Sustainable Development - ACM2 . Avalora Content Manager - Ohl

Sustainable Development - ACM2 . Avalora Content Manager - Ohl

OHL Group Sustainable Development Report


OHL Group

Sustainable Development



OHL Sustainability Key Indicators 2007


2007 % Var.


2006 % Var.


Millions of Euros

Sales 3,764.4 14.8 3,278.2 34.2 2,442.7

Gross operating income (EBITDA) 542.9 11.0 489.2 71.4 285.4

Net income (1) 140.5 33.7 105.1 2.7 102.3

Total backlog 38,058.2 19.7 31,783.4 40.5 22,622.2

Equity attributable to the Parent 608.4 12.4 541.2 (4.0) 563.8

Stock market capitalization 2,014.90 (1.58) 2,047.31 69.61 1,207.05





2007 % Var.


2007 % Var.


2006 % Var.


������������������������������������������������������������������������������ 3,933 62 2,435 9 2,233


2006 % Var.


Creation of employment (no. of employees at year-end close) 14,069 8.84 12,926 2.2 12,652



29% 26% 41%

����������������������������������������������������������� 15.1 (16.1) 18.0 (15.6) 21.33

��������������������������������������� 4,334 (0.53) 4,357 (12.65) 4,988

������������������� 25.59 0.39 25.49 (13.44) 29.45

���������������� 0.65 0 0.65 (34.34) 0.99


general interest (Thousands of Euros)

4,526.07 (14.4) 5,287.54 72.42 3,066.65



2,635.77 (11.83) 2,989.30 49.67 1,997.15


Activities carried out under a Environmental Management





Training and environmental awareness instruction (*)



technicians incorporated into the company or into the

system (%)


% Var.


2006 (1)

% Var.





66.95% (3.71) 69.53% (6.19) 74.12%

79.08% (3.75) 82.16% (1.45) 83.37%

100% 100% 100%



Environmental audits performed

������ (73.7) ������ (65.2) �������


423 (0.5) 425 14.2 372



(1) Indicators recalculated in 2007.

0.17 (5.6) 0.18 (14.3) 0.21


Sustainable Development CONTENTS

Report 2007

Letter from the Chairman 2

Foreword 4

[1] / OHL in��������� ������7

[2] / What Responsibility means to OHL 25

[3] / Corporate Governance 41

[4] / Commitment to the People in the Group 53

[5] / Commitment to Products and Services 85

[6] / Commitment to Society 105

[7] / Commitment to the Environment and Climate Change 117

[8] / Indepent Assurance Report 147

Compliance with the requirements of GRI, the Global Compact and the Millennium

Development Goals

The OHL Group declares that this report has been prepared in accordance with the

recommendations contained in the Guidelines of the Global Reporting Initiative

(GRI), G3, in its A+ level of application. This level has been corroborated in the review

performed by GRI (GRI Checked).



Letter from

the Chairman

Juan-Miguel Villar Mir

Chairman of the OHL Group

I take great pride and

satisfaction in communicating

in this annual report the recent

inclusion of our company in the

prestigious FTSE4Good IBEX

sustainability index. This index,

created by the FTSE Group and

Spanish Stock Exchanges and


kind created in Spain to evaluate

the sustainability management

carried out by companies.

Forming part of the FTSE4Good

IBEX implies that OHL has been

recognized as having adopted the

appropriate policies and systems

to carry out its activity under

ethical, social and environmental


In addition to the satisfaction

which this recognition of our work

in favor of sustainability gives us,

inclusion in the FTSE4Good IBEX

also poses a great challenge for

us as well as an obligation to keep

ourselves on the same course

of continual improvement which

we have been implementing and

communicating in our Annual

Report since 2002, taking on

express commitments and setting

up the suitable management



Ever since 2003, the Group has

been publishing its Annual Report

on Sustainable Development

individualized, given the

quantity, quality and importance

of its contents, in which it

annually informs of the strategy,

management and performance

carried out in regard to ethical,

social and environmental

matters. This report responds

to the commitment undertaken

to maintain transparent

communication with all those

groups having a legitimate

interest in the development of

OHL activities, and likewise to

the conviction that, without the

communication and participation

of our stakeholders –customers,

human team, shareholders,

suppliers, subcontractors and

society in general- our activity

could not be fully evaluated.

In this regard, OHL aims to provide

the maximum long-term value

to its stakeholders in conditions

of sustainability, understanding

corporate responsibility to be an

integral commitment affecting

all Group activities and centers.

On the basis of this premise, this

OHL Group Report on Sustainable

Development has been drafted

in accordance with the principal

international standards,

taking into special account

the requirements of the Global

Reporting Initiative (GRI) Guide

for drafting sustainability reports,

GRI-G3, in its maximum level

attainable (A+) corroborated in

the review performed by GRI (GRI


As in previous years, the

present Report on Sustainable


an outside consultant, in an aim

to guarantee the veracity of the

procedures, contents and results.

Likewise, in 2007 for the second

consecutive year we have

conducted our Stakeholder

Consultation, in order to

be informed of stakeholder

expectations and the matters

which are most important to them,

which has allowed us to respond

more accurately to these matters

in the present report.

Sustainable Development Report 2007

The permanent relation of OHL

with its stakeholders allows us

to be connected with society and

to be informed of the problems

which cause the greatest concern

at any given time. Aware of the

importance of climate change

as a global challenge, the

Group Quality and Environment

Committee has taken on an


against climate change, which


development of strategies for the

short, medium and long term.

I also wish to highlight the

determination of the Group and

the means it has employed to

protect the biodiversity of the

ecosystems, aware of the need for

the sustainable management of

these ecosystems.

Research, development and

technological innovation are

key pillars for us in improving

productivity and sustainability,

through the development of

new production processes, new

materials, and, consequently,

new products. All R+D+I projects

carried out in 2007 generate

positive impacts in terms of


In regard to corporate governance,


the OHL Group approved the

amendment of the Corporate

Bylaws and the Rules of Procedure

of the Board of Directors of

the company, introducing the

changes required to bring their

contents in line with all of the


Code on Good Governance.

OHL strategy in human

resources has been adapted


internationalization of the Group,

managing diversity through a

suitable integration policy. Along

this line, the Group maintains


opportunities, based on the

principle of equal treatment and

the rejection of job discrimination,

promoting the social-labor

integration of the least favored


In view of the special priority

which the OHL Group gives to

occupational hazard prevention,

I am also pleased to highlight

the “Preventive Management


by the external auditor Crossber

Audit to the companies which

together make up the Group

Occupational Hazard Prevention

Service in Spain, as this


award for the prevention

management of our organization.

Likewise in 2007 we made

great strides in developing the

ambitious three-year objectives

plan approved by OHL in 2006

for those aspects of corporate

responsibility not covered by

other committees, a markedly

social and ethical plan which aims

to promote the dissemination

of and compliance with the

commitments which have been

taken on.

Lastly, I would like to highlight that

the global objective of creating

value for our stakeholders in

conditions of sustainability, which

we have been complying with year

after year, would not be possible

without the effort and dedication

of all the workers at OHL, to

whom at this time I would like to

express my sincere gratitude. The

experience gathered over all these

years allows me to state that the

commitment and dedication of the

human team of the organization

is one of its most valuable assets.

At OHL we have decided to invest

this valuable asset in the strong

commitment which we have

to sustainable development,

convinced that although there

is still much to do, there is also

much which has already been


Chairman of the OHL Group

Juan-Miguel Villar Mir




The OHL Group has

prepared this 2007 Sustainable

Development Report in

accordance with the framework

established by the Global

Reporting Initiative, version G3, in

its maximum level attainable (A+).

Principles for the

preparation of the report

For the 5th consecutive year,

OHL is presenting its management

and performance outcomes

with respect to sustainable

development, offering a complete

and balanced response to the

demands for information from its

stakeholders. In this 2007 edition,

the Group has proposed to

continue and broaden its effort to

communicate the actions carried

out and the results obtained with

the highest possible degree of

representativeness, quality and

clarity possible. This 2007 report is

structured in accordance with:

For the 5th

consecutive year,

OHL is presenting its

2007 management

of corporate social

responsibility report,

in accordance with

the principles of

GRI-G3, A+ level, and

verified by an outside



Global Reporting Initiative, GRI,

version G3 for the preparation of

Corporate Social Responsibility



United Nations Global Compact.


Development Goals.


The information included in

this corporate social responsibility

report refers to the entire OHL

Group, encompassing all of its

business lines and the principal

countries where it operates with


Spain, USA, Mexico, Chile,

Brazil, Argentina, Ecuador, the

Czech Republic, the Slovak

Republic, Bulgaria, Hungary,

Croatia, Montenegro, Bosnia and

Herzegovina, Azerbaijan, Turkey

and Algeria.

The information compiled

in this Report is drawn from the



corporate areas, permanent work

centres and 400 worksites.



countries in which OHL was

present in 2007.

In those cases where the

information provided covers a

different scope than that set forth

above, the particular parameters

will be mentioned in order to

allow for a clear and faithful

interpretation of the reality of OHL.

This report covers the activities

of the OHL Group from 01/01/07

through 31/12/07, with those few


indicated. Similarly, we have also

included historical performance of

the relevant indicators provided

that the information systems of

the Group and the possibility


performance in both scope and

calculation methodology so allow.

OHL considers as joint

business ventures those

contractual agreements in virtue

of which two or more companies

undertake operations, maintain

assets or participate in an

organization in such a way that all


or operational nature affecting

them will require the unanimous

consent of all of the participants.

From an economic perspective,

the Group integrates its joint

business ventures according

to the proportional integration

method. Consequently, such joint

business ventures are considered

within the perimeter of this Report

for those aspects considered


Those organizations or

businesses, in which OHL does

not hold the control on its own,

or jointly with other partners, are

not considered to be within this


Once again, the contents,

quality and coverage of this

Report have been enhanced in

order to offer the most complete

and representative information

possible on the full range of

activity of the OHL Group.

Sustainable Development Report 2007

Materiality / Relevance

OHL carried out the second

stakeholder survey between the

months of November 2007 and


was guided by the principles of

the October 2006 version of the

sustainability report guidelines

of the Global Reporting Initiative

(GRI) and the AA1000 Assurance

Standard by AccountAbility.

The goal of the survey was to


that the company stakeholders

considered to be most relevant

within the context of sustainability

and for a company operating

within the sectors of activity of the

OHL Group. The system employed

and the results obtained are

included in chapter 2 on corporate

social responsibility.


The Group’s Annual Reports

are distributed as a single

book comprised by three

complementary volumes:

the Annual Report, Corporate

Governance Report and

Sustainable Development Report,

in two languages, Spanish and

English. The dissemination of

the Reports is achieved through

the OHL website,, in

addition to a printed format and,


format to facilitate reading.

Scope and limitations

The scope and limitations

of this Report are set out in

the Exhibit GRI Contents and



all of the Global Compact and

the Millennium Objectives. The

table sets out the scope of the


limitations of this report.


The efforts made by the

OHL Group to offer complete,

transparent, rigorous, and

representative information in

this Sustainability Report have

been subjected to independent

assurance since 2005, performed


also acts as the account auditor

for the Group.


For any clarifications needed or suggestions to be made

on this Report, please contact:

Manuel Villén Naranjo

Innovation and Development Manager

Francisco J. Meliá Fullana

Investor Relations Manager

Carmelo Ferrández Bueno

Human Resources Manager

Cecilia Siquot Bertotto

Head of the Quality and Environment Service

Rosa Alberdi Gamazo

Reporting Responsible

Grupo OHL

Torre Espacio - Paseo de la Castellana, 259 D




Sustainable Development Report 2007


Mission and Vision 8

Business and Corporate Strategies 9

����������� 10

Economic Management in Brief 14

The year on the Stock Exchange 16

����������������������������������������� 18

OHL’s Contribution to the Development

of the Countries where it Operates 19

Relations with the Media 22

Awards and Recognition in 2007 23






Mission and Vision

OHL’s mission is its raison

d’être as a company, the primary

and core purpose OHL wants

to achieve among its different

stakeholder groups.

The ultimate mission

of the OHL Group

is to create value

in conditions of

economic, social

and environmental


catering to the

specific interests

of its customers,

the human team

comprising the Group,

its investors and,

overall, the individuals

and organizations

interested in its

successful operation


OHL builds, organizes and

manages environments in order

to improve the quality of life of

people in general.

The company model

incorporates ethical, social

and environmental criteria into

its business management in

a balanced manner, thereby

contributing to the enhancement

of the wellbeing and the genuine

progress of present and future

generations, both in their

immediate environment as well as

on a global level.

The human quality of its

employees, organizational

excellence, and sustainable

development constitute the

fundamental core of OHL’s values

and make it possible to build and

sustain the vision of the company

and generate a positive impact.

Human Qualities Organizational Excellence Sustainable Development

Integrity Safety ������������������������

Valued and motivated employees Training Positive social impact

Fluidity in relationships Innovation Respect for the environment

Cordiality �����������������

Financial solidity


International expansion

Rigor and experience


Torre Espacio,

OHL new headquarters.

Sustainable Development Report 2007

Business and Corporate



and structured a number of longterm

policies which materialize as

business and corporate strategies.

Business Strategies

DOMESTIC CONSTRUCTION ���������������������������������������������������������������������������������������

and non-residential building.

INTERNATIONAL CONSTRUCTION ��������������������������������������������������������������������������������

to criteria of prudence insofar as payment assurances, the minimization of risk and


CONCESSIONS ����������������������������������������������������������������������������������

which its investment effort is concentrated. Financing of equity with the Group’s free


ENVIRONMENT ��������������������������������������������������������������������������������

continuity in the growth of waste water treatment.

DEVELOPMENTS ����������������������������������������������������������������������������

Corporate Strategies


anticipation in the design and

organization of the company’s

Governance, and in compliance

with the relevant standards and

recommendations in order to

generate greater security, more

control and more transparency.


sustainability as a guarantee for



a sound financial structure, based

on the use of long-term financial


These strategies have been

fully implemented in the course

of 2007, as shown in this Annual

Report, and the expansion of the

OHL Group has continued, both in

its geographical dimension as well

as in the growth of its activities.

At the end of the year, OHL

was present in 17 countries with








Expansion milestones reached

in 2007

In addition to its regular

construction activities in Spain,

the Group has taken a new step


and expansion process with the

opening of a new business line,

the start of operations on two

concessions and the incorporation

of two new concessions projects.

The new business line is

Facilities Management, led by

the company Astral as the OHL

Group new integral maintenance

subsidiary. The company

is fully operational, with a

consolidated group of clients, and

is successfully participating in


The Ministry of Public Works

has awarded the Group a section

of the A-2 highway (Madrid-

Barcelona) between Madrid and

the R-2 Radial Interchange as part


renewal plan. The highway will

be operated under a shadow

toll system for 19 years. The

regional government of Madrid

also awarded OHL the 19-year

concession for the construction,

operation and maintenance of the

Móstoles-Navalcarnero railway


OHL started operations in 2007

on two concessions in Spain,

a railway line and commercial

seaport facilities: the start of

services on the so-called light

railway lines, ML2 and ML3 in the

Community of Madrid and the

inauguration of the passenger

terminal of the Expansion of the

Port of Alicante.


[1] / OHL����������


The acquisition of Community

Asphalt Corp. and Tower OHL

Group, in July 2006, integrated

into the International Construction

Division, was a key factor in the

entrance and development of OHL

within the American market.

The growth recorded by these

two subsidiaries has allowed

them to expand their traditional

activities to new business lines

and has made the USA the leading

country in the Group in 2007 in

international sales volume.

The OHL Groups

activity in the USA

in 2007 has received

the recognition of the

Spain-USA Chamber

of Commerce,

nominating the Group

for the Company of the

Year Award

Key figures



Millions of euros


EBITDA 542.9

Total Backlog ��������

Short-Term Backlog 5,302.2

Long-Term Backlog 32,756.0

The Group’s construction

activities in Central and Eastern

Europe continues on a strong path


In October 2007, OHL Brazil, a

subsidiary of OHL Concesiones,


seven federal highway lots put

out to tender by the National

Land Transport Agency (ANTT).

The tender was performed on the

São Paulo Stock Exchange and


with the signing of the contracts in


2,079 km to the current network

operated in the state of São Paulo,

bringing the total for Brazil up to


OHL Environment Inima

inaugurated the Los Cabos

desalination plant in 2007, the


started works on the expansion

of the desalination plant in

Antofagasta (Chile), the largest in


South America, and has begun the

construction of the Mostaganem

desalination plant in Algeria,

which will become one of the

world’s largest.

With respect to Developments,

The Fairmont Hotel of the

Mayakoba Resort on the Mexican

Riviera Maya, inaugurated in

April 2006, received the AAA

Five Diamond Award from

the American Automobile

Association in 2007; the second

hotel complex, the Rosewood

Mayakoba, began operations in

December 2007 and, in February

of last year, the El Camaleón golf

course hosted the prestigious



the USA and Canada to belong

to this circuit. Separately, the

San Francisco project in Puebla

(Mexico), launched in 2006 with

the opening of a shopping mall,

inaugurated the Hotel boutique La


2007 2006 % Var. yearon-year

Domestic 5,715 40.6% 5,347 41.4% 6.9

International ����������������������� 59.4% 7,579 ����� 10.2

Total 14,069 100% 12,926 100% ���

Sustainable Development Report 2007


� Key Indicators

2007 % Var.


2006 % Var.


Millions of euros

Sales 3,764.4 ����� ������� 34.2% 2,442.7

EBITDA 542.9 11.0% ����� 71.4% �����

EBIT 373.7 14.4% ����� 103.4% 160.7

Consolidated result before taxes ����� (2.1 %) ����� 101.4% 117.1

�������������� 140.5 33.7% 105.1 2.7% 102.3

Short-term backlog 5,302.2 3.7% 5,113.5 21.1% �������

Long-term backlog 32,756.0 ����� 26,669.9 45.0% ��������

Total backlog �������� 19.7% �������� 40.5% 22,622.2

Equity attributable to the Parent ����� 12.4% 541.2 (4.0%) �����

Stock market capitalization 2,014.90 ������� 2,047.31 69.61% 1,207.05

RATIOS 2007 2006 2005

������������������������������������������ 14.42 14.92 ������

��������������������������������������� 9.93 9.97 �����

������������������������� 3.73 3.21 4.19


Total volume 120,363,209

Avg. daily volume 475,743

Avg. daily cash value (M€) 14.1




which correspond to ICEX subsidies, assistance for training, human resource bonuses and research

and development and innovation subsidies and loans.



