGETS RELATED TO MANAGING MATERIAL NEGATIVE IMPACTS, ADVANCING POSITIVE IMPACTS, AND MANAGING MATERIAL RISKS AND OPPORTUNITIES

Employee’s health and safety of employees are fundamental pillars of Ferrovial’s sustainability and corporate responsibility strategy. The Company is committed to ensuring safe working environments and promoting the physical and mental well-being of its personnel. The Company’s objectives include:

• Prevention of occupational risks: Reducing workplace accidents through advanced safety measures, training and awareness systems.
• Promotion of health and well-being: Encouraging healthy habits and overall employee well-being
• Regulatory compliance: Maintaining high safety standards in all projects, exceeding legal requirements and adopting international best practices.
• Safety culture: Engaging all organizational levels to consolidate a preventive safety culture.
• Safety innovation: Applying advanced technologies to continuously identify risks and improve working conditions.

Regarding diversity, it means fostering a work environment based on equality, equity, and performance, which not only recognizes but also values differences and generates real opportunities for each person to develop their full potential and contribute the best of themselves.The company also promotes gender diversity by encouraging female representation at all organizational levels, including leadership positions. As a global group, Ferrovial values and leverages multiculturalism, promoting collaboration among diverse teams.

Ferrovial has set a goal of achieving 30% women in management and leadership positions. The company has also set ambitious goals for the training and qualification of its employees, focusing on several key aspects: developing talent, fostering innovation, improving competitiveness and adapting to change.

Ferrovial ensures the involvement of its workforce and their representatives in defining objectives related to the management of material impacts, both negative and positive, as well as material risks and opportunities. This participation is reflected in records such as the minutes of the National Negotiation Table, Works Committees, and business associations where Ferrovial actively participates as a member of negotiation committees with unions. These forums provide a platform for dialogue and collaboration, enabling representatives to contribute directly to the establishment of impactful objectives aligned with the company’s priorities and challenges.

As part of the annual objective-setting process, employees propose their KPIs in collaboration with their hierarchical manager, who validates them. At the end of the year, the manager reviews the achievement level of these KPIs/objectives, which directly impacts the variable remuneration the employee receives.

During the annual Talent Review process, the manager evaluates the employee’s competencies, strengths, and areas for improvement. The employee also completes a self-assessment of these areas. The results of this process are reflected in the Individual Development Plan (IDP), where joint development actions are identified (including training, shadowing activities, mentoring, new projects, temporary assignments, internal mobility, etc.). This process is conducted for the White Collar population.

The company annually shares detailed information with social representatives regarding the degree of compliance with established objectives, which are entered into the Workday tool and displayed on the employee’s profile, which can be accessed at any time throughout the year for monitoring purposes. Supporting evidence includes minutes from the Monitoring Committee for variable compensation by objectives, highlighting the structured approach to keeping representatives informed and engaged in evaluating progress and aligning results with organizational goals. This engagement is formalized through agreements signed with union sections at a global level across the organization.

S1 – 6: CHARACTERISTICS OF THE UNDERTAKING’S EMPLOYEES

Ferrovial compiles employee data through a structured process to ensure accuracy and consistency:

• Extraction from Workday: For integrated countries and businesses, data is retrieved through specific reports.
• Validation and upload to Enablon: Contributors review and upload data using standardized templates.
• Management outside Workday: In non-integrated countries, data is collected from local systems and updated in Enablon.
• Key assumptions: The most recent and validated data is prioritized, ensuring consistency across regions and compliance with reporting standards. Therer are no estimations for the calculation related to the total head of employees, only the total hours in the gender pay gap in the remuneration area. To see more information refer to ESRS 2, BP-2.

This approach ensures reliable and standardized data collection across the organization.

Employee data is categorized as “Full-Time” or “Part-Time” and analyzed for trends. Any significant variations from prior periods are reviewed collaboratively with the respective units to identify their root causes.

Both the number of employees at the end of the period and the average number of employees throughout the year are reported.

To see the information about the total employees in the Financial statements, refer to Consolidated financial statements Section 2: Profit (LOSS) for the year 2.3 Staff Costs.

EMPLOYEES

Employee head count in countries where the undertaking has at least 50 employees representing at least 10% of its total number of employees.

NEW EMPLOYEE HIRES AND EMPLOYEE TURNOVER

The total number of new hires in 2024 was 16,043 (10,495 in 2023), which corresponds to a total hiring rate of 62.91% (42.32% in 2023), compared to the year-end workforce. The breakdown by country, gender and age is as follows.

S1 – 8: COLLECTIVE BARGAINING COVERAGE AND SOCIAL DIALOGUE

Ferrovial promotes an inclusive and participatory social dialogue environment in the European Economic Area (EEA), ensuring that its employees are represented at both establishment and European level. This commitment is reflected in the fact that 62.5% of its global workforce is covered by collective bargaining agreements. Employee representation is materialized through their participation in committees and negotiating tables, where key aspects such as working conditions, safety and employee welfare are discussed and agreed. Ferrovial also facilitates continuous communication between management and employee representatives at each plant, ensuring that their concerns and suggestions are heard and addressed.

For Ferrovial, the social partners are fundamental and are always legitimate from a legal point of view, having been elected through electoral processes carried out by the workers they represent or belonging to trade union federations that are representative of the sectors in which the Company operates. This structure ensures that employees’ voices are adequately represented and that their interests are effectively defended in negotiations and social dialogues, both at local and European level.

Within the framework of its operations in the EEA, in 2023, Ferrovial signed 134 collective bargaining agreements, a slightly lower figure than the 147 in 2022. These agreements not only regulate essential aspects of labor relations, but also incorporate specific clauses on occupational risk prevention, occupational health and safety, adapting to local regulations in each country. In the 2023 collective bargaining process, Ferrovial renewed or improved these provisions in some cases, as part of its commitment to the health, safety and wellbeing of its employees.

In Spain, 100% of the employees in the construction business are represented by trade unions. Even in cases where there are no Works Councils or workers’ representatives, they are represented by Union Sections, with which a State Negotiation Table was set up. This level of representation ensures comprehensive coverage for employees and strengthens social dialogue in the country. Ferrovial is working to provide similar data on union representation in other EEA countries where it has a significant presence. In addition, employees represented in the social dialogue in the EEA countries (Spain and Poland) account for 37.81% (with a total of 9,643 employees).

At the European level, Ferrovial strengthens its commitment to worker representation through a Framework Agreement signed in 2012 with the UGT FICA and Comisiones Obreras unions, as well as with the International Federation of Trade Unions (BWI). This agreement promotes the protection of labor rights in the construction and infrastructure sectors and guarantees a continuous democratic dialogue between the company and workers’ representatives through collective bargaining. This framework also ensures that workers’ interests are aligned with international standards of labor representation and respect.

Outside the EEA, Ferrovial also maintains a high level of commitment to collective bargaining. However, the information on the percentage of employees covered by collective bargaining agreements in these regions should be expanded, which will more fully reflect the overall scope of its social dialogue initiatives.

In this way, Ferrovial reinforces its commitment to an inclusive work environment, backed by effective union representation and continuous social dialogue that guarantees the well-being, safety and rights of all its employees.

Ferrovial does not have a European Works Council. Each company or subsidiary we have in European countries has its own union representation. However, in Construction we have signed an agreement with the BWI, the grouping of international trade unions (attached agreement) that promotes the development of unions in our sector and ensures compliance and safeguards workers’ rights.

At Ferrovial, the term “Top Management ” refers to professionals holding strategic leadership positions within the organization. For identification purposes, the classification includes Manager and higher-level categories, such as Executive, Senior Manager, and Head of Department, among others. These roles play a key function in decision-making, defining and implementing corporate strategy, and overseeing company operations.