[1] / OHL����������



OHL Group Sales in 2007: 3,764.4 million euros

Domestic Construction


International Construction








1,973.9 million euros

Domestic Public Works

1,095.5 (55 %)

Domestic Building

710.4 (36 %)



1,162.2 million euros

435.5 million euros

������million euros

76.0 million euros



Hydraulic works

Marine works

Large buildings

Housing and residential developments

Building rehabilitation conservation



Real estate services


Central America and Mexico

South America

Western Europe, Turkey, Africa and the

Middle East

Central and Eastern Europe

United States of America






Water treatment

Sewage sludge treatment

Tourist complexes

Shopping malls

Sustainable Development Report 2007

Domestic sales: 2,080.6 million euros International sales: 1,683.8 million euros

€ 3,764.4 million

Total OHL Group sales in 2007

USA �����

Czech Rep. 19.1%

Mexico 14.7%

Brazil 14.6%

Chile 11.3%

Turkey 6.7%

Slovak Rep. 3.5%

Algeria 2.6%

Others *: 4.7%

(*) Hungary







Bosnia and Herzegovina

Works at the suburban railway of

Mexico D.F.


[1] / OHL����������


Economic Management in


All main revenue headings

in 2007 recorded double-digit



2007 % 2006 %

€ Million

% Var.


� Domestic Construction 1,973.9 52.4 ������� 56 7.6

� International Construction 1,162.2 30.9 ����� �� 26.6

� Concessions 435.5 11.6 333.4 10 30.6

� Environment ����� 3.1 ���� 3 39.0

Developments 76.0 2.0 107.4 3 (29.2)

TOTAL 3,764.4 100.0 ������� 100.0 ����

The main drivers behind

growth in 2007 were International

Construction and Concessions,

which now represent close to 43%

of total group sales.

% Change 07-06

� ������� � �����

EBITDA: 11.0%

EBIT: 14.4%

����������� �����


2007 % 2006 %

€ Million

% Var.


� Domestic Construction ����� 21.7 ����� 27 ������

� International Construction ���� 16.0 69.7 14 24.7

� Concessions 317.0 ���� 253.5 52 25.0

� Environment 13.0 2.4 17.9 4 (27.4)

Developments ��� 1.5 14.3 3 (44.1)

TOTAL 542.9 100.0 ����� 100.0 11.0

International Construction and

Concessions were once again the

main drivers of the Group, with

combined EBITDA growing 25%

over the previous year to account

for 74% of the Group total.

Sustainable Development Report 2007

OHL, an international and










12% 28%


Fixed Assets Backlog










Domestic Construction

International Construction


Environment and Developments

Domestic Construction represents 22% of EBITDA, 9% of backlog and 3%

of fixed assets








Fixed Assets Backlog


Group activities in Spain represent 20% of EBITDA, 27% of backlog and

35% of fixed assets












[1] / OHL����������



Total 16.9 months

Of sales

92% corresponds

to Infrastructure






Million euros


38,058 31,783






The year on the Stock


At 31 December 2007, the

capital stock of the parent

company, Obrascón Huarte Lain

(OHL) totaled 52,495,233 euros,


ordinary shares with a par value of

0.60 euros each. The stock closed

the year at €23.03 per share for a

trailing P/E ratio of 14.3.

On 21 March 2007, OHL was

included in the IBEX Medium Cap

Index. This index contains the 20

medium cap companies traded

on the Spanish electronic trading

system (Sistema de Interconexión

Bursátil) that are not already











included in the IBEX 35. The index

closed the year down 10.1% over


severe punishment suffered by

medium capitalization securities,

which recorded an average 30%

loss since the highs of June.

In May of 2007 the Group

issued €700 million in corporate


in the European market. The

issue was fully subscribed. The

bonds were issued 99.771% of

the face value with a 5% coupon,

representing a margin of 65 basis

points over the mid-swaps. The

issue was awarded the Investment

Grade rating of “Baa3” by Moody’s

At 31 December 2007 the total


euros, a 19.7% increase over the



corresponded to long-term

backlog, with Infrastructure

Concessions representing 92% of

the total.

and “BBB-” by Fitch, and started

trading on the London Stock

exchange on 21 May 2007.

The directors of Obrascón

Huarte Lain, S.A. will in the next

annual general meeting propose

a total dividend of 35.1 million

euros, equaling 0.40 euros per

share, to be charged against

year-end earnings and voluntary


Sustainable Development Report 2007

OHL is the only company in its industry with an investment grade financial

rating from both Fitch and Moody’s since 2001

Share and stock market data at

31 December 2007:









Number of shares at a par value of €0.60 ����������

Stock market capitalization € 2,014,942,027

Earnings-per-share 1.61 €

�������� per share 3.42 €

P/E Ratio (Share price at 31.12.07 /

Earnings-per-share at 31.12.07


OHL IBEX-35 Construction Sector


31-12-06 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec



[1] / OHL����������


OHL’s Most Significant

Activities Abroad

The OHL Group currently has a

permanent international presence

in the following countries: Mexico,

Brazil, Chile, Argentina, Ecuador,

United States of America, the

Czech Republic, the Slovak

Republic, Bulgaria, Turkey and

Algeria. The Group also has

ongoing activities and Hungary,

Croatia, Montenegro, Bosnia-

Herzegovina and Azerbaijan.

The countries with the highest

weight in the international

business of OHL in 2007 were:


international sales, the Czech

Republic (19.1%), Mexico (14.7%),

Brazil (14.6%), and Chile (11.3%),

followed by Turkey with 6.7%, the

Slovak Republic with 3.5%, and

Algeria with 2.6%.

The OHL Group has acquired

a very important presence in

the United States given in the

intense activity developed in

the construction industry by its

two subsidiaries, Community

Asphalt and Tower OHL Group.

In addition, OHL Environment

Inima, is currently building the

only desalination plant in the

state of Massachusetts, located

in Brockton on the Taunton River,

and the only one in the world

using a dual functioning method


Concessions also has great

expectations of consolidating its

presence in the US through the

subsidiary OHL Infrastructure.

Tower OHL Group

was named “Builder

of the Year” by the

Developers & Builders

Alliance (DBA), an

association of the

leading developers,

construction firms,

architects, engineers

and subcontractors in

the US construction


Since the arrival of the Group

in the Czech Republic in 2003, on


Group, OHL has been steadily

growing in Central and Eastern

Europe through the construction


company of the Czech group. At

the present time, it has major

contracts in the Slovak Republic

(174 employees), Bulgaria (31

workers), Montenegro, Azerbaijan,

Hungary, Bosnia-Herzegovina and


distributed among transportation

infrastructure, 60%, and hydraulic

works and buildings (40%).

The OHL Group has had a

presence in Mexico�������������


employees at the close of 2007,

the Group is active in this country

in all of its business lines. In

the area of Construction, key

infrastructure works, such as

the Mexico, D.F. Beltway and

the Buenavista-Cuatitlan Metro,

have strengthened the Group’s

presence and contributed to

improving the quality of life of

thousands of users.

OHL Concesiones manages

the above-mentioned Mexico

City toll beltway and placed a

40 km stretch of the Amozoc-

Perote Road into operation

in 2007. Furthermore, OHL

participates in the management

of the Mexico City and Toluca

international airports. The OHL

Environment Division, through the

lead company Inima, built and

began the operation of the Los

Cabos desalination plant under


Sustainable Development Report 2007

OHL received the “Hall of Fame” award from Business News Americas,

the leading business news and research firm in Latin America. The Hall of

Fame contains the 10 companies that have had the greatest impact on the

infrastructure sector of the Latin American economy between 1996 and 2006

Lastly, OHL Developments

is actively engaged in building

and operating top-level

shopping centers and tourism

developments, as the Mayakoba

tourist development project and

the Paseo San Francisco Project of

Puebla, both in Mexico.

OHL Concesiones is the largest

foreign investor in the toll road

sector in Brazil. OHL Brasil has

become the leading concession

holder in the country with


management. The subsidiary has

been listed on the Novo Mercado

of the São Paulo-Bovespa Stock

Exchange since July 15, 2005.

The OHL Environment Division


through the operation of two

urban wastewater treatment

plants in the Ribeirão Preto area of

the state of São Paulo.

OHL has maintained strong

activity in the construction sector

in Chile for the past 27 years. It has

been completed La Reina Military

Hospital, the largest in Latin

America and have begun work on

Hospital de Coquimbo, Autopista

de los Andes (Ruta Internacional

60), the works for the Santiago de

Chile Metro and the construction

of the wastewater collector on

the Mapocho River in Santiago. In


manages two desalination plants,

Arica and Antofagasta, the latter

of which is the largest in Latin

America. Insofar as infrastructure

concessions, OHL manages 343

km of toll roads in this country.

In Argentina, OHL is a leader in

hospital construction. Also, OHL

Concesiones holds a 70% interest

in the concession for one of the

country’s busiest toll highways,


exceed 200,000 vehicles/day.

The Group has been active

in Ecuador���������������������

key player in the construction

of tunnels, having executed

various highly complicated tunnel


In Turkey, the high-speed

railway line between Ankara and

Istanbul executed by OHL is one

of the most important works

executed outside of Spain by any

Spanish construction company.

Algeria has become a priority

country within the international

strategy of the Group with two

important projects launched in

2007: the construction of the

second beltway around Algiers

and the modernization of the

railway line between the cities of

Annaba and Ramdane Djamel.

The head of the OHL Environment

Division, Inima, participates in

the construction and operation of

the Mostaganem and Cap D’Jinet

desalination plants, which rank

among the largest in the world.

OHL’s Contribution to

the Development of the

Countries Where It Operates

Infrastructure is a key

element and it is vital for the

development of territories and

increased productivity, acting

as a driver behind economic

activity and boosting commercial

relationships between companies.

From this point of view, OHL,

as a construction company and

infrastructure manager, plays a

key role in the economic activity of

the countries where it operates.

Accordingly, the creation of

the value inherent in this activity,

either directly or indirectly,

is directed largely towards

the direct stakeholders of the

company (customers, employees,

shareholders, etc.), as well as

towards indirect stakeholders,

such as the society where the

company operates.


[1] / OHL����������


Transportation infrastructure Roads, highways and railways

Environmental infrastructure Desalination and water treatment plants

Social infrastructures Administrative buildings, hospitals, universities, schools and sports facilities,

among others

These types of projects are carried out by OHL either as a construction company contracted by government authorities


amount of resources needed for the modernization of infrastructure and services when they exceed the limitations


The following table contains


generated and distributed by OHL:

The OHL Group promotes

the generation of local business

and job creation, both direct and

indirect, in those countries where

it operates.

VALUE CREATION Thousands of Euros


a) Revenues:

2007 2006

Net sales 3,764,419 ���������

Other operating income ������� 169,496

Other income 79,012 55,035

4,042,303 ���������


b) Operating costs

2007 2006

Procurements 2,439,619 2,105,164

Other operating expense

b) Wages and salaries

523,709 ����������

Personnel expense

d) Payments to shareholders

456,213 394,630

Dividends 35,111 26,274

Interest and exchange-rate differences

e) Taxes

210,020 146,076

Corporate taxes

f) Resources reinvested in the company

55,445 93,060

Resources allocated to social action ������������ 741

Difference between value generated and value


Direct employment


Indirect employment


3,720,926 3,223,967

321,377 �������


their own countries



Local sourcing Payments to suppliers and subcontractors for

foreign activities in 2007 totaled 1,170,160,000

euros, 95.5% of which were local

Sustainable Development Report 2007

In some cases, the investment agreements include clauses on the protection of human rights and

similar which are scored during the bidding process. For example, the concession agreements of OHL

Concessions in Latin America, particularly Brazil, include a requirement for the performance of social

actions through different agreements with the local governments in marginal areas (chapter 6).

The Group’s expansion into

the chosen markets is undertaken

in a spirit of permanence, with

infrastructure and environment

concession agreements which, as

of today, ensure its activity for up to

32 years in Chile, 30 in Mexico, 17

in Argentina, 15 in Brazil, 20 in the

United States and 25 in Algeria.

The general policies, codes of

conduct and procedures of the OHL

Group apply to all of its employees, in

Spain and abroad.

OHL integrates its activities into the different local contexts:


OHL had 102 subsidiaries and associated companies abroad (almost

6 times more than in 2002) for the development of its Construction,

Concessions, Environment and Developments activities.

By establishing joint-ventures and strategic alliances: more than 21

temporary joint-ventures with local partners active at 12/31/2007 abroad,

in 9 different countries, for the performance of works.

By trading on local securities exchanges: the Group’s subsidiary OHL Brasil

has been listed on the Novo Mercado of the São Paulo Stock Exchange,

Bovespa, in Brazil, since July 2005.

By participating in international conferences and forums. The events in

2007 in which OHL participated included:











Collaboration with universities and research centers:

In Mexico: Universidad Autónoma de Quintana Roo, Universidad

Autónoma de México, Instituto de Ecología A.C., Colegio de la

Frontera Sur, Instituto Nacional de Antropología e Historia (INAH),

Universidad Autónoma de Puebla, Tecnológico de Monterrey and

Universidad de las Américas.

In the USA: Louisiana State University.

In Brazil: State Transportation Agency of São Paulo (ARTESP).


subsidiary DICTUC, and the University of Chile, through the IDIEM.

In the Czech Republic: University of Brno, University of Ostrava and

Ministry of Education of Youth.

OHL has agreements of interest in an international framework with

several multinational companies, in addition to strategic alliances with

specialized local companies for the joint provision of services.


[1] / OHL����������


Relationship with the media

For OHL, the communications

media are an stakeholder that acts

as facilitator of the relationship

between the company and the

other stakeholders. With this

in mind, senior management

follows a traditional policy of

maintaining close contact and

maximum transparency with

all communications media,

particularly print media and the


As part of its commitment to

transparency, the Group promotes

continuous and permanent media

communications to publicize

its strategies, situation and

outlook. Similarly, the Group

has customarily contributed to

the promotion of knowledge and

the analysis of the construction

industry -its main sector of

activity- and related services,

primarily those relating to

transportation infrastructure and

the environment which, rendered

under concession, are also

important business areas of the


With the goal of assuring that

no questions go unanswered, the

executives and spokespeople

of the company answer multiple

consultations every day from

journalists representing a wide

range of media, both Spanish

and from those countries where


presence. This includes the

Chairman of the Group and the

CEOs of the various divisions, who


questions from the various media


Numerous Spanish and

foreign media have followed the

activities out of the Group during

2007 in each of the markets

where it operates, primarily in

those in which OHL maintains

its highest activity. In addition

to Spain, this was the case of

Brazil, Chile, Mexico and the

United States where the Group

has communications specialists

who transmit a faithful and timely

image of the Group. Media

coverage has also been intense in

the Czech Republic, Algeria and


Evidence of the public interest in the activities of the company during 2007, in the Spanish print


media mentions daily, a figure that would double if we added the mentions in digital and Internet

media and triple if we included those published in those countries where OHL maintains a notable

and stable presence.

In addition to systematically

and promptly answering requests

for information, OHL strives to

maintain frequent group and

individual encounters with

journalists specializing in the

industries where the Group

operates in order to keep them

up to date on the performance

and outlook of the company.

Other procedures used include

meetings with government

authorities, press releases, other

publications, and interviews by

senior management, editorials,

among others.

The corporate website is

another open and permanently


relevant facts, acts and events

are occurring within the various

operating divisions and the Group

companies. The items published

on the website are frequently the

subject of requests for increased

information from the media.

Sustainable Development Report 2007

Awards and Recognition in



receives the Five Diamonds Award

by the AAA (American Automobile

Association) after only one year of



OHL Brasil are among the best

in the country according to the

latest survey by the Brazilian

National Transportation Authority,

Confederação Nacional do Transporte

(CNT). One section of the Washington

Luís toll road (SP-310), managed

by Centrovias, topped the list. This

concession holder also holds the

third spot for the section between

Bauru on Itirapina on the SP-225. The

other concession holders, Vianorte,

Autovias and Intervias appear in the

eighth position for the sections of the

Rodovia Anhangüera (SP-330) that

they manage. These three concession

holders again appear on the list in

slots 12, 13 and 16, respectively, for

other sections that they manage.


award for the T4 Terminal of Barajas

International Airport in Madrid.



the concession holders Autovias,

Intervias and Centrovias, wholly

owned by OHL Brasil, received the

road safety award “Prêmio Vida de

Segurança Rodoviária” granted by

the state transportation authority

of São Paulo (ARTESP - Agência de

Transporte do Estado de São Paulo)

and the Secretary of Transportation.

Annually, ARTESP recognizes those

concession holders that meet the

benchmarks established by the

agency: decline in the motor vehicle

death rate and a 10% reduction in

fatalities resulting from the primary


each concession holder.


Environment Inima in Brazil, was

awarded the “Empresa do Ano de

Saneamento Ambiental – 2007”

award, in the Private Company

category, granted by the Brazilian

magazine Saneamento Ambiental

in recognition of the quality,

seriousness and professionalism of

the environmental services provided.


Company of the Year” by the Spain-

USA Chamber of Commerce for the

huge success of the company and

its entrance into the United States

through the acquisition of two local


of various projects in the state of



“Builder of the Year” by the


(DBA), an association of the

leading developers, construction


and subcontractors in the US

construction industry.


2007”, in the Corporate Social

Responsibility category, for the

Waterway “Via das Ãguas” Program

of the concession holder Autovias

owned by OHL Brasil. The award

recognizes a program that has been


Guaraní aquifer recharge area. This

mega-aquifer, with a capacity of

some 40,000 km³, is considered to

be one of the largest in the world,

extending through Brazil, Paraguay,

Uruguay and Argentina and

containing more water than all of the

planet’s rivers combined.


Business News Americas, the leading


in Latin America. The Hall of Fame

contains the 10 companies that

have had the greatest impact on

the infrastructure sector of the Latin

American economy between 1996

and 2006.


Technological Innovation for the

Arcos de Alconétar Bridge over the

Tajo River in the area of the Alcántara

reservoir in Cáceres. The bridge was

built by OHL under a contract from

the Ministry of Public Works as part

of the Autovía de la Plata expressway

(A-66), Cañaveral-Hinojal section.



housing building in the Zabalgana

neighborhood in Vitoria. The building

was built by a joint venture in which

OHL participated.


to OHL Brasil for “Best Financial

Disclosure Procedures (Small/Mid

Cap)” for Latin America.


of International Volunteer Day,

recognized OHL for its solidarity and

its collaboration in the promotion

of volunteering in the city of

Madrid, granting the company the

“Voluntarios por Madrid” title.

The OHL Group, awarded in Florida (USA).


Sustainable Development Report 2007

[2] / What Responsibility Means to OHL

What Corporate Social Responsibility Means to OHL 26

Commitment to the United Nations Global Compact 31

OHL and the United Nations Millennium Development Goals 32

Risk Management System 33

2007 Benchmarks in Corporate Social Responsibility 35

Risks and Opportunities 36

Communications and Dialogue with Stakeholders 36

Relevant Matters for Stakeholders 38

[2] What Responsibility Means

to OHL


What Corporate Social

Responsibility Means to


To progress in conditions of

sustainability as a guarantee

for growth, by applying the

criteria of anticipation in the

design and organization of the

Governance of the company, in

business management and in

compliance with standards and

recommendations in order to

generate more assurance, more

control and more transparency.

OHL promotes popular culture in

countries where it operates.

Proyecto Escola- Intervias, Brazil.

These corporate strategies

of the Group are synthesized

in a business model in which

corporate social responsibility

constitutes a transversal axis

that affects all of the dimensions

of its business activity, gearing

its projects, investments and

activities towards sustainable

development, by taking into

consideration in its policies and

management approaches the

relevant economic, social and

environmental impacts.

OHL’s corporate responsibility

is put into practice by means

of a commitment to ongoing

improvement, innovation and

anticipation, transparency in the

information provided, a rational

and balanced integration of the

diversity of the places where it

operates, and in its relationship

with all of its stakeholders,

with the objective of making

dialogue and transparency with

stakeholders constitute the

fulcrum of its actions.

These principles are

materialized in the following lines

of actions:

Economic management, based

on actions for the improvement of

productivity, increased investment


geographical expansion, impacts

on the economic conditions

of its stakeholders and on the

environment in which it carries

out its activity, driving the

generation of a business fabric

and the creation of employment,

both direct and indirect, thereby

promoting the economic

development of the countries

where the Group operates. (See

Chapter 1 of this Report).

Good Governance implies

responsibility, effectiveness

and transparency on the part

of the management bodies of

a company, but in addition,

for the OHL Group, it also

means anticipation, advancing

feasible solutions, adopting new

organizational formulas and

renewing patterns of behavior

and of communication with its

investors and shareholders. (See

Chapter 3 of this Report).

The OHL Group, since its

accession to the United Nations

Global Compact, and as a

founding member, in 2004, of

the Spanish Global Compact

Association, ASEPAM, has

encouraged and promoted

compliance with the Compact’s

principles with respect to human

rights and workers’ rights,

environmental protection and the



continue working with rigor and

effectiveness in the dissemination

and promotion of the ten Global

Compact principles. (Further

information is provided in this


OHL’s responsibility towards

its workers is focused on creating

safe and stable workplaces and

working conditions, favoring the

career and personal development

of its workers and strengthening

diversity and equal opportunities.

Sustainable Development Report 2007

OHL gives particular relevance to

the prevention of occupational

risks, a policy which it implements

in a modern and effective manner.

Furthering and maintaining

a culture of prevention is an

ongoing commitment to the

Group’s employees and to society

in general. (See Chapter 4 of this


OHL considers innovation

and technological development

as one of the basic pillars of its

corporate strategy for achieving


of its activities and, in the end,

an increase in competitiveness

in the framework of respect for

the environment and of social

responsibility through projects

that have a positive impact on

the activities of the Group. (See

Chapter 5 of this Report).

The permanent focus on

quality and excellence in all of

the Group’s activities enables

OHL to maintain a degree of

internal exigency that ensures

the satisfaction of its customers

through compliance with its legal

and contractual requirements

beyond their expectations. (See

Chapter 5 of this Report).

OHL is aware of the need to

involve all of its collaborators,

suppliers and subcontractors

in the effort to further the

values, best practices and

conducts embodied by OHL in

the performance of its activities

and services. Establishing

clearly and precisely the bases

of its contracts, facilitating

communication and dialogue

and providing the assistance

and training necessary to involve

them in OHL’s own management

systems all combine to produce a


growth under conditions of

sustainability. (See Chapter 5 of

this Report).

Social Responsibility in OHL

means being consistent with the

role of the Group as a body that

forms a part of its surroundings.

The Social Action Plan, set

into motion at the beginning

of 2006, constitutes the point

of convergence of the Group’s

social action in Spain. OHL

also contributes abroad to the

improvement of the quality of life

in the countries where it operates

and has a stable presence.

Moreover, the OHL Group has


furtherance of art and culture

since its inception. The promotion


sports, and culture in general, in

all of their expressions, is clear

evidence of this commitment.

(See Chapter 6 of this Report).

Environmental responsibility

and the conservation of the

natural environment are a

constant concern in all of the

activities of the OHL Group. Aware

of the environmental impact of

its activity, the Group accepts its

responsibility by means of the

introduction of an Environmental

Management System that ensures

compliance with the relevant

legislation and the improvement

of the environment in the

performance of its activities. The

Group has decided to reinforce


climate change and in 2007

established short, medium and

long-term policies designed to


this Report).

OHL helps to improve the quality of life in countries

where it operates. Works in Florida, USA.

Management of Corporate Social

Responsibility at OHL

The OHL Group has had a

Sustainability Committee since

June 2003, set up for all of the

business and corporate areas

involved, represented at the

highest level, the mission of

which consists of: establishing

and developing the sustainability

strategy and its methodological


establishing targets and a plan

of action; raising awareness and

communicating the strategy to

stakeholders and monitoring

compliance with the Global

Compact principles.

The Sustainability Committee,

chaired by the Corporate General

manager, meets twice yearly: at

mid-year, in order to put forward

the results and opportunities

for improvement detected and

to evaluate the monitoring of

the targets in progress, and to

establish, if appropriate, fresh

targets for improvement and


year, in order to evaluate the

progress made in the area of

corporate social responsibility

and to establish the bases for the

annual reports to be made on this


In addition to this committee,


committees that oversee


social responsibility they require

additional oversight. These

committees are:


[2] / What Responsibility Means to OHL


Mr. Juan-Miguel Villar Mir

Chairman of the Board

Mr. Luis García-Linares García

Corporate General Manager

Mr. José Antonio Fernández Eléjaga

Economic and Financial General Manager

Mr. Rafael Martín de Nicolás Cañas

Director, Domestic Construction General Manager

Mr. Francisco Marín Andrés

International Construction General Manager

Mr. Juan Luis Osuna Gómez

OHL Concesiones Managing Director

Mr. José Antonio Membiela Martínez

Environment General Manager

Mr. Andrés Pan de Soraluce Muguiro

Developments General Manager

Mr. Joaquín Jiménez López

Domestic Civil Works General Manager

Mr. Joaquín Gonzalo Gonzalo

Domestic Building General Manager

Mr. Francisco Garrote de Marcos

Services General Manager

Mr. Ángel Puente de Lucas

Technical General Manager

Mr. José Mª del Cuvillo Pemán

Legal Services Manager

Mr. Francisco J. Meliá Fullana

Investor Relations Manager

Mr. Carmelo Ferrández Bueno

Human Resources Manager

Mr. Juan Lorenzo Martín Fernández

Organization and Systems Manager

Mr. Manuel Villén Naranjo

Innovation and Development Manager

Mrs. Cecilia Siquot Bertotto

Head of the Quality and Environmental Services



Quality and



Health and Safety


R&D&I Committee


Chairman Chairman Chairman Member

Member Member

Member Member Member Member

Member Member Member Member

Member Member Member Member

Member Member Member Member

Member Member Member Member

Member Member Member Member

Member Member Member Member

Member Member Member Member

Member Member Member Member




Member Member

Member Member Member


Mr. Gregorio Nieto García


Head of the Prevention Services

Note: The functions and responsibilities of these committees are described in their respective chapters.

Sustainable Development Report 2007

Ethical and Social Commitments

Acquired by the OHL Group

OHL has a set of programmatic,

regulatory and operational

instruments which have been


structure of the organization

evidencing how it understands

business. This structure was

expanded in 2007 to include an

express policy against climate


The policies, codes of

conduct and general procedures

of the OHL Group apply to all

of its employees, regardless

of where they work or their

sector of activity. The ethical

and professional principles

are available on the corporate

website. Furthermore, all of the

members of the management

team receive and sign their

acceptance of the Executive Staff

Code of Conduct.

The policies, codes of conduct

and general procedures are as

follows: Executive Staff Code of

Conduct and internal guidelines,

Sustainability Policy, Quality and

Environment Policy, Commitment

to combat Climate Change and

Occupational Risk Prevention

Policy. Moreover, the Group is

formally committed to observance

of the principles established

by the United National Global

Compact in relation to human

rights, employment standards,

environmental protection and the


the locations where it carries out

its activity.

OHL has since 2001 assumed

the following commitments:


Policy Statement revised and

updated in 2006.


TARGET NO. 1 - Develop a computer tool for the integral management of CSR via the internet

Actions taken Next steps

Analysis of the various integral management tools available on the


Selection and acquisition of the most appropriate tool.


Prevention Policy revised and

updated in 2007.





principles of the United Nations

Global Compact.




commitment to the ten principles

of the Global Compact.


Climate Change

Corporate Social Responsibility


In July 2006, the Sustainability

Committee approved a triennial


of corporate responsibility not

covered by other committees.


content appropriate for OHL.



TARGET NO. 2 - Maintain the scope of consolidation of data at 100% of the business

Actions taken Next steps

The scope of consolidation for MDS 2007 includes 100% of the

activities of the OHL Group and every place where we work.


TARGET NO. 3 - Expand the percentage of GRI indicators applicable to the OHL Group

Actions taken Next steps

This target was completed in May 2007 with the publication of the �������������

Sustainable Development Report, prepared in accordance with

the GRI guidelines, version G3, which responded to all of the core

indicators. There were only three indicators that were not initially

available. Action had already been taken to remedy one and the

remaining two were not relevant for the Group.








[2] / What Responsibility Means to OHL



TARGET NO. 4 - Website: Increase CSR content - Accessibility

Actions taken Next steps

Updated the content and structure to highlight the social action

information, employees, prevention of labor risks, good governance,

codes of conduct and ethical commitments acquired.

Performance of work on creating a new website with AA level


TARGET NO. 5 - Procurement management: extend CSR requirements to the supply chain

Actions taken Next steps

In 2007, 7 5% of the security services in Spain had accredited human

rights training.

In July 2007, a clause was introduced into the supplier and

subcontractor contracts in Spain requiring knowledge of and

compliance with the 10 principles of the global compact. This

equaled 56% of the contracts in 2007.

Preparation of new guidelines, Guidelines no. 6 on “Environmental

Behavior for suppliers and subcontractors” in order to facilitate

awareness and training for these stockholders.

Development of a new procurement management tool to allow for

purchases with a maximum guarantee of transparency and equal

opportunity among suppliers.


accessibility criteria.








“Environmental Behavior for suppliers and subcontractors” to

promote good practices abroad.


oversight model establishing different models for suppliers and

subcontractors as well depending on the size and scope of the

work of the supplier or subcontractor.

TARGET NO. 6 - Management of inherent risks in the activities of the Group: Corporate and Operational

Actions taken Next steps


risk management:



������������������������������������������������������������������ ���������������������������

evaluating their potential impact.



TARGET NO. 7 - Social Action Plan: 2007 Objectives

Actions taken Next steps

Develop the objectives of the Social Action Plan for 2007 (see ���������������������������������������������������������������

Chapter 6: Commitment to the community).


Prepare a Social Action Master Plan.

TARGET NO. 8 - Reactivate Integration Project

Actions taken Next steps



Assigned supervisors or spokespeople.

Process started in OHL Central Europe.






Actions taken Next steps

Available on the corporate website.

Memorandum from the Corporate General manager reminding

everyone of the list of commitments acquired by OHL, the route to

access the documents on the Web and their application to everyone

within the Group regardless of sector of activity or place of work

(note published on the intranet).




commitments on the OHL website.


Sustainable Development Report 2007

TARGET NO. 10 - Stakeholder Communication Plan (SH)

Actions taken Next steps

2006: SH Consultation Project: workers (EC), suppliers, customers,

social and environmental NGOs in Spain.

Since 2006, the Report on Sustainable Development in both printed

format and available on the web is accompanied by a questionnaire

titled “Your Opinion Counts”, directed to all stakeholders.

2007: SH Consultation Project for workers, customers, suppliers

and NGOs in the Czech Republic, the United States, Mexico, Brazil

and Chile. In all, 63 participants were surveyed from all of the

production lines.

Incorporation of CSR elements to the quality Management System

questionnaire to measure the level of customer satisfaction. 2007

Data: Customers in Spain.

Preparation of a training course for the internal dissemination of

generic CSR, the OHL approach to CSR, policies, activities, results

and performance. A 10 -hour on-line course has been developed to

provide the introduction and most relevant initiatives (50% of the

course). The remainder deals with the CSR approach followed by

OHL (50%).

Commitment to the United

Nations Global Compact

Since its accession to the

United Nations Global Compact

in 2004 and its founding

membership in the Spanish

Global Compact Association,

ASEPAM, the OHL Group has

actively participated in a range of

initiatives and forums organized

by ASEPAM, sharing experiences

with other companies and

organizations for the purpose of

communicating and comparing

best practices in order to promote

the implementation of the

principles of the Global Compact,

particularly the defense of human

rights and workers’ rights, respect


against corruption.

OHL considers the respect

for, the protection and promotion

of human rights to be one of

fundamental pillars of corporate

social responsibility. In order

to reinforce compliance with

these commitments assumed

by the organization, in 2006

the Sustainability Committee


the protection of human rights.

Among the Group’s various

activities in 2007 in the defense

and promotion of these principles,

we would highlight:


Classroom”, a training course

aimed at facilitating the

integration of newly engaged

worksite superintendents into

the company’s business and

working techniques. In 2007 we


sustainability, the social actions

of the Group and the ethical




the means to better understand their needs.

commitments assumed by OHL.


information on OHL’s subscription

to the United Nations Global

Compact and its 10 principles.


and subcontractors in Spain

now include a clause relating to

awareness and compliance with

the 10 principles of the Global


In 2007, the OHL Group

submitted a new Progress Report

in accordance with the standard

model established by ASEPAM,

consisting of a description of the

actions and/or results obtained

under each of the indicators

(qualitative and quantitative)

of the various issues into which

each of the ten principles of the

Global Compact are broken down.

The report is public and can be

downloaded from the webpage of



[2] / What Responsibility Means to OHL




Principle 1: Businesses should

support and respect the protection

of internationally proclaimed

human rights.

Principle 2: Businesses should

make sure they are not complicit in

human rights abuses.


Principal 3: Businesses should

uphold the freedom of association

and the effective recognition of the

right to collective bargaining.

Principal 4: Businesses should

uphold the elimination of all forms

of forced and compulsory labor.

Principal 5: Businesses should

uphold the effective abolition of

child labour.

Participation in forums on

corporate social responsibility and

human rights

OHL participated in various

forums and seminars in 2007:


Corporate Social Responsibility,

organized by Club Español de

Medio Ambiente, Madrid, May



Responsibility Conference as part

of the event “Oportunidades para

el Mundo”, Madrid, January 2007.


group participated in a workshop

promoting CSR in those countries

that have recently joined the

European Union or are pending

their integration. The workshop

was the initiative of the United

Nations Development Program


and organized by the Spanish

Association for the Global

Compact (ASEPAM for its Spanish


Principal 6: Businesses should

uphold the elimination of

discrimination in respect of

employment and occupation.


Principal 7: Businesses should

support a precautionary approach

to environmental challenges.


should undertake initiatives to

promote greater environmental


Principal 9: Businesses should

encourage the development and

diffusion of environmentally friendly



Principal 10: Businesses should

work against corruption in all its

forms, including extortion and

bribery .

The event was attended by 17

representatives of companies,

governments and civil society

from Bulgaria, Croatia, Hungary,

Lithuania, Macedonia, Poland, the

Slovak Republic and Turkey.

The speakers at the event

included representatives of

the Spanish government, of

the Global Compact and of the

Third Sector. The participation

of OHL began with an exhibit

of how the Group approaches

the implementation of the labor

principles of the Global Compact,

the Group’s performance in 2007

and the primary challenges facing

an international group of OHL’s

characteristics, with a presence

in the 16 countries, many of

which have a labor legislation

that widely differs from that of the

developed nations.

OHL and the United Nations

Millennium Development


The OHL Group is also

committed to the United Nations

Millennium Development

Goals (MDGs) contained in the

Millennium Declaration signed

by all the leading countries and

development institutions in the


The declaration establishes

2015 as the target date to achieve

the eight development goals,

ranging from halving extreme

poverty and hunger and achieving

universal primary education

to ensuring environmental

sustainability. These goals will

call for the combined effort of

international organizations,

national governments and the

private sector, which will play a

fundamental role.

Sustainable Development Report 2007


1. Eradicate extreme poverty and hunger

2. Achieve universal primary education

3. Promote gender equality and empower women

4. Reduce child mortality

5. Improve maternal health

6. Combat HIV/AIDS, malaria and other diseases

7. Ensure environmental sustainability


The OHL Group has carried

out a large number of actions

as part of its corporate social

responsibility policy in order to

contribute to achieving these


this Report). These actions can

be divided into two groups: those

carried out from the core of the

company’s business strategy and

those carried out as part of OHL’s

community support policy.