Ferrovial set a clear and measurable objective aligned with its Diversity Policy: to ensure that the Leadership Team consists of at least 30% women and at least 30% men by December 2025. For the purpose, “Leadership Team” 1 refers to: Ferrovial’s Management Committee, Corporate Directors, Business Units’ Directors and their direct reports with “Head of” category. In addition, with respect to the goals, the applicable legal requirements of the relevant jurisdiction, including employment and labor law considerations, will be appropriately considered.It is important to highlight that the definition of the “Leadership Team” used in this section differs from the classification of organizational levels presented the previous tables. The Ferrovial Leadership Team (FLT) is a specifically defined ad hoc group, whose composition is outlined in the Company’s Diversity Policy. Unlike the general organizational structure reflected in the tables, the composition of the FLT does not follow the same hierarchical categorization but instead adheres to specific criteria established to meet strategic diversity objectives.

Furthermore, data regarding the composition of the FLT is produced manually on a monthly basis, allowing for detailed and up-to-date monitoring of its evolution. According to the most recent data, the current percentage of female representation in the FLT stands at 26.2%, demonstrating Ferrovial’s commitment to gender equity and progress toward the 2025 target.

This is an absolute goal calculated as a percentage, specifically targeting leadership and management positions.

The target does not rely on a specific baseline year, as it considers the current number of employees in the Ferrovial Leadership Team for each year of calculation. Additionally, an interim milestone of 27% was established to monitor progress toward the final goal. This is a cross-cutting objective that spans the entire Company and aligns with Ferrovial’s diversity and inclusion strategy.

The definition of this objective involves the participation of the CEOs of the different business units, highlighting its strategic and company-wide nature. Progress toward achieving this goal is reviewed quarterly to ensure it is met within the defined timeframe. The applicable legal requirements of relevant jurisdiction, including employment and labor law considerations, will also be appropriately considered.

S1 – 10: ADEQUATE SALARIES

Ferrovial reaffirms its commitment to ensuring that all its employees receive an adequate salary, aligned with relevant standards and benchmarks in each country where it operates. This commitment is validated annually through an analysis based on data from the Living Wage Foundation, which evaluates essential factors such as food, water supply, housing, transportation, clothing, healthcare, education and payment of taxes, among others. The results of this analysis confirm that 97% of employees in the countries where the Company is most active—Spain, United Kingdom, Chile, United States, Poland, Australia, Canada, Colombia, Portugal, Puerto Rico, and Turkey—receive salaries above the living wage.

For the remaining 3%, additional measures are being assessed to further align compensation with living wage benchmarks, reinforcing Ferrovial’s commitment to fair and competitive remuneration across all its operations.

Compliance within the European Economic Area (EEA)

In the EEA, Ferrovial ensures that, in countries with a legal minimum wage, remuneration complies with these regulations. In cases where there is no established minimum wage, the lowest employee salary is compared with regional indicators and international standards, such as 60% of the national average salary and 50% of the average gross salary. These references are aligned with Directive (EU) 2022/2041 on adequate minimum wages in the European Union. Ferrovial also ensures that salaries are above the living wage in all countries where it has relevant activity.

In Spain, for example, the minimum wage in the construction sector is regulated by the minimum wage tables of the provincial collective bargaining agreements and the General Sector Agreement. Ferrovial guarantees that, with specific exceptions and in the case of new hires with experience, the salaries paid exceed these minimum wage tables.

Compliance outside the EEA

Outside the EEA, Ferrovial complies with local minimum wage legislation in all countries where it operates, ensuring that no employee receives less than the minimum wage established at national or subnational level, either by legislation or collective agreements. In cases where there are no legal instruments or collective agreements regulating the minimum wage, the Company uses international benchmark indices. Ferrovial aligns itself with the standards of the Sustainable Trade Initiative (IDH) and the methodologies of the Wage Indicator Foundation and the Fair Wage Network. These methodologies, such as the one developed by Anker, ensure that salari are adequate to cover employees’ basic needs and respect the principles of collective bargaining.