OHL’s contribution to

achieving the Millennium

Development Goals through its

core business is based on the

creation of economic and social

value for stakeholders through

its normal business activities,

which are characterized by strong

investment in innovation for the

construction of infrastructure. For

more information, see chapters

1, 3, 4 and 5 of this Report, which

detail the activities of the Group

regarding its customers, workers,

shareholders and supply chain.

OHL contributes more directly

to the elimination of poverty

and universal primary education

through the Group’s community

support policies. Chapters 6,

on OHL’s commitment to the

community, details the Groups

community support activities

aligned with these goals.

Lastly, the commitment and

actions of OHL in support of

environmental sustainability

and conservation form part of


of the company on its quality

and environmental policies, the


subscription to the United Nations

Global Compact. Chapter 7 of

this Report, Commitment to the

environment and anti-climate

change, describes the Group’s

environmental management

system and the result of the

efforts made to minimize the

environmental impact of its


Among the programs and

projects executed in support

of the development of the

communities where OHL operates,

described in Chapter 6, we would

highlight the school campaigns,

corporate volunteering in

environmental activities and the

promotion of activities relating

to environmental protection and

responsible water use.

Risk Management System

To reinforce the integration

of risk management into the

business decisions throughout

the Group, the Audit Committee

of the Board of Directors during

2007 reinforced the global risk

control system, improving the

risk management structure

throughout the organization so

that the people in charge of all of

the business activities across the

Group follow the same corporate

risk management principles

and uniformly apply the related

policies, processes and models.

The integral risk control system

allows for:

1. Identifying the events that

can impact on the Group’s ability

to achieve its objectives

2. Evaluating the risks derived

from such events

3. Making decisions on the

measures to adopt to maintain the

risk at the established limits

4. Performing an appropriate

oversight of the risks

The Group currently has a

corporate risk model that has

been prepared based on that of

the OHL Domestic Construction

and OHL International

Construction Divisions, with their


risks. Once the control objectives


control was put in place and in

the upcoming year the rest of the

activities will be included.


[2] / What Responsibility Means to OHL


In this manner the Group


can endanger its ability to meet

its objectives, promoting a

continuous improvement process

for the existing controls (actions,

policies, rules and procedures),

perfecting the measurement

indicators established for each of

the risks and, thereby, minimizing

the probability that these risks


activities of OHL.

The Group will continue to

develop the risk management


coverage of reputation risk.

The analysis of Risk

Management focuses on nonoperating

risks, those relating

to the failure to comply with

voluntary commitments,





Reputation and image risk

10. Businesses and

corruption, extortion

and bribery

9. Diffusion of


friendly technologies

8. Initiatives for



7. Businesses and

the environment

Reputation and image risk

6. Responsibility for the

consequences of actions

5. Considerate and

exemplary relationship with


1. Businesses and

human rights



6. Job discrimination

1. Compliance with laws,

regulations and standards

Codes of


4. Rigorous avoidance


with employees, family


2. Human rights


3. Businesses

and freedom of


4. Elimination

of forced and

compulsory labor

5. Effective abolition

of child labor


development of tasks

3. Honest behavior with

customers, suppliers,

collaborators and


Sustainable Development Report 2007

2007 Benchmarks

in Corporate Social


The OHL Group has progressed


aspects of corporate social

responsibility and sustainable




with OHL being chosen for the

FTSE4Good IBEX index, formed

of 27 Spanish listed companies


sustainability. Created by Bolsas

y Mercados Españoles (BME)

and the FTSE Group, this is the


Spanish exchange.

The selection of OHL for

this index is proof that the

OHL Group meets the strict

criteria in corporate social

responsibility, ethics, risks and

environmental protection required

by FTSE4Good, demonstrating

that the Group follows socially

responsible business practices


stock as a sustainable and socially

responsible investment. OHL is

one of the founding companies

in the “responsible investment”

segment of the Spanish securities



and corporate strategies for

progressing under conditions of

sustainability as a guarantee of

growth, the Groups 2007 results

clearly demonstrated that OHL

is an increasingly international


digit growth across all of the main

earnings headings.


commitment to the United

Nations Global Compact and

to continue working with

rigor and effectiveness in the

dissemination and promotion

of the ten principles. At the

close of the year, the OHL Group

submitted a new Progress

Report in accordance with the

standard model established

by the Spanish Association for

the Global Compact, ASEPAM,

which evidences the commitment

and activities of the Group in

the defense of human rights,

labor standards, respect for the




anticipation and transparency,

the OHL Group approved the


bylaws and the regulations of the

Board of Directors to adapt them

to the recommendations of the

���������������Good Governance.

The delegated commissions of the

Board of Directors were similarly



and Environment Committee

decided to publicly assume an


against climate change and to

develop short, medium and

long-term strategies then allow

for the creation of value with the

minimum possible environmental

impact. This commitment is

applicable to all of the business

lines and work centers.



Corporate Human Resource

Department, which has had to


internationalization of the Group.

This has led the department to

use diversity as the best means

of achieving the integration of

our employees. OHL maintains a


policy based on the the rejection

of all forms of discrimination in

employment, promoting the social

and labor integration of disfavored



of occupational risks, the external

auditor Crossber Audit granted

the companies of the OHL Group

throughout Spanish territory with

the “Excellence in Preventative


However the OHL Group has a

long history in anticipating the

market. It was back in 2005 when




in 2007 the Group did it again by



of excellence in the preventative

management of an organization.


is vital for increasing

competitiveness and, without

doubt, for maintaining the

ability to create value over the

long term. In 2007, the OHL

Group has increased up to 60%

its investment in research,

development and innovation

and implemented a management

system that conforms to the

standard UNE 166,002, and

will achieve the appropriate


������management of quality is

another key factor in obtaining the

expected results and achieving

customer satisfaction beyond

their expectations. OHL received

various awards and recognitions

for its quality management in

different operating divisions

and different countries. We

would particularly highlight

the recognition of the quality,

seriousness and professionalism

of the services rendered in Brazil

by Ambient, a subsidiary of OHL

Environment Inima; the customer

satisfaction with Hotel Fairmont

Mayakoba (México), part of the

OHL Developments division,

and the recognition for quality

and safety granted to the OHL

concession holders in Brazil.


actions, we would highlight the

preparation of the Social Action


philosophy and values that should

guide all of the actions for and

commitment to the community.

This master plan will act as

the basis for the various social

action plans for the divisions or



[2] / What Responsibility Means to OHL


In the first quarter of 2008, Obrascón Huarte Lain was included in the

FTSE4Good IBEX index, formed of 27 Spanish listed companies that meet

specific criteria on sustainability


publication of this Report, we

have completed the process

of implementing a computer

tool to facilitate the integral

and systematic management

of development indicators, the

preparation of reports and the

implementation of improvement

plans within the scope of

corporate social responsibility.

Impacts, Risks and


Identifying and analyzing the

risks and opportunities derived

from the strategy of a company

such as OHL facilitates the

improvement of the conditions

under which the company’s

activities are developed, making

the management of its resources

more Ife should and providing

the ability to anticipate market


Companies in every sector

act within the context marked by


These changes do not only

transform the business scenario

but also force the constant

updating of the entities that move

within the scenario.

OHL analyzes the risks

and opportunities relating to

sustainability derived from

its business activities. Early

detection and management is

a key factor in the success of

the strategy of a group like OHL

given the impact of its activities

on the environments in which

they are executed. There were no


in the past year and the risks and

opportunities detected are very


Accordingly, the three main

risks that the Group must face

center on the health and safety

of its workers, particularly given

that the main business activity

is construction, an industry with

a very high on-the-job accident

rate, and the high impact of

construction on the environment,


construction is to modify the areas

where it is executed. Another of

the most prominent risks is that

of corruption and bribery given

the high volume of resources and

the varying interests driving the

industry, making it particularly

sensitive to these types of illegal


Similarly, the main

opportunities derived from the

business activities of the OHL

Group, both for the company

and for the communities in

which the Group operates,

are the contribution to the

modernization and progress of

the said communities through

the construction of infrastructure,

the high level of job creation by

construction companies, the

capacity for internationalization


the size of OHL and the ability to

generate solutions by investing

resources in technological

innovation, which also has the

positive effect of minimizing the

impact on the environment.

Communications and

Dialogue with Stakeholders

Learning the needs of

stakeholders and establishing the

channels of dialogue necessary

enable OHL to be permanently

connected to their reality, thus

facilitating the work involved in

the planning and anticipation

of its business and corporate


The Group assumes the

commitment of maintaining

the transparency of its

communications with all of those

groups who have a legitimate

interest in the performance of

its activities. The basis of this

commitment stems from the

conviction that, in the absence

of communication with these

stakeholders and without their

participation, their activity could

not be fully assessed.

OHL’s communication with

its stakeholders has always

been a key aspect taken very

much into account in the

organization, which, for this

reason, has established and

keeps up-to-date appropriate

channels of communication with

stakeholders, for the purpose of

being aware of their expectations,


and demonstrating this in the

performance of its activities.

Sustainable Development Report 2007

OHL’s Communication Policy




Sustainability Indicators

Management System



Attendance Channel

Publications Channel


The main communications

channel of the OHL Group for

communicating with stakeholders

is the corporate website. During

2007 the website was completely

revamped in order to:


represent the current corporate



reinforce the mission and

objectives all of the Group.


meet international standards for

accessibility as recommended by

W3C to achieve AA conformance,

priority level 2.


organization of the content to


they whine simply and directly.


Total no. of �������

visits in 2007

Average no.


of daily visits

(working days)




Pay Slip


Request for



Internal Comunication External Comunication





















User attention

Center (CAU)




Data base

Occupational Risk

Prevention Award

Methodology Guides





The Sustainable Development

Report of the OHL Group is an

exercise in transparency that

attempts to offer a balanced and

reasonable description of the


social activities of the Group.

With the goal of achieving the

permanent improvement of

the approach and content of

this report, starting in 2006

we included a questionnaire

so that all the recipients can

express their opinions and

recommendations regarding the

information presented and any

lack that they may deem relevant

so that OHL can incorporate this

information into future editions.

The questionnaire also provides

recipients with the ability to

critique the efforts of OHL in

corporate social responsibility

and the manner in which the

information is presented and


In 2006 OHL launched a

stakeholder survey in order

to establish a more direct

and open dialogue with its

direct stakeholders: workers,

customers, suppliers and

NGOs. The project is managed


Procurement System







Training and


Annual Report

S. D. Report

Tecno Magazine








“OHL today”





to Analysts



Meeting Road shows











OHL Web Site













Reports to CNMV


Brochures, etc.


by an external consultant and

uses in-depth interviews and

closed questionnaires. For

more reformation please see the

following section.

The different chapters all of

this report detail the other more

���������������� used by OHL

to manage its relationship with



Chapter 5


Chapter 4


Chapter 3


Chapter 5

Technological bodies

Chapter 5

Neighbors of worksites

Chapter 7

Non-governmental Organizations

Chapter 6

Communications media

Chapter 1


[2] / What Responsibility Means to OHL


Relevant Matters for OHL


Stakeholder survey 2006-2007

Among the many aspects

implied in the sustainability

policy of OHL, the relationship

with stakeholders occupies a

preeminent position. In this

regard, the consultation of

stakeholders launched by OHL

for 2006-2007 is seen as the hub

of the company’s sustainability

oriented policies, given that the

conclusions of the survey will be

used to program the objectives

and actions for the following

period, as well as to evaluate the

efforts of the company in the cycle

just ended.

The second edition of the

survey was executed between

the months of November 2007


process was guided by the

principles of the October 2006

version of the sustainability

report guidelines of the Global

Reporting Initiative (GRI-G3) and

the AA1000 Assurance Standard

by AccountAbility.

The goal of the survey was to


that the company’s stakeholders

considered to be most relevant

within the context of sustainability

and for a company operating

within the sectors of activity of the

OHL Group.

The methodology used was the

same as that used in the previous

survey, a combination of direct

and indirect consultations. For

this second survey, the following

analyses, among others, were



communication media in 2007.


expressed by shareholders in




clauses 2007.


the preparation of sustainability



international initiatives in

sustainability during 2007.


in 2007 based on a sample of

113 employees of the Group and


on their opinions of the corporate

social responsibility efforts of OHL.

The result of these

analyses allowed OHL to meet



aspects that could result in

external changes in the agenda of

priorities for OHL and, secondly, to

contextualize each of the relevant

matters and achieve a greater


meaning of their expression for a

company such as OHL.

Similarly, the survey was used

to construct a matrix of relevant

matters comprised of seven

matters and 31 relevant aspects

for the sustainability of OHL, as

regards both the direct impact on

the Group’s activity and that on

the social environment in which it


This matrix was used as the

basis for a questionnaire that was

sent to 35 key representatives of

all of the stakeholders in those

regions where OHL maintains

permanent activities (Spain,

Brazil, Chile, Mexico, United

States and Czech Republic. The

objective of the second survey

was to establish the list of

main relevant matters for each

stakeholder group.

Given that over the last



stakeholders regarding relevant

matters, we have complemented

the work with the results

obtained the previous year and

from other channels that are

producing a permanent dialogue

with customers, shareholders

and investors, both directly

and indirectly, as detailed,

generally, in this chapter and,


the chapters of this report on

sustainable development.

Sustainable Development Report 2007

Distribution of respondents by stakeholder group and country

Stakeholder group

Employees 69%

Customers 9%

Suppliers 9%

NGOs 13%

Total 100%

The respondents were asked

to grade the degree of importance

that OHL should attribute to each


primary results are shown in the

following table.


26 %

6 %

9 %

22 %

11 %

Position Matter

Average score Average

deviation *

1 Occupational health and safety 3.71 10.75%

2 Quality of products and services 3.66 9.25%

3 Safety of products and services 3.66 9.25%

4 Customer satisfaction 3.63 �����

5 Fight against corruption and bribery 3.57 6.57%

6 Training and talent management 3.57 6.57%

7 Community support and social action 3.57 6.57%

� Fight against unfair competition 3.54 5.67%

9 Customer service 3.54 5.67%

10 Possibility of professional development 3.49 �����

(*) Total mean score = 3.35

As can be seen from the

table, although all of the matters

equally apply to other industries,

the sensitivity in the construction

industry to “occupational health

and safety” is notable. This is

most likely due to the activity

of the Group and its potential

exposure to worksites risks.

If we take all of the matters

contained on the questionnaire,

including those with a negative

mean deviation, which we

distributed according to each

of the items contained with the

following results.



Czech Republic








deviation *

Products and services 3.47 �����

Corporate governance and ethics 3.46 4.53%

Human resources 3.35 1.21%

Environmental management 3.31 0,00%

Creation of value for society and respect for human rights 3.31 0,00%

Responsible procurement management 3.13 (5.44%)

Dialogue with stakeholders

(*) Total mean score = 3.31

3.13 (5.44%)

Accordingly, the items of most

interest among OHL stakeholders

are “products and services”

and “corporate governance and

ethics” in other words, those


corporate social responsibility:

the creation of value for the

stakeholders and the integration

of ethical criteria into the

organizational structure.


Sustainable Development Report 2007

[3] / Corporate Governance

Shareholder structure 42

Board of Directors 43

Board Committees 44

Management Team 45


Codes of Conduct 48

Risk Control System 49

Relations with Shareholders and Investors 51






Committed to the best

practices of Good Governance and

following its policy of transparency


OHL Rule has faithfully adapted

its regulatory framework and the

governing bodies to the national

and international standards

and recommendations in force

at any given time on corporate

governance. Accordingly,

the Bylaws and regulations

of the Board of Directors and

Annual General Meeting had

already included most of the

Shareholder structure


Code of Good Governance for


approved by the National Stock

Market Committee (CNMV) on 22

May 2006.



its corporate bylaws and the

regulations of the Board of

Directors in order to adapt its to

meet all of the recommendations


Governance. The composition and


Direct holdings Indirect holdings

activities of the governing bodies

of the Company, the AGM and the

Board of Directors and its various

advisory committees are inspired

by the regulations.

The regulatory framework of

the Company and its governing

bodies can be examined in the

Annual Report on Corporate

Governance 2007 and on the

corporate website:

Total number of


% Interest

Board of Directors

Mr. José Luis García-Villalba ������ 0 ������ 0.066

Mr. Javier López Madrid 0 5,000 5,000 0.006

Mr. Rafael Martín de Nicolás Cañas 100 0 100 0.000

Mr. Luis Solera Gutiérrez 0 105,964 105,964 0.121

Mr. Jaime Vega de Seoane Azpilicueta 12,000 53,990 65,990 0.075

Total Board of Directors 70,215 164,954 235,169 0.268

Other shareholders

Inmobiliaria Espacio, S.A ������������� ���������� 53.615

Gartmore Investment Management, Ltd ��������� ���������� �����

Fidelity International Limited ���������� ��������� 1.941

Other shareholders 34,026,032 0 34,026,032 ������

Total other shareholders 34,026,032 53,230,854 87,256,886 99.732

Total Shares 34,096,247 53,395,808 87,492,055 100,000

(*) Through: Villar Mir, S.L. Group, 44,379,747 shares, and Espacio Activos Financieros, S.A, 2,529,246


Sustainable Development Report 2007

Board of Directors

Board of Directors at 31 December


Chairman of

the Board of


First Deputy


Second Deputy


Mr. Juan-Miguel Villar Mir

Nominee Director *

Mr. José Luis García- Villalba


Independent director

Mr. Juan Villar-Mir de Fuentes

Nominee director *

Members Mr. Baltasar Aymerich Corominas

Nominee director *






Mr. Tomás García Madrid

Nominee director *

Mr. Javier López Madrid

Nominee director *

Mr. Rafael Martín de Nicolás


Executive director

Independent director

Mr. Juan Mato Rodríguez

Independent director

SAAREMA Inversiones, S.A.,

represented by

Mr. Joaquín García-Quirós


Independent director

Mr. Luis Solera Gutiérrez

Independent director

Mr. Jaime Vega de Seoane


External director

Mr. Daniel García-Pita Pemán

Mr. José María del Cuvillo Pemán

* Appointed on the proposal of Grupo Villar Mir, S.L.