Methodology and guarantees

To guarantee a homogeneous and transparent approach, Ferrovial uses internationally recognized methodologies, such as those provided by the Wage Indicator Foundation, which comply with the criteria established in the Living Wage Roadmap initiative. These methodologies ensure that salaries are appropriate and aligned with the principles of sustainability and employee welfare. Collective bargaining is also prioritized as a fundamental tool for establishing fair working conditions.

S1-12: PEOPLE WITH DISABILITIES

The General Law on the Rights of Persons with Disabilities and their Social Inclusion (LGDPD in Spanish) establishes that persons with disabilities are those who have physical, mental, intellectual or sensory impairments, foreseeably permanent, which, when interacting with various barriers, may prevent their full and effective participation in society, on an equal basis with others.

Following this provision, the LGDPD specifies that for all purposes, the following shall be considered persons with disabilities:

a) Persons with disabilities are those who have been recognized as having a degree of disability equal to or greater than 33 percent.

b) Social Security pensioners who have been granted a permanent disability pension in the degree of total, absolute or severe disability, and pensioners of passive classes who have been granted a retirement or retirement pension due to permanent disability for service or uselessness.

The number of employees as of December 31, 2024, with a disability of 33% or greater was 175 (121 in 2023), which represents 0.7% of the total workforce at the end of the period.

If an employee voluntarily decides to disclose their disability to the Company, they must provide a series of documents to be eligible for disability- related assistance. To be recognized as a person with a disability and to manage the corresponding assistance, the employee must upload a certificate endorsed by an official body to the HR system, certifying that they have at least a 33% disability.

For this purpose, Ferrovial makes a global tool available to the employee called Workday, which compiles detailed data related to the HR area. This tool consolidates the data of all employees, allowing us to extract consolidated or detailed information on each of them.

S1 – 14: HEALTH AND SAFETY METRICS

All fatalities have been properly investigated in an Executive Incident Review, with the top management in attendance and different actions were raised and taken as result. To change the negative trends, in addition to the 2024 HSW Plan approved, a “Plan de Choque” was prepared and implemented, with Global corporate actions and Business Unit specific actions, including, among other, different campaigns, stand downs and initiatives to improve HSW awareness among employees and contractors. Furthermore, the 2025-2026 HSW action plan approved is focused in SIF risks, contractor management and supervision, process improvement and culture & awareness.

In Ferrovial, all subsidiaries operate under a health and safety system based on the requirements of the legislation and regulations required in the country. In addition, in those countries or in the case of contractual requirements, these systems are certified by a third party in accordance with local or international regulations, as appropriate. To see more information about the Health and Safety strategy go to ESRS S1, S1-4.

S1 – 16: COMPENSATION METRICS (PAY GAP AND TOTAL COMPENSATION)

The ratio between (i) the total annual remuneration of the executive with the highest total annual remuneration in the country and (ii) the median annual remuneration of the employees of the country, whereby:

• The total remuneration of the executive with the highest total annual compensation in the country includes all remuneration components (such as fixed remuneration, annual variable remuneration, share-linked plans, and remuneration in kind).
• The median annual remuneration of employees is determined by calculating the median of the total target compensation of the employees of each country.

S1 – 17: INCIDENTS, COMPLAINTS AND SEVERE HUMAN RIGHTS IMPACTS

The number of incidents of discrimination including harassment filed through the Ethics channel and other communication channels affecting the company’s own workforce is 58. Of which have been 6 cases of discrimination and 52 cases of harassment identified through the Ethics Channel, all of which have been investigated and resolved or are in process of being investigated .Furthermore, 69 complaints have been filed through channels to raise concerns (including grievance mechanisms). With respect to severe human rights incidents there have been no incidents of such type. Thus no fines, penalties or compensations have been posted of any of the incidents and complaints disclosed above.