Doctorate in Civil Engineering (number one in his graduating class). Licentiate in Law. Holds

the Chair of Business Organization in the Advanced Civil Engineering School of the Polytechnic

University of Madrid, Holds the Chair of Accounting and Legislation in the School of Public

Works of the Polytechnic University of Madrid. Was Deputy Prime Minister for Economic Affairs

and Minister of Finance in the First Government of the Monarchy. The remainder of his activity


of Directors in major companies in Spain. At the present time is the Chairman of Grupo Villar

Mir, S.L., Ferroatlantica, S.L., Pechiney Electrometallurgie and Fertiberia, S.A. He has also


was President of the National Association of Civil Engineers and President of the Agustín de

Betancourt Foundation. He is currently an honorary member of the National Association of Civil

Engineers of the Royal Academy of Engineering and of the Royal Academy of Economics and

Financial Sciences.

Doctorate in Civil Engineering. Has extensive experience in the construction and infrastructure


professor of business organization at the Advanced Civil Engineering School of the Polytechnic

University of Madrid for 14 years.

Licentiate in Economics and Business Administration. He is Deputy Chairman and Managing

Director of Inmobiliaria Espacio, S.L., Chairman and Managing Director of OHL Concesiones,

S.L., Deputy Chairman of Fertiberia, S.A., Chairman of Cía. Agrícola Inmobiliaria Zaragozana

(Caiz, S.A.), Chairman of Puerto Sotogrande, S.A.

Licentiate in Economics. Has held senior positions in government institutions, was Executive

Chairman of Dintel and Telefónica Sistemas, Managing Director of Caja Postal and Chairman of

the Corporación Financiera of Caja Postal. At the present time, as business advisor specialized


Steering Committee of Pacadar, S.A., and Prelasa.

Civil Engineer. MBA-IESE. Has been Managing Director of the Villar Mir Group since 2002.

Licentiate in Law and Economics. Is a director of the Villar Mir Group, founder and Chairman of

Tressis and Financiera Siacapital.

Civil Engineer, PADE-IESE. Has an extensive experience in the construction sector. Has held

senior positions within the OHL Group.


Commerce and Industry of Madrid and Chairman of the Executive Committee of IFEMA. At

the present time, he is the Chairman Beverajes Tripe J, S.L., a member of the Assembly of

Caja Madrid, of the Board of Directors of Sala Retiro and of Alternativa, S.L., member of

the Economic and Social Committee of Madrid and of the Advisory Committee of G.S.S.


Industrial Engineer, part of his professional career was with Alcatel and he later held a senior


Saarema Inversiones, S.A.

Industrial Engineer. Has held positions of responsibility in the services, mining, banking and

real estate sectors. At the present time is Honorary Chairman of Tecnocom Telecomunicaciones

y Energía, S.A., First Deputy Chairman of Hotel Meliá Castilla and a Director of Informes y

Proyectos, S.A. (INYPSA).

Naval Engineer. Has extensive management experience in commercial banking. At the present



[3] / Corporate Governance


Board Committees

Audit and Compliance Committee

The Audit and Compliance

Committee is chared by an

independent director. This

committee meets at least four

times each year. One of the

meetings is necessarily devoted


compliance with the company’s

governance rules and procedures

and to preparing the information

to be approved by the Board

of Directors and then included

in the Board’s annual public


Its principal duties also

include the evaluation of the

results of the audits of the

company’s accounts (internal

and external) and the review of

prospectuses and the routine


Board is required to furnish to

the markets; oversee compliance

with the internal code of conduct

of these securities exchanges,

the Board of Directors, the Annual

General Meeting of Shareholders

and with the Executive Staff Code

of Conduct, and, in general, with

the governance rules all of the

company, making such proposals

as it may deem necessary for

any improvements and to inform

the Board prior to adopting

any agreements relating to the

creation or acquisition of equity

interests in special-purpose

vehicles and companies domicile

the in countries or territories

considered as tax havens.

The committee’s current

composition is detailed below:

Chairman Mr. Juan Mato


Members Mr. Tomás García


Mr. Jaime Vega de

Seoane Azpilicueta

Mr. Juan Villar-Mir

de Fuentes

During 2007, this committee

met on 5 occasions.

Appointments and Compensation


The Appointments and

Compensation Committee is

chaired by an independent

director. Most of the members

are also independent directors.

This committee meets as often

as the Board, or the Chairman of

the Board, requests the issuance

of a report or the adoption of

proposals and, in any case,

whenever advisable for the proper

discharge of its duties, meeting at

least three times each year.

One of its meetings is devoted

to preparing the information on

the Directors’ compensation,

which the Board of Directors must

approve and include in its annual

public documentation.

The Appointments and

Compensation Committee is

responsible for establishing

the criteria to be followed for

the composition of the Board

of Directors. In addition, the

committee refers to the Board

proposals for the appointment

of Directors and the members of

each of the committees and, at the

same time, proposes the system

of compensation and the amount

of the annual compensation to

be paid to the Directors and to

the members of the Steering


Chairman Mr. José Luis

García-Villalba González

Members Mr. Javier López Madrid



represented by Mr.

Joaquín García-Quirós


Mr. Luis Solera Gutiérrez

Mr. Juan-Miguel Villar


This committee met on 3

occasions during 2007.

Sustainable Development Report 2007

Management Team at 31

December 2007















Governance Bodies

















Corporate Areas Operative Areas




[3] / Corporate Governance


The governance of the Group is

complemented with the following


Strategy Committee

Chairman Mr. Juan-Miguel Villar Mir

Members Mr. Luis García-Linares


Mr. José Antonio

Fernández Eléjaga

Mr. Rafael Martín de

Nicolás Cañas

Mr. Francisco Marín


Mr. Juan Villar-Mir de


Mr. José Antonio

Membiela Martínez

Mr. Andrés Pan de

Soraluce Muguiro

The duties and responsibilities

of this committee consist of:


strategic lines of the Group in the

medium and long term.



proposals to be brought before

the Board of Directors with

respect to long-term plans, annual

budgets, investment programs

and the basic organic structure.


expansion and development

policies, as well as actions in

new business lines or in new

geographical environments.


running of the Group and its


appropriate, corrective measures.


of the best possible relations by

the Group with customers and



aimed at strengthening the

values of the organization and

compliance with good business

conduct standards.

Steering Committee

Chairman Mr. Juan-Miguel Villar


Members Mr. Luis García-Linares


Mr. José Antonio

Fernández Eléjaga

Mr. Rafael Martín de

Nicolás Cañas

Mr. Francisco Marín


Mr. Juan Luis Osuna


Mr. José Antonio

Membiela Martínez

Mr. Andrés Pan de

Soraluce Muguiro

Mr. Joaquín Jiménez


Mr. Joaquín Gonzalo


Mr. Francisco Garrote de


Mr. Angel Puente de


The duties and responsibilities

of this committee consist of:


control the implementation of

the plans, programs, budgets




contracting and the status of

the backlog, review commercial

actions and give the relevant

instructions for the management

steps to be taken.


long-term plans, investment and

disinvestment programs and the

annual budget.


policies and study and report


establishment and pay conditions.


organic structure of the company

and how it operates.


conduct standards.


information on the activities of

each of its members.


in whatever matters on which

the Chairman may request the

committee’s criteria.


the quarterly reports on the

performance of the company’s

investments submitted by the

Chairman of the Investment


Sustainable Development Report 2007

Investment Committee

Permanent Members:

Chairman Mr. Luis García-Linares


Members Mr. Tomás García


Mr. José Antonio

Fernández Eléjaga

Occasional Member:

The senior executive responsible

for the area to which the investment

refers. In addition, the members of

the Committee may call upon any

of the members of the management

staff for consultancy.

This committee meets monthly

on a regular basis, or whenever a

meeting is called by its Chairman.

The tasks of this committee

consist of:


Chairman of the Group policies

with respect to the investments

and disinvestments to be

undertaken, on the proposal

of the heads of the various

operational or corporate areas.



investment and disinvestment

which, according to the internal

rules and regulations in force,

must be submitted to the

Committee, prior to submission to

the Chairman of the Group for the



of the proposals for the creation

of new subsidiaries, prior to their

approval by the Chairman of the



the initiation of studies and

preliminary negotiations prior to

a project of investment in new

companies and businesses.


and analyze the progress of

investment operations already

initiated or in the process of

examination and negotiation.


the investment and disinvestment

projects established in the annual


Corporate Conduct Committee

Chairman Mr. Luis García-Linares


Members Mr. Carmelo Ferrández


Mr. José María del

Cuvillo Pemán

The tasks of this committee

consist of:


procedures necessary to ensure

full compliance with the Executive

Staff Code of Conduct.


the rules established in the

Code of Conduct, interpret any

possible infringements as may be

detected and to adopt or propose

the disciplinary or labor-related

measures as may derive from a


Through this committee, and


channel, the company has


prevent and enforce, if necessary,


corruption, bribery and practices

limiting free trade. The procedure

was approved by the Audit

Committee of the OHL Group on

22 March 2007, informing the

Board on the 27th of the same


by internal mail on 17 April 2007.

There were no violations

detected during 2007.

Incompatibilities and

Conflicts of Interests

The company has always

been particularly scrupulous in

dealing with situations of possible


of interest with respect to its

Directors, a concern which has led

it to develop Rules of Procedure

for the Board of Directors which,

among other aspects, regulates

these issues appropriately.

The Board’s Rules of Procedure

also regulate in detail those

situations in which, due to the


interest, a Director must abstain

from taking part in discussions

and voting. The Directors may

only carry out professional or

commercial transactions with the

company in those cases where

a prior report is issued by the

Appointments and Compensation

Committee approving the

transaction in question.


[3] / Corporate Governance


Codes of Conduct

The Rules of Procedure of the

Board of Directors establish the

mechanisms for detecting and


interest between the Group and its


shareholders. As a complement

to these mechanisms, OHL also

has two codes of conduct.

a) OHL Executive Staff Code of


By means of this Code,

approved by the OHL Board

of Directors on September 11,

2002, OHL ensures that all of

the company’s managers will

take into account and comply

with certain ethical principles in

their actions, in such a way as to

ensure that its social commitment

and its commitments to integrity

and transparency with respect

to the communities in which

the OHL Group operates will

materialize. Each member of the

management team receives and

signs their acceptance of the code

of conduct.

The main principles included

in the Executive Staff Code of

Conduct include the following:





laws, regulations and rules

in force in the environments

in which they carry out

their activity, as well as the

regulations of a corporate

nature applicable to them.


the discharge of their duties.


of trust in their relationship

with the communities

affected by the Group’s

business activities:

customers, suppliers,

employees and shareholders.


avoid any conflict of interest

between the Group and the

employee himself or herself,

the employee’s relatives or

any other person with whom

the employee is associated.


relationship with their



of the consequences of their


b) Code of Conduct with respect

to issues relating to the securities


The Code of Conduct for

Securities matters, which entered


approved in application of

Royal Decree 629/1993, dated

3 May, and other rules issued

by the National Stock Market

Commission. In compliance with

additional provision four of the

Law 44/2002, dated 22 November,

the Board of Directors of the

Company approved the revision

of the code to adapt it to the new


bis of the Securities Exchange Act

(Ley del Mercado de Valores).

Again on 10-07-2007 a new


“Contracts of liquidity” was

approved in order to allow for


company to such contracts. This

Code subjects the conduct of the

directors and executives of the

Group, its external consultants

and the personnel employed in

OHL’s Stock Exchange services

to certain standards of conduct

relating to:






Sustainable Development Report 2007

Risk Control System

The Group considers the

management and control of risks

as one of its top priorities. The

internal procedures established

favor the continuous improvement

of such control, facilitating its

oversight and assuring the correct

application of the risks.

The objectives of the risk

control system are:

- Prevent and control the risks

that can impact on the archival of

the company’s objectives or its


- Assure compliance with

applicable laws and norms as

well as with the internal rules and

procedures of the Group.

- Assure the reliability and

integrity of the accounting and


To reinforce the integration

of risk management into the

business decisions throughout

the Group, the Audit Committee

of the Board of Directors during

2007 reinforced the global risk

control system, improving the

risk management structure

throughout the organization so

that the people in charge of all of

the business activities across the

Group follow the same corporate

risk management principles

and uniformly apply the related

policies, processes and models.

The integral risk control system

allows for:

1) Identifying the events that can

impact on the Group’s ability to

achieve its objectives.

2) Evaluating the risks derived

from such events.

3) Making decisions on the

measures to adopt to maintain

the risk at the established limits

4) Performing an appropriate

oversight of the risks.

The Group currently has a

corporate risk model that has

been prepared based on that of

the OHL Domestic Construction

and OHL International

Construction Divisions, with their


risks. Once the control objectives


control was put in place and in

the upcoming year the rest of the

activities will be included.

In this manner the Group


can endanger its ability to meet

its objectives, promoting a

Risks of the OHL Group

Market Operating Financial Related to the


and economic


Relating to

the changing



of the markets in

which the Group

operates and,

particularly, to

possible regulatory

changes in the

different markets,

country risk, risks

from the impact of

entering into the

market and the

risks derived from

alliances and joint


Relating to:

- Contracting

- Subcontracting

- Quality.

- Health and


- The environment

continuous improvement process

for the existing controls (actions,

policies, rules and procedures),

perfecting the measurement

indicators established for each of

the risks and, thereby, minimizing

the probability that these risks


activities of OHL.

Group Risks

The regular activities of

the operating divisions and

geographic environments of the

Group require the a continuous

analysis of the main risks using a

uniform methodological approach.


grouped into four categories as

shown in the following table:

Affecting primarily



it needed and

at a reasonable

cost as well as we

maximize a sin of


available. The

most important

risks are related to:

- Credit

- Interest rates

- Exchange rates

- Liquidity

Relative to the assurance

degree of the information

used is correct and precise

and allows for proper

decision-making, up both

by the management of the

Group and by third parties.


[3] / Corporate Governance


Risk Control Systems and Policies

The implementation of

the integral risk control model

incorporates all of the traditional

policies of the Group to minimize

the risks, systematically updating


systems. Both the systems

and the policies adopted are

supported by internal rules

(norms and procedures) and

by the information methods

that comprise a complete,

homogenous and uniform body.


Type of risk Primary systems and policies

Market related �������������������

Relating to operations ������������������������������������������������







Finance related �����������������������������������������������

offset exchange rates and interest rate risks.

These instruments are contracted only with highly


credit risk to the minimum




Relating to the reliability of �����������������������������

��������������������������������� ������������������������������������������������

annual accounts of the Group, oversight of

compliance with legal requirements and the

correct application of accounting standards and


must periodically released to the markets

The consolidated financial statements of the Group, (Section D.2 – Other

information) and the Corporate Governments Report (item D) provides detailed

information on each of the risks identified and the procedures established as

control systems.

Prize awarded to OHL Brasil

by IR Global Ranking 2007, in the

category of

“Best Financial Disclosure

Procedures (Small/Mid Cap)”

OHL Brasil was recently awarded the

2007 IR Global Rankings award for Best

Financial Disclosure Procedures in the

Small and Mid Cap company category for

Latin America. The rankings are generated

by MZ Consult, a leading investor relations



on the evaluation of 145 participating

companies from 33 different countries.

Since its creation in 1999, these rankings

have become the most comprehensive

ranking system for Investor Relations

websites, Corporate Governance and


The rankings are based on extensive

proprietary research of public companies

and investors using a list of 50 indicators

relating to content, technologies, design

and interactivity .

Sustainable Development Report 2007

The only company in the industry with an “Investment grade” rating from

both Fitch and Moody´s since 2001

Relations with Shareholders

and Investors

Through the Investor Relations

Department, the OHL Group

materializes its commitment to

transparency by disseminating

the relevant information for

shareholders and investors, both

individual as well as institutional,

by means of the following

channels of communication:

Direct: General Shareholders

Meeting; presentation, in the


Madrid Stock Exchange, of the

results of the previous year to the

members of the Spanish Financial

Analysts Institute (IEAF) and to

the specialized analysts of the

sector; annual presentations to

analysts on OHL Concesiones

covering ongoing projects and

future strategies; participation in

forums and seminars, both sectorwide

as well as by capitalization

segments; the organization of

road- shows in Spain and abroad

(Europe and America), and visits

and talks with analysts and


Publications: the Annual

Report, comprised by the Annual

Report, the Corporate Governance

Report and the Sustainable

Development Report, which, in

a joint and inseparable manner,

offer relevant and precise annual

information on the Group’s

activities during the year, the

quarterly reports submitted to the

CNMV (National Securities Market

Commission) in accordance with

the Securities Exchange Act,



loss account compared to those

obtained in the same period in

the previous year, as well as a list

of the relevant events occurring

during the period, and a quarterly

publication of reports which,

expanding upon the information


status of the company, including


by activity and stock exchange


The company maintains a

list of those shareholders that

expressed an interest in receiving

the quarterly report sent to

the National Securities Market

Commission. This information

is sent to interested parties in

Spanish or English, by post or

e-mail, after presentation to the


Internet: Website. Through

its website,, the

OHL Group offers clear, objective

information in real time on

the history of the company, its


statements, as well as the

latest news, highlights, reports,

presentations and any other

information as may be of

assistance to visitors interested in

learning about the situation of the


Telephone: In order to attend

to queries by shareholders

with respect to the progress

of the company, there are two


for this purpose: the Internet,

through the website, by e-mail


and by telephone, through the

shareholder helpline:



No. of analysts following the company stock: 20

Seminars and road-shows * 15

Industry 6

Market cap segment 5

Meetings by the Chairman with investors 3


(*) Madrid, Lisbon, London, Paris, Milan and New York.


Investor visits: 120

Spain, Great Britain, France, Portugal, Germany, Ireland, Sweden, Switzerland,

Belgium, Holland, USA, Canada and Australia.

In 2007, OHL reinforced both transparency and

accessibility to the Annual General Meeting by providing

a direct link on the corporate website ( to the

live webcast of the Meeting, allowing shareholders to

attend via the web rather than in person


Sustainable Development Report 2007

[4] / Commitment to the People in the Group

OHL’s Human Team 54

Training 66

Occupational Risk Prevention 71


[4] Commitment to

the People in the Group


The basic objective of OHL

Group’s human resources strategy

is the professional and personal

development of its employees,

seeking to obtain the very best

each has to offer and in turn

offering security, stability, quality

of life, training and opportunities

for improvement. With this

purpose in mind, the Group

has been designing spaces and

processes that will enable its

employees to enjoy adequate

working conditions with an

environment that favors diversity

and equal opportunities.

OHL’s Human Team

The model put into place has

made it possible to undertake

policies aimed at adapting internal

promotion to the expectations

of employees, by improving the

quality of their jobs, managing

and designing professional

careers, as well as recognizing and

rewarding effort and achievement.

For OHL, a priority objective is

for the companies in the Group

to become an ideal place for

working and to strengthen

career development, thereby

consolidating jobs.

The presence and

development of activities in new

geographical areas stimulates

the consolidation of policies

that encourage the international

mobility of the people who work

in the OHL Group, both in Spain

as well in the rest of the countries

where it operates.

Characteristics of the workforce

The total number of employees


1,143 new people joining the

Group. This growth was due

primarily to the increase in both

Distribution of OHL Group personnel at 31 December 2007

Distribution by category

domestic –the award of Metro

Ligero Oeste (Madrid)– and

international –particularly in

Latin America– construction and

concessions activities. OHL has

also consolidated our activities in

Algeria with new job growth.

The geographic distribution

of employees by destination

remained stable over the

previous two years with 41%

of group employees working in

Spain and the remaining 59%

working abroad. Respect to type

of contract, the number of total

permanent employees rose by 5%.

2007 % s. Total % 07-06 2006 % s. Total % 06-05 2005 % s. Total



2,026 14.4% ��� 1,951 15.1% 29 1,510 12%

3-year Graduates ����� 15.5% 35.6 ����� 12.4% 26 1,277 10%



2,006 14.2% 26.0 1,592 12.3% 17 1,357 11%

Clerical Staff ����� 12.0% 9.6 1,537 11.9% 15 1,331 11%

Rest of Personnel 6,171 43.9% (1.1) ����� ����� (13) 7,177 56%

Total 14,069 100% ��� 12,926 100% 2 12,652 100%

Distribution by type of contract

2007 % s. Total % 07-06 2006 % s. Total % 06-05 2005 % s. Total

Permanent staff 10,030 71% 5.0 ����� 74% 29 7,409 59%

Temporary staff 4,039 29% 19.6 ����� 26% (35) 5,243 41%

Total 14,069 100% ��� 12,926 100% 2 12,652 100%

Sustainable Development Report 2007

Permanent and temporary staff










Distribution by destination


2007 % 07-06 2006 % 06-05 2005

Spain 5,715 41% 6.9 5,347 41% 2.1 5,236 41%

International ����� 59% 10.2 7,579 59% 2.2 7,416 59%

Personnel abroad by country (31-12-2007)

9.9 %

10.8 %

% 3.3

5.7 %

18.7 %

2.1 %

0.7 %

17.8 %

31.0 %

Variations in personnel abroad by country

31-12-2007 31-12-2006 31-12-2005

Czech Rep. 2,593 2,570 2,674

Brazil 1,490 1,439 �����

Chile 1,560 ����� 2,361

USA 906 934 7

Mexico ��� 771 602

Argentina 473 369 353

Algeria 275 52 -

Slovakia 174 254 277

Bulgaria 31 31 -

Ecuador 5 5 2

Turkey 21 69 ��

Honduras - - 1

TOTAL ����� 7,579 7,416



Czech Rep.












Personnel working outside their country of origin

2007 2006 2005

Algeria 51 22 -

Chile 9 9 6

Ecuador 3 3 -

United Arab


1 - -

Mexico 17 19 21

Czech Republic 3 3 5

Turkey 11 50 39

USA � 4 1

Total 103 110 72


[4] / Commitment to the People in the Group


Distribution by division at 31-12-2007


7 %



2 %


21 %



3 %



39 %



28 %

Distribution by professional category, age and gender

Age and seniority at year end

Distribution of personnel by professional category, age and gender at 31 de diciembre de 2007

2007 2006 2005

Average age 40 years 39 years ��������

Average time of service 5 years 6 years 7 years





Up to 30


Between 30-45


Between 45-55


Over 56


Executives ��� ��� 10 0 0 66 6 63 4 �� 0

5-yr Degree Grad. ����� 1,317 ��� 259 163 669 250 237 �� 152 10

3-Year Graduates ����� 1,639 543 ��� 214 765 ��� 253 37 153 11

Non-Graduate 2,006 1,761 245 333 70 647 106 464 51 317 ��

Technicians ����� ��� 726 214 216 345 335 ��� 125 161 50

Clerical Staff 6,171 5,242 929 1,223 324 2,135 361 1,215 ��� 669 56

Total 14,069 11,135 2,934 2,497 ��� 4,627 1,339 2,470 463 1,541 145

Employee turnover in 2007

Given the nature of the

construction industry and its

activity, employee turnover is

closely tied to the temporary

nature of the execution of

projects, which results in the

standard exit of employees being

regularly offset with a very similar

new hires.

Employee turnover in

2007 for construction works

remained along the same


workers and employees in six job

centers, meanwhile, recorded

lower turnover than in previous

years and the consolidation of

permanent contracts.

There were a total of 746

voluntary resignations among

Group companies in Spain during


Absenteeism in 2007

Country Absenteeism (*)

Spain 6%

Argentina 7.26%

Brazil 2.10%

Chile 2.51%

Mexico 6.2%

Czech Republic 12.34%

USA n.d.

(*) Calculation method: percentage of

absenteeism hours on hours worked

Absenteeism: temporary incapacity,

strike, missed days, paid and unpaid


Sustainable Development Report 2007

Induced employment

Number of subcontrated companies Induced employment

2007 2006 2007 2006

OHL (parent)

Consolidated subsidiaries

2,575 1,524 ������ 9,507

Domestic Construction 262 312 ��� 1,576

International Construction 399 421 ����� 5,470

Concessions 175 603 3,075 4,142

Environment 25 5 242 19

Developments 31 39 1,259 1,159

Total consolidated subsidiaries ��� ����� 9,602 12,366

Total OHL Group 3,467 2,904 23,467 ������


Country Min. Wage (*) OHL Group Salary %

Spain �������������� 17,209 €/ year +33.42%

Argentina ������������� 1,563 ARS/ year +95.4%

Brasil 640.97 BRL/month 703.00 BRL/month +9.6%

Chile 144,000 CLP/month ����������������� ������

Mexico (Huaribe) 49.50 MXN/day 102.63 MXN/day +107.3%

Mexico (Seconmex) 50.57 MXN/day 116.67 MXN/day +130.7%

Mexico (OHL México) 52.59 MXN/day �������������� +171.5%

Czech Republic �������������� 50.00CZK/hour +3.9%

Turkey ������������������ ���������������� �������

USA 6.67 USD/hour ������������� +34.1%

(*) In Spain and Brazil, current collective bargaining agreement, minimum wage for the rest of the countries.

Recruitment Process

External recruitment of

personnel occurs when internal

promotion is not possible. All

hiring is performed with close

attention to the personnel

selection and recruitment policies

and procedures.

The Corporate Human

Resource Department carries

out the selection process

based on the acceptance of

diversity, equal opportunities

and non-discrimination. The

selection process is based on the

competencies of the candidates

among those that show a desire

to form a part of the OHL Group.

All recruitment processes

apply the control measures

needed to assure the


process and the management

of the applications received,

complying at all times with

applicable legislation on the

protection of data of a personal


Candidates have access to

a number of channels in order

to submit applications and CVs,

including the Internet, where

the Selection and Recruitment

Service has its own section of

the corporate website. The Group

also cooperates with Professional

Associations, Business Schools

and Universities to cover its

recruitment needs. The close

cooperation with CIVILFOR, the

annual fair organized by the

Superior Civil Engineers School of

Madrid, and with the Employment

Tour, in the University Technical

School of Public Works, are


The Group is also present

at employment forums and in

training programs. The experience

and business trajectory of

OHL, the Group’s international

expansion and the well known

prestige of the OHL human

team, all make OHL an attractive

career alternative for the best

professional in the market.


OHL and its group of

companies have entered into

collaboration agreements

with a number of universities,

both public as well as private,

to enable students in their


practical experience by working

in companies as interns.

This internship is necessarily

performed within the academic

year and is designed to provide

students with an initial contact

with the business world and, in

some cases, will enable students

to obtain course credits.


[4] / Commitment to the People in the Group


Students performing Vocational

Training Cycles

In Spain, the Group has also

entered into agreements with the

Department of Education of the

Community of Madrid, and with

those of the various Autonomous

Communities with competencies

in education, to enable students

in the advanced or intermediate

levels of vocational training to

complete their practical training

in companies, with a duration of


Measures against Child Labor and

Forced Labor

The hiring of minors is

expressly regulated by the Group's

policies, which prohibits the

contracting of minors less than 16

years of age for any purpose and

only allows the hiring of people


that pose no risk to the health and

welfare of the worker.

Correct compliance with these

measures is guaranteed in Spain


contracting and registration of

all new hires. In other countries

compliance is assured by the



HR Objective

OHL also monitors the

compliance with these measures

in the hiring of collaborating

and subcontractors companies.

In Spain by means of requiring

the presentation of the Social

Security registration of every

worker and in other countries,

senior management is responsible

for assuring that all personnel

hired are registered with the

corresponding authority or Social

Security Administration, thereby

assuring appropriate health

coverage and that the salaries, at

least, correspond to the minimum

wages in force in the country.

All working hours and

schedules have been agreed with

the corresponding trade unions

and legal representatives of the

workers, at all times respecting

the limits established under

applicable legislation.

Equal Opportunity, Management

of Diversity and Integration


The OHL Group maintains

an equal opportunity and

nondiscrimination policy based

on the respect for all employees

regardless of religion, gender,

sexual preferences, race or age.

The number of women working

in the construction industry


and in an increasingly decided

manner. During 2007, 347 when

in joining the OHL Group bringing

the total number of women on

the workforce to 2,934, a 13.4%

increase over last year's total.

Regarding wages, salary

levels are tied to the professional

category of the employee and are

identical for everyone regardless

of gender, nationality or any other

personal consideration.

The Group's strategy


internationalization has led the

Human Resource Department to

use diversity as the best means

of achieving the integration of

our employees. With this goal in

mind, a human resource manager

has been appointed within

each business division so that

there closer and more in-depth


of their people they can offer the

best service possible based on

the particular needs are rising

from each activity.

The Human Resource Department is performing preliminary studies to establish an Equality Plan that covers,

initially, all of the employees in Spain in order to establish the criteria and principles applicable to

the rest of the countries where the Group is present.

Sustainable Development Report 2007


active equal opportunity policy

based on the rejection of all forms

of discrimination in employment,

promoting the social and

labor integration of disfavored


For the OHL Group, to integrate

means to manage a wide diversity

of skills and with this premise

strives to assure that the only

thing that conditions the ability

of an employee to achieve his

or her career goals is their own


These values form the

foundation of the aspirations of

the Group for all people and, in

combination with the philosophy

behind the Social Action Plan

of creating social spaces that

are “accessible habitats” where

everyone and anyone can develop

their life project and personal

autonomy, strives to guarantee

equal access to all of the facilities

and services at the disposal of the


The Group also supports

numerous programs for the

creation of jobs for people with


labor market in accordance with

the above values. These programs


Employment access plan for

people at risk of social exclusion

With the support of the Integra

Foundation, OHL has developed

a job access program for people


insertion and participation in

society, assisting them to achieve

stable and quality employment as

one of the most important steps

for true social integration.

During 2007, four people

at risk of social exclusion were

hired under the plan. Various

communications and awareness

actions among the delegates and

directors of construction areas in

Spain were carried out in 2007

to reinforce the commitment

acquired and establish agile

mechanisms for the selection and

recruitment of these candidates.


the awareness campaigns and the


in the various business lines of

the OHL Group.

Employment access plan for


As part of its commitment to

the labor insertion of immigrants,



collaborating companies working

in the building segment in the

Community of Madrid and at the

OHL Delegation in the Canary

Islands. These job positions


Senegalese workers in Spain.

The workers participated in

a Spanish cultural immersion

session covering basic information

such as the functioning of the

public transportation system, the

euro, the health care system, and

administrative procedures, among

others. The talks were given by

members of the Social Emergency

unit of the Spanish Red Cross in

the Community of Madrid.

In all cases, the management

of Human Resources in Spain

provided support and advisory

services for companies

participating in the project.

Integration of people with


The development of the social

plan for the integration of people

with disabilities is carried out with

the support of entities specializing

in the search, selection and

preparation of job positions for

such people, such as the Down's

Syndrome Foundation of Madrid,

the Adecco Foundation, the

APROCOR Foundation and the

National Paraplegic Hospital of

Toledo Foundation.

Intense efforts were made in

2007 to identify job positions and

candidates across all of the OHL

Group companies.

Lastly, no incidents of

discrimination were registered in


Career Development

The professional careers of

employees are designed and

managed by recognizing and

rewarding achievement. Internal

promotion, which drives career

development, as a guarantee

of the stability of the Group’s

corporate values and promotion

of career development is

channeled through the various

work environments and in all

of the business lines by means

of assessment systems that

evidence personal attitudes.

International Human Relations


The Corporate Human

Resources Management has


position on transferring, in

coordination with the various local

Human Resources department

heads, the Group’s corporate

labor policies in order to adapt

them to the real needs of the

company abroad as well as to

the needs of its employees, at

all times in accordance with the

legislation of each country.

Similarly, the exchange of

experiences between the various

local heads of Human Resources

departments is encouraged, and

the possibility of the creation of

channels of communication to

facilitate the advantageous use of

the global knowledge within the

Group is being examined.


[4] / Commitment to the People in the Group


89.9% of the executives of the Group working abroad are working in their

countries of origin

The corporate policies have

two superimposed planes

of action: one concerns the

conciliation of conditions within

a single country, thereby avoiding

inequalities between different

activities within the same

geographical area, while the other

seeks to establish irrefutable

criteria within the OHL Group

regardless of the geographical

location of its companies,

such as non-discrimination on

account of a person’s gender or

the prohibition of hiring minors

even though the legislation of a

particular country may allow such


Performance with respect

to the corporate employment

policies on an international level

is audited on a regular basis.

The recruitment of

professionals on an international


by drawing on the local labor

markets, aiming to reduce, as

far as possible, the number of

expatriate staff, thereby creating

stable local workforce. Actions

have also been taken with the

dual purpose of attracting and

retaining the best talent and

to develop the potential of the

company’s management teams.

HR Objective

OHL, in the face of the

creation of new companies or

the acquisition of companies

already in existence, sets into

motion a process of integration,

by introducing the Group’s

own management procedures

and tools and, at the same

time, providing the necessary

information and training to

the management, technical,

administrative and specialist

personnel of the new companies.

In the composition of the

senior governing bodies of the

companies abroad, that is, the

Steering Committee and the

Board of Directors, a prudent and

effective balance is maintained

between the representatives of

OHL, as the majority shareholder,

and the rest of members who are

drawn from the local community.

The policies and general

procedures of the OHL Group

apply to all of its employees, in

Spain and abroad: Sustainability

Policy, Quality and Environment

Policy, Commitment against

Climate Change, Human

Resources Policy, Occupational

Risk Prevention Policy and internal


Among the actions taken to

manage the growing diversity of

the Groups employees, we would

highlight the decision to appoint

eight HR managers for each

country. This measure allows for

the fast, effective and satisfactory

resolution of any problems and

guarantees the implementation of

appropriate policies to promote

diversity and the principles of the

Global Compact relating to human

rights and compliance with the

legislation of each country.

In order to spread human rights awareness among employees, the management of human rights for OHL

has prepared an awareness campaign on the principles of the Global Compact using the corporate intranet.

An insert will also be included in the pay envelope of each employee. This campaign will pay special attention

to equal opportunity, nondiscrimination, and protection against child labor, particularly in those

countries in which the OHL Group has an international presence.

Sustainable Development Report 2007

HR Objective

As part of its policy of providing life insurance for all employees of the Group, OHL had established the target of

increasing the percentage of covered employees by at least two percentage points per year.


Employee Initiatives

One of the main goals of the

OHL Group in the management of

human resources is to meet the

expectations of workers regardless

of where they work. This global

company approach implies the


to the expectations of all workers

in every country where the Group

is present. This includes an

appropriate remuneration package

and interesting geographic

mobility. In response the Group

has launched various initiatives

such as the following:

> Life Insurance

One of the concerns of the

Group is to provide life insurance

to its employees, by taking out

insurance policies that improve

upon those stipulated in the

relevant collective agreements

and cover the contingencies of

decease due to accident or illness

in general and not only from

work-related accidents or illness.

At the present time, more than

4,000 employees in Spain have

this entitlement, while steps are

being taken in order to extend the


Life and Accident Insurance

Coverage at 31-12-2007

Country Number of


Spain 4,150

Argentina �

Brazil 1,439

Mexico 771

������������������� �����

> Salary Insurance supplements

There are supplements

that in some cases assure that

employees will receive 100% of

their salary in the case of accident,

illness or maternity.

> Flexible Pay Plan

Now in its third straight year,

the Group’s Flexible Pay Plan has

been fully consolidated. The Plan

accommodates, as far as possible,

employees’ pay packages to

their personal needs, achieving

tax optimization. It must be

noted that this Plan is available

to all employees in Spain (and

to their immediate family in the

case of medical insurance), and

employees can join at any time

during the year.

In 2007, the plan included

aspects such as: medical

insurance, ADSL, computers,

childcare centers and meal

vouchers. The Group has also

launched the extremely successful

“Connected Homes” campaign

that allowed employees to

buy computer equipment for

connection to the internet.

> Family Plan

The Family Plan is being

developed in collaboration with

the Adecco Foundation and is

designed to provide support to

employee family members with

some form of disability and to

facilitate their true integration into

the work and social environment.

Since its launch in 2006, all


have received personalized

treatment by Adecco. Firstly, the

professionals of the foundation

study each of the cases taking

into account not only the disability

but also the other factors relating

to their environment, personal

situation, education and concerns


family, among others. Following

this evaluation, the foundation

designs and implements actions

which are fully adapted to the

needs of the particular person

to favor their social and work



[4] / Commitment to the People in the Group


The actions implemented


families, located throughout

Spanish territory, include training

itineraries and job searches;

social skills, such as social

integration therapy through

adapted sports and leisure

activities; among others.

The employees whose family


the plan have all expressed their

extreme satisfaction.

> Medical Service

A number of prevention

campaigns were carried out during

2007 by the Group’s medical

service, both gynecological as

well as urological, in addition to

vaccinations. The total number of

medical examinations performed


examinations for women

increased by 16%.



������������������ ���

���������������������� ���

������������������� ���

��Vaccination� ���

����������������� ��

> Real-time access to personal

and professional data

The Corporate Human

Resources Management has

integrated the channel “My

Details” (MY SGP) into the


to keep employees’ personal

and banking references current

and, with the “Pay slips” option,

enables the employee himself or

herself to directly access and print

out both their monthly pay slip

as well as their annual earnings

sheet. It is also possible for

employees to keep their personal

and professional details current

from any computer whatsoever

connected to the Internet, once


through their personal and nontransferable


> Special deals for OHL Group


Employees receive numerous

offers for travel, vehicles,

insurance and other goods

and services at special prices

or under advantageous terms.

Human resource management,

in collaboration with the

Workers Committee, negotiates

with suppliers and promotes

the articles on the corporate

intranet. We would highlight

the "Computerize yourself" plan,

under which the group subsidized

20% of the purchase price for

a new or updated computer

equipment for employees.

> Sports activities

Once again, the Corporate

Human Resources Management

promoted two kinds of initiatives

designed to promote sports:

on the one hand, internal, by

encouraging and sponsoring

competitions among the

employees of the Group, such

as the paddle ball tournament

organized by OHL Central; and

on the other hand, external, by

sponsoring teams made up by

OHL personnel to enable them

to compete in leagues organized

by Sports Federations. OHL

Concessions in Brazil organizes

sports competitions among

the employees of the different

concession holders.

Conciliation of work and family life

OHL has launched various

initiatives to comply with its

commitment to its workers to

promote the conciliation between

their personal and professional

lives. Among them, we would



this tool has been available to


It allows workers to adapt their

starting, ending and meal times

in accordance with their personal



for visiting the family doctor,

taking care of personal business,


days are arranged between the

employee and the immediate



employees with family duties,

children, or other dependent


require the adaptation of their

workday or shift schedule.


under three years of age receive

monthly aid in the form of nursery

school vouchers, allowing them


their needs.

Sustainable Development Report 2007


highly valued by employees is

time. It is for this reason that the

initiative of the Employee Support

Program (PAE), a pilot program

which seeks to provide a solution

to practical and personal issues,

legal problems, etc.

- The program is available at

work centers with more than 50

employees and includes a help

plan for possible psychological

questions, including those

relating to work. Users can

seek assistance by telephone

or in person and is entirely



employees of the Group have

used the PAE, which is also

available to the immediate

family members of the


Collective bargaining agreements

and union representatives

All of the companies of the

Group are regulated by more

than eighty collective bargaining

agreements in each of the

different environments in which

they carry out their activities.

The principal industry-wide

agreements that cover the OHL

Group’s workers in Spain are:




elevation and transport.








The trade unions representing

workers in Spain long to the

following national organizations:

������� � ���

������ � ����

��������������� �����

���������� � �����

�������� � �����

Total unions 156

In Central and Eastern Europe

the trade union representation in



Workers Union for the most part:


������������������ �������


������������������ �������


Association 3

Total unions 73

The OHL Group, in observance

of the legislation in force in each

country, scrupulously respects

the freedom of association of its

employees. There are trade unions

in the majority of the countries

where the Group operates, and

freedom of association is not at

risk in any of the activities of the

company. The multi-country and

multi-activity diversity of the OHL

Group renders it impossible to

establish a single model for union

relations and rights.

Web and intranet at 2007

Worker relations

The main communications

channels with all workers are the

corporate intranet (OHLFINET) and

the corporate website, which are

continuously updated, offering

an increasingly wider range

of information and services.

OHLFINET is available for all Group

personnel and leading external


Total number of items

published on OHLFINET during


- Notices: 14

- News: 99

- Special offers for employees:13

- Contract awards: 244





Total visits 2007 375,711 �������

Average daily visits (workdays) 1,564 669


[4] / Commitment to the People in the Group


In 2007, the Group continued

to publish and distribute its two

main magazines.


magazine Mosaico has a

circulation of 33,000 copies. In

2006 it was given a new format,

and the number of pages was


to provide more information on

issues of corporate responsibility.


we published in 2007:


Training Issue


Quality and the Environment


- No. 93, July-August

2007, Special Sustainable

Development Issue

- No. 95, October 2007, Special

Research, Development and

Innovation Issue

- No. 96, November 2007,

Special Occupation Risk

Prevention Issue


magazine, Tecno maintained

its circulation of 14,000 copies

(More information in the section

on knowledge management and


In addition to these

corporate publications, some

operating divisions –such as


geographic regions -such as

Central and Eastern Europe-

publish their own publications

that inform on the most relevant

information of the Group together

with news on their area of activity

or region.

OHL Concessions publishes

an Internal Communications

Bulletin every two months that is

distributed electronically among

all of its employees, both in the


concession holders worldwide.

The news bulletin contains the

most important news occurring

in relation to the company, as

well as training courses, tenders

and conferences in which it

has participated and any other

relevant news. The bulletin

is open to contributions from

anyone wishing to collaborate by

sending in newsworthy items or

suggestions for improvements.

The companies of the Group

in Central and Eastern Europe,


own corporate magazine, which

reports the news highlighted

in Mosaico together with other

items of a more local nature. This

publication, produced in Czech,

is put out monthly and has a

circulation of 1,200 copies.

26 international workers

participated in the stakeholder

survey project in 2007. The

stakeholder survey was initially

launched in 2006 to learn more

about what stakeholders consider

to be most relevant with regards to

corporate social responsibility:

Mexico: 3 Concessions and 3 Developments

Czech Rep: 3 International Construction

Chile: 2 International Construction, 2 Environment and 3 Concessions

Brazil: 3 Concessions and 2 Environment

USA: 3 International Construction and 2 Environment

Knowledge management and


OHL considers the proper use

of information and, in particular,

knowledge as the main source of

differentiation in an increasingly

competitive and global market.

Sustainable Development Report 2007


share and use the individual

and collective knowledge of the

workers of the Group to resolve

problems and improve processes,


knowledge management and


������Experiences Database

(B.D.E. for its Spanish initials),

available on the corporate

intranet, contains information on

construction processes carried out

by the OHL Group which, due to

their uniqueness and relevance

are appropriate for sharing with

all workers. This database also

provides access to the standards


the major works executed, as well


technical notes and other useful

documentation to improve job


The Experiences Database



experiences, 560 photographs,

six videos, 31 regulatory texts,

and 170 procedures and technical


��TECNO is internal magazine

dedicated to technical information

and training for the workers of


Published quarterly, the

magazine focuses largely on the

description of the most modern

works created by the Group, with

special emphasis on construction

processes that are described in

depth for dissemination of the

technologies and methodologies


The magazine also includes

other sections such as new

products on the construction,

materials and facilities markets

and chapters on the environment

and sustainable construction.

Communication between

employees and the company’s

senior governing body

The Group’s employees can

communicate with the company’s

senior governing body through

the established channels of

communication, e-mail, corporate

intranet (OHLFINET), trade union

representatives as well as in


Additionally, the Group has

made a channel of available to

workers that witness for otherwise


any illegal activities carried out

by any of their superiors, in order

to notify senior management

of these irregularities. All

communications are guaranteed


identity of the person notifying of

the complaint. Moreover, in April

2007, the Group implemented

a structure that guarantees that

each case will be studied, the

results of the study and, when

appropriate, the measures taken.

To date, no such irregularities

or illegal activities have been

denounced using this procedure.


2007 % Var.


Creation of employment (no. of employees

at year-end close)

Temps (% of temporary workers with respect

to the total number of employees)


for the communication of

organizational changes, which is

made systematically through the

corporate intranet, OHLFINET, as


communications are sent to

interested individuals or groups

and through the employees’

representatives. Although a


not established in the collective

agreements, such notice must


in each case and, at all times,

in observance of the Workers


Corporate volunteerism and

campaigns in collaboration with


Corporate volunteering is a

priority area of the social action

plan and has the goal of creating

a space open to dialogue and

cooperation between employees

and society and through which

the OHL personnel that desire to

volunteer can make their services

available to the community,

providing their talent and unique

skills to help others while

resolving their own desires for

solidarity and, without doubt,

their own personal growth.

The section of this Report

on Commitment with Society

provides detailed descriptions

of the organization, procedures,

communication channels and

corporate volunteer projects,

as well as on the social action

campaigns in collaboration with

employees of the Group.

2006 % Var.



14,069 ��� 12,926 2.2 12,652

29% 26% 41%


[4] / Commitment to the People in the Group


OHL was the only Spanish construction company invited to participate

in the conference “Training in the European Community on Debate”

organized by ISFOL in December 2007 in Rome


From the very start, the OHL

Group has given priority to the

continuous updating of the

professional preparation of its

employees, adapting such training

to the needs of employees in the

performance of their jobs, and has

wagered on the ongoing training

of its workers as a business

strategy that will ensure the stable

positioning of the company in

the marketplace. The outcome of

this policy is the recognition won

by the management of training

at OHL, which has become a

reference for companies in this


Management of Training

Training is delivered using

an in-house procedure that is

integrated in the Quality and

Environment Management System,

involving a rational, studied

and tested policy of training

management, the establishment

of ratios of improvement of

the process and an annual

assessment of the effectiveness of

the training provided, all of which

actions are subject to regular

audits, both internal as well as

external, in the latter case by

accredited bodies.

The Training Service, part of

the Organization and Systems

Department, answering to the

General Corporate Management,

oversees all aspects of training

management, performing a

diagnosis of training needs while

managing and directing the

development of annual training

plans for all of the OHL companies

in Spain. The Training Service

also has a mission of assisting to

detect the training needs of the

Group outside of Spain by means

of the transfer of knowledge and


The updating of the training

provided is directly tied to the

detection of training needs and is

one of the challenges facing the

Group’s Training Service when

putting together the catalogue of

training actions for each annual

training plan. The diagnosis of

training needs is made on the

basis of three main sources of

information: meetings with Group

managers, suggestions made by

the heads of the production teams

and proposals by the employees

and training course participants.

In this way, the training is

progressively updated in step with

the new requirements detected in

the company over time.

In 2007, the training action

catalogue included 113 actions,

17 more than in 2006. 22 new

actions were introduced and 10

were eliminated after having met

all of the needs that they were

designed for.



railway construction, innovative

construction aspects of civil

works and building, topographer

training, training courses for

foremen and supervisors

on improvements to quality

management and the environment

on worksites and courses on the

prevention of occupational risks

associated to gas infrastructure

works, particularly oriented to the

employees of Elsan-Pacsa and


Also new in 2007, the training

action catalogue had been made

available on OHLFINET in order

to expand its potential audience.

Prior to this, the training actions

were disseminated among all of

the legal representatives of the

workers in the various companies

and worksites after having been

approved by the Group’s Quality

and Environment Committee.

The high international

recognition of OHL’s commitment

to training was clearly evidenced

in 2007 by its being the only

Spanish construction company

invited to participate in the

conference “Training in the

European Community on Debate”

organized by the Institute for

the Development of Vocational

Training (ISFOL for its Italian

initials) held in Rome at the end of

December 2007.

Sustainable Development Report 2007

The Spanish training plan included 113 actions for 2007, 20% of which

were new

During 2007, the total number

of participants in OHL Group

training actions equaled 14,366

workers, which received a total of

212,690 training hours, among

which we would highlight the

prevention of occupational risks,


total. This training was followed

by Quality and the Environment,


of the total. Lastly, skills training


17,249 hours.

Total Training in the OHL Group in 2007:

Training in Spain

The 2007 Training Plan in


for a total of 103,490 hours, in

which 3,531 employees of the 15

group companies participated.

The Training Service attended to

79% of the 4,471 applications to

participate in courses.

Among the subject matters

given, those with the highest

number of hours were:


������������������������� - Occupational risk prevention: 60,213 hours


- Skills: 17,249 hours




Subject Matter Participants Total


% classroom


% distance



(Prevention and machinery), 39 %

��Quality and the environment,

16 %

����������������������������, 15 %

��Production/planning, 11 %

The Group also dedicated a

major effort to provide training

in the 10 principles of the United

Nations Global Compact among its

employees. With this goal in mind,


module within the “Construction

Classroom” attended by newly

engaged worksites supervisors.

The module introduced the

workers into subjects relating to

sustainability, social action and

of the principles of the Global

Compact. Four editions of the

Classroom were held in 2007 for a

total of 57 workers.

% online


Integration into the Group 23 ��� 0% 0% 100%

OHL Construction Classroom 57 2,109 100% 0% 0%

Quality and Environment 1,050 16,662 12% ��� 3%

�������������������� 151 ��� 0% 0% 100%

Technical Data Processing 109 2,353 94% 0% 6%

Occupational Risk Prevention ��� ������ 17% ��� 0%

Machinery/Prevention 42 304 100% 0% 0%

Admin. Management 165 ����� 100% 0% 0%

Human Resources 1 200 63% 37% 0%

Economic/Financial Management 64 1,702 49% 0% 51%

Production/Planning 276 11,272 31% 69% 0%

Skills 241 4,216 96% 4% 0%

Legislation/Contracting 262 15,720 0% 0% 100%

Executive development programs 2 ��� 30% 0% 70%

Languages �� 3,350 100% 0% 0%

Other courses 92 ��� 64% 36% 0%

Total 3,531 103,490 ��� 54% ���

(1) This group training includes a course started at the end of 2006 and continued in 2007 that was included in the 2007

Training Plan. It also includes the distance training module “Environmental Management in the Construction Industry” with an

estimated three-hour duration , which, given the interest in the subject, the students do simultaneously with other actions in

the Training Plan. These two actions during 2007 were given to a total of 546 students.

(2) This includes a 3-hour online module (introduction to computers)that the students take, like in the previous case,

simultaneously with other courses on different subject matter.

(3) Begun at the end of 2006 but developed primarily in 2007 and completed in March of said year.


given in 2007 for a total of

103,490 training hours, which





[4] / Commitment to the People in the Group


Training abroad


Country Division Participants Total hours Integration ����������


Training abroad equaled 109,200

training hours in 2007, which




Most Relevant Subjects




������������������������ International


6,292 ������ 952 1,522 14,543 515

USA International


100 2,700 300

Environment 9 330 �� 50

Mexico Concessions ��� ����� 736 ��

Int. Construction 173 ��� 10 -

Developments (*) 23 59

Chile Concessions 154 3,420 ��� 144 ��� -

Int. Construction 13 635 120

Environment 3 75

Argentina Concessions 25 610 - - - -

Int. Construction 7 119 - - - -

Brazil Concessions 3,753 ������ ����� 960 4,452 12,471

Environment 71 950 ��� �

Algeria Int. Construction 23 601 - - - -

Environment 5 102 39

Total (*) ������ 109,200 4,135 ����� 19,631 13,033

(*) Does not include the training given at the tourist complexes by companies in which the OHL Group holds a 44% equity stake. This training,


Training by job category



Executives and technicians 1,693 ���

Clerical staff 371 11%

Skilled workers and operators 1,467 41%



3,531 100%

Executives and technicians ����� 16.64%

Clerical staff 2,420 22.34%

Skilled workers and operators 6,612 61.02%

TOTAL ������ 100.00%

Sustainable Development Report 2007

Training by method

Taking advantage of the new

technologies, the OHL training

actions catalogue provides

3 different training methods:

classroom, distance (part distance

with a tutor and part classroom)

and e-learning. Distance training

predominates in Spain and

99.55% of the training provided

abroad is classroom.


TOTAL 2007: 103,490 HOURS

Classroom ���

Distance 54%

E-learning ���

Development of training plans in


Training process indicators

The indicators are key

measurements for the monitoring

of the compliance of training

activities with the Groups

continuous improvement


The fact that all of the real

ratios clearly exceed the standard

levels highlights the huge efforts

of the Group in training. Moreover,


the 2007 training plan, performed

in accordance with the ISO

9001:2000 standard, is carried out


the executives of the Group.



Participation indicator 79 (standard value: 50)

(% No. of students participating in the Training Plan / No. of applications received)

E-learning Indicator: 79.07 (standard value: 70)

(% No. of students completing the course / No. of students commencing training)

Satisfaction Indicator: 4.12 (range 3.50/5.00)

(Average obtained in the surveys registered)

2005 2006 2007 Average Value

No. Applications 4,065 3,775 4,471 4,104

No. Participants 3,140 3,256 3,531 3,309

No. Courses �� 96 �� ��

No. Course Hours ������� ������� 103,490 �������

Executives and technicians 1,460 ����� 1,693 �����

Clerical staff 626 ��� 371 462

Skilled workers and operators 1,054 972 1,467 1,164

Classroom hours 36% 27% ��� 30.33%

Distance hours ��� 55% 54% 52.33%

E-learning hours 16% ��� ��� 17.33%

Participation Indicator * 77 (50) ������ 79 (50) �������

Satisfaction Indicator * ��������������� 4.11 (3.5/5.00) 4.12 (3.5/5.00) 4.10 (3.5/5.00)

E-learning Indicator * ���������� ���������� 79.07(70) ����������

* In parentheses, standard value or valuation range.

Conclusions on the execution

of the OHL Group 2007 Training


a) The number of workers

receiving training in the 2007

increased 16% over the previous

year. This increase was due

primarily to the increase in

training given to skilled workers

and operators.

b) The prevention of

occupational risks is the

training course with the highest

number of hours given, a total of

60,213. This course also had the

highest number of participants,

�����, followed by Quality and

the Environment with 2,111

participants and ����������������


c) Skills training, given to a

broad range of job categories

(secretaries, worksite

superintendents, work managers,

executives…) accounted for 7%


training hours. This was very

similar to the levels reached in


type of training.


[4] / Commitment to the People in the Group


d) E-learning maintained the

same ratio as in 2006 and the


this method across all of the


consolidation of the use of online

training within the OHL Group.

By way of example, in April 2007

almost 300 work managers had

completed the Technical Building

Code Course. This course started

in January and was given entirely

online. Abroad, meanwhile,

classroom training continues to

overshadow e-learning.

e) Classroom training in 2007

continued along the same lines

as in previous years both abroad

and in Spain, where courses

were given in Santander, Bilbao,

Barcelona, Valencia, Alicante,

Malaga, Seville, Cordoba, Las

Palmas, Tenerife, Madrid and


Main training courses


required training courses for

all newly engaged Worksite

superintendents and, in certain

cases, for other professionals of

the Group, in order to facilitate

their integration into the

company’s business culture,

its procedures, standards and

routine working techniques, in


speedy accommodation to their

work environment.


on OHLFINET, this is a six hour

online course with basic training

in order to achieve the speedy

integration of all employees

joining the group.


This is a 37 our classroom

immersion training course for


2007 % Var. 2006 % Var. 2005




Total hours in Spain 103,490 ����� ������� 10.4 101,690

Total hours abroad 109,200 (9.5) ������� ������ 167,933

Hours of training OHL Group 212,690 ����� 232,994 (13.6) �������

Hours/employee in Spain ���� ������ 21.0 7.9 19.45

Hours/employee abroad 13.1 (17.6) 15.9 (3.0) �����

Hours/employee total Group 15.1 (16.1) ���� (15.6) 21.33

future worksites superintendence

and contract supervisors with the

aim of facilitating the integration

of newly engaged worksite

superintendents (with a maximum

of three years experience) and

other new employees on the same

career path.


practical monitoring of the Quality

and Environment System for

technicians designed primarily

for work managers of OHL and

subsidiaries that apply this



Prevention of occupational

risks (II) for technicians (work

managers). The goal is for 100%

of the work managers to have


course by the end of the year,

which will enable them to be

calm preventative resources on

worksites. There is a similar

course with the same objectives

for foremen and supervisors.


System. Knowledge and agility in

using this management system is

a priority for site managers.

Sustainable Development Report 2007

Occupational risk prevention

The OHL Group places special

priority on occupational risk

prevention and upholds the

introduction of the principle of

prevention in an aim to attain a

“zero accident” rate.

The occupational risk

prevention strategy of OHL

includes the implementation of a

preventative culture throughout

the organization, exceeding mere

compliance with legislation.

To this end, the company has



culture through all hierarchical

levels of the company, always

from top to bottom, reaching

all activities developed by the



and collaboration of all workers,

their immediate supervisors and

middle management closest to the

job positions in order to increase

their awareness of the fact that

they are the primary receivers of

these measures.


bureaucracy of the company

acts as a barrier or otherwise

impedes the development of this

preventative culture.




with an Occupational Risk

Prevention Management

System (SGPRL for its Spanish

initials) that, incorporating all

regulatory requirements and prior

experience, allows the company to

meet the standards for excellence


collaborators and each and every


Putting this preventative

strategy in place has provided

excellent results for Group

companies, with a high level of

active participation resulting in

not only the established goals

having been met, but surpassed.

The strategy is based on three

main principles:

1. Everyone in the company

must participate in the

preventative management system

to which they belong, accepting

it as part of their daily work and

varying the level of responsibility

for the system in accordance

with the position held with the


Continuous improvement strategy for ORP

Prevention Management

System S.G.P.R.I.







2. The continuous

improvement process never

ends. Every time we implement

an improvement we must "begin

again" and identify new operating

areas of the company that have

opportunities for improvement in


3. The application of this

management system guarantees a


the investment made in human

and material resources.

The consolidation of the

preventative improvement policy

and the backing of the highest

levels of management lead, four

years ago, to the design and

development of a long-term

Strategic Prevention Plan that

materializes each year through

compliance with the annual

prevention plan.

Total participation

Begin again

Prevention culture




[4] / Commitment to the People in the Group


The external auditor Crossber Audit granted the companies of the OHL

Group throughout Spanish territory with the "Excellence in Preventative

Management" Certification

Long term strategic prevention


OHL's Strategic Prevention

Plan and those of its consolidated

companies (per Art. 21 of RD

39/1997), designed four years

ago, have the following overall





management of prevention







prevention service.

Assurance of the prevention


The OHL Group’s SGPRL has



deemed necessary for the

execution of the various actions.

The internal controls and

continuous improvement actions

carried out by the Prevention

Service and the adoption of the

recommendations of external

auditors have pushed the







prevention policy of the Group

towards true "excellence" in the

prevention and management of

risks within an organization.

The annual audits carried out


the prevention of occupational

risks is truly integrated within the

general operating system of the

company, throughout all of its

activities and on all levels of the


Assurance of the

prevention system



of prevention


Prevention training








Sustainability of the

prevention service






Similarly, this external


the prevention policy continues

along a positive trend in terms


degree of implementation and

integration within the company,


adaptation to the needs detected

and the compliance with the

annual targets indicated in the

annual prevention plan.


Sustainable Development Report 2007



Legal Audit. Prevention Law

SGPRL: Prevention Plan


Prevention knowledge

management and maintenance

One of the main pillars of the

prevention culture of the Group

is training in the prevention

of occupational risks in order

to increase knowledge of this

important subject for everyone

within the organization.

This management approach

implies, on the one hand, the

mobilization of the resources

needed to update the knowledge

as technology advances and, on

the other, the creation of new

procedures and behaviors that

maintain prevention as the priority

in everyday decisions.

The Training Service is

responsible for the organization

and management of this

knowledge, while the Prevention

Service is in charge of internal


OHL considers the following

matters to be highly important in

both knowledge management and



prevention that exceeds that

strictly required according to the




all employees that goes beyond

attendance due to formal and

legal requirements.


sharing of prevention experiences

in construction and unique



prevention processes, assuring

their long-term sustainability.


spirit that transfers the prevention

culture of the Group to other areas

of society.

Continuous improvement





Continuous Improvement



Principles of



Periodic External Evaluation

Periodic Self-Assessment

Continuous Improvement

Prevention training and


The keys to prevention training

within the OHL Group are in both

the selection of the programs

and quality of the learning and

in the uniformity of the groups,

ranging from the executive levels

to operators.

The greatest training workload

of the prevention technicians is

geared towards on-site training

close to the job positions,

focusing on preventing the

execution of dangerous jobs and

activities. This is combined with

distance training and e-learning.



Developed, tested

and mature


[4] / Commitment to the People in the Group


The in-house manuals

published by the Group, including

the “Risk Prevention Information

Manual”, “Risk Prevention

Information Manual for Railway

Works” and the “Risk Prevention

Information Manual for Gas

Works”, which are available in

various languages. There are also

other publications which have

been prepared in collaboration

with other entities such as:

“Safety in Electrical installations

at construction sites” and “Safety

in the handling of cranes”, in

addition to other publications

such as the "Construction


Permanent prevention


The spirit of permanent

collaboration to continue offering

the solutions that the prevention

culture can provide to both public

and private entities encourages

the Prevention Service to attend

specialized Conferences and

Forums in which OHL is frequently

invited to participate.

OHL stand at Laboralia 2007.

OHL participated in numerous

events in 2007, including:


Risk Prevention Conference of

the Canary Islands.


Community of Valencia, part

of the II European Health and

Safety at Work Conference.



Prevention Fair. Madrid.


headquarters of the saving bank

Caja Burgos. Burgos.




headquarters of the I.S.S.L.A.


Sustainability of the Prevention


The OHL Group is convinced

that the organization of prevention

measures under the umbrella of

a Prevention Service is the best

form of preventing on-the-job


Some of the characteristics

and conditions in application of

the Law and Royal Decree 39/1997

for companies of assuming

occupational risk prevention by

means of a Prevention System are

as follows:



organizational unit and its

members are exclusively dedicated

to the relevant activities and



supported by the highest levels of

management, thereby achieving

the integration of prevention into

the production line and increasing

productivity to maximum levels.


Committee promotes and


each circumstance that allows the

Prevention Service to maintain the

prevention culture throughout all

levels of the organization.


human and material resources

in the Prevention Service is

validated by Management and is

at the permanent service of the

production units.


and dissemination of the

prevention culture is directed by

the Prevention Service in such

a manner as to implement the

policies required under the recent

Collective Bargaining Agreement

for the Construction Industry,

reinforcing the sustainability of

the said service.

Protection actions during 2007

The Protection Service

complies with the established

annual plan, the details on which

are contained in the Annual

Report of the Prevention Service.

Sustainable Development Report 2007

Contents of the Annual Report

on the Prevention of Occupational


1. OHL accident rate.

2. Group health and safety


3. Work Inspection Violations.

4. Health and Safety Records

and Internal Audit Report on


5. Joint subsidiaries. Statistical


6. Conclusions.

7. Action plan. Objectives.

Financial resources.

This report, externally audited,

is presented to the Health and

Safety Committee in conformity

with the internal requirements


established in the plan for 2007

were fully met. The main actions

were as follows:

1.- Prevention Plan

A review was made of the

Occupational Risk Management

System (SGPRL for its Spanish

initials), giving rise to a new

version of the manual, with the

following chapters having been



policy. For dissemination and

knowledge of all work centers

of the Group this was published

in a special issue of the internal

magazine Mosaico.


to conform to the new Group



responsibilities and functions.


managers, specialists and

operators of the Group was

adapted to that currently reported.





and presence of prevention

resources. Coordination of





PREVENTION PLAN (O.R.P. Management System)


Occupational Risk Prevention Policies


Assignment of Responsibilities and Functions


General Documentation



General Procedures


Safety and Hygiene Instructions

Protection Equipment Guides

Prevention Work Instructions


"Prevention information manual

for environmental installations.


21 Ud.

7 Ud.

297 Ud.

90 Ud.

63 Ud.


[4] / Commitment to the People in the Group


2.- Prevention Technicians

The experts working in the

Joint Prevention Service remained

stable in 2007. At the beginning of

the year there were 60 technicians

working within Spanish territory

and one on assignment in

Turkey. Turnover reached 10%


the service and six technicians


Accordingly, the close of the

year there were 59 prevention

technicians working in different

locations (decentralized) but with

a single management structure

and exclusive dedication in

compliance with applicable

legislation. One other technician

had been assigned to the

international activity in Algeria.

This team also provided

service to the 30 joint ventures in

which OHL and its subsidiaries

participated. The OHL prevention

management system was

implemented in each with the

approval of their respective

oversight committees at the

beginning of each action.

Occupational risk prevention training in

2007 by the OHL Group totaled 60,213


classroom hours. The geographical

breakdown is as follows:


the Construction Classroom); Central and

Eastern Europe, 14,543 hours; Brazil 4,452



3.- Training

The investment in prevention

training in 2007 registered


with the other subjects covered.

As usual, over 1000 employees

attended the training.

The development of continuing

education in Spain has resulted in

a total of 40,724 internal training

hours for Group personnel. In

addition, the operators and

personnel of collaborating

companies participated in 4,319

hours of training located at

the work site or at the nearby

facilities. In all, the total training

in Occupational Risk Prevention

exceeded 45,000 hours.


Course Students Classroom


Basic prevention level.

Occupational risk prevention II.

Technical experts (Construction

Site Managers)

Basic prevention level.

Occupational risk prevention

II. (Supervisors, Forman,

Prevention Delegates,

Prevention Resources)

Risks and preventive measures

at construction sites at start-up

of activity (construction site


Basic prevention level. Safety

in railway works (railways and


Workshop on Occupational

risk prevention for Technical

experts (Construction Site






125 1000 6,500 7,500

171 ����� ����� 10,260

215 ��� 0 ���

��� ��� 5,616 �����

40 320 0 320

�������������������������� 23 92 0 92

Basic prevention level in

Construction, gas Infrastructure

Works (Level II)

125 1,000 6,500 7,500

Basic prevention course.

Occupational risk prevention

II (Maintenance and

Conservation of drainage


Basic prevention level.

Occupational risk prevention

in the integral water treatment


New Protection Technologies

and Systems Implanted at


Land transport of hazardous


Various prevention courses Re:

machinery handling

Management of Prevention and

Legal Responsibilities in the

Construction Classroom

The tasks of the

multidisciplinary prevention


in conformity with the Collective

Bargaining Agreement for the

Construction Industry signed in

2007 and valid until 2011. Part

of their time is dedicated to the

training of technicians, middlemanagement,

operators and

specialists and will be transferred

to the Construction Labor



the Group.

120 736 ����� 5,520

15 240 ��� 1,050

24 144 456 600

2 96 0 96

42 304 0 304

57 142 142

TOTAL TRAINING 2007 1,067 7,166 33,558 40,724

Sustainable Development Report 2007

The model applied within the

Annual Training Plan includes the

supply of educational information

by the Prevention Service in order

to keep the Group’s knowledge in

this subject fully up to date and

to help motivate the people in the

company by offering attractive

workshops and courses.

Training in the Prevention of

Labor Risk

Distribution by Teaching



Classroom hours

Distance hours

Distribution by employee




Executives and Technicians

Clerical Staff


Specialist and operators


4.- Prevention information,

consultations and participation

of technicians and operators

The Prevention Service

provides information on the

risks and preventative measures

planned and adopted to people

responsible for construction and

services both nationally and

internationally in compliance with


The channels established

within the prevention system

for providing information to

employees are.

a) Health and Hygiene

Instructions. Independent

documents attached to each

Health and Safety Plan for each

execution unit. These instructions

are available to all workers

affected and to their union

representatives. Hard copies are

provided to each collaborating

company prior to the initiation of


b) Work Instructions on

Prevention. Directed explicitly by

job and personalized for each

operator within the specialty,


c) Other Health and Safety

Instructions, prepared at

the worksites by prevention

technicians and, when more

generally applicable, may be

included by the Prevention Service

into the SGPRL.

d) In-House Prevention

Manuals. Printed information

distributed to all workers in the

Group, comprising a large library

of prevention information in

various languages:




Railway Works.


Gas Installations.


Environmental Plants. In



Electrical Installations.


Self-Propelled Mobile Cranes.

Lastly, there are various

permanent communication

channels with prevention

technicians, prevention delegates

and union representatives

available to the workers. The

records of participation are

introduced into the minutes of

the meetings of the following



Safety Committees:














and safety committees




[4] / Commitment to the People in the Group


5.- Health and Safety Plans

In line with the procedures

described in the SGPRL, the

Prevention Service prepares a

health and safety plan for each

worksite and service awarded

when the activities begin.

Upon the initiation of the

works or the service, pursuant to

the Prevention Service policies,

the author of each health and

safety plan performs permanent

oversight and collaboration

with the person responsible to

customer for compliance and of

the prevention complement in

the form of an annex if required.

This takes place regardless of

whether the execution requires

the presence of one or more

prevention technicians on site. In

all cases, one or more technicians


prevention measures throughout

the execution of the works,

recording the solutions adopted if

there is any deviation.

The record of deviations and

solutions adopted form the basis

for the internal audit report issued

by the Prevention Service at the


situ”, by Spanish region, the

prevention situation of the joint


The evolution of the number

of visits made by Prevention

Service technicians and the issue

of corresponding reports over


the continuous improvement

registered in prevention.












391 384 318 319








Nº Visits

Nº Reports


2003 2004 2005 2006 2007

No. of Visits (*) / month 12.63 12.77 11.70 12.39 �����

Reports / No. Visits % 21.40 ����� 16.32 13.37 12.33


As can be seen from the

following graph, the increase in

the support visits by prevention

technicians to work centers has

led to a decline in the issue of

reports, achieving sustained

prevention productivity and







Performance of Continuous Prevention Improvement

Continuous Prevention Improvement

Sustained Prevention Productivity







Reports/No. Visits %

No. of Visits (*)/Month

Sustainable Development Report 2007

Back in 2005, the OHL Group became the first Spanish construction firm

to achieve OHSAS 18001 certification and in 2007 the Group did it again

by becoming the first construction firm to obtain the certification of

excellence for its joint companies

6.- Legal and Voluntary Audits

The implementation of the


by RD 604/2006 resulted, during

the same year and as declared

by the external auditor, in the

normalization of the date of


an improvement in two-year

control required under the new


Accordingly, OHL had carried

out all of the required audits

without issuing a report given

that some of the joint companies

issued a report last year and

another one is not due for another

year (required every two years).

The results of the audits

carried out by the external

auditor Crossber Audit, having

performed the last legal audits


grant the OHL Group companies

within Spain with the "Excellence

in Preventative Management"




with three requirements:


opinions" in all of the audits

carried out for the worksites

in accordance with the most

rigorous criteria established under

both voluntary and regulatory



COMPANY/YEAR 2001 2002 2003 2004 2005 2006 2007

OHL � � �

����������������� � � �

SATO � � �




MALVAR � � �







principle of continuous

improvement is complied with,

followed and actively sought.


prevention management system

applied had been developed and

proven and is mature.


Company ����������������� Date

OHL ���������� ����������

SATO ���������� ����������

����������������� ���������� ����������


CELSA ���������� ����������

SOBRINO ���������� ����������

MALVAR ���������� ����������

OSHGA, OHL Medio Ambiente, INIMA and ELSAN-PACSA have also passed the legal audits



[4] / Commitment to the People in the Group



that the Group companies

have achieved optimal levels

in the application of the

occupational risk prevention

policy, demonstrating continuous

improvement in the management

of prevention activities and

guaranteeing customers of the

compliance with the policy by

all workers in the Group on its

domestic civil works, construction,

building and other services.

The voluntary prevention

audits carried out by SGS ICS have

been performed to maintain the



must therefore be renewed next


7.- Prevention campaigns

The now traditional "Golden

Month of Prevention" was held in

October 2007, holding workshops

on prevention and awareness in

Barcelona, Córdoba, Madrid and

Santa Cruz de Tenerife with the

noteworthy participation of the


Cover of the event brochure 07

The selected works superintendents during the awards ceremony

with the chairman.

The closing ceremonies of the

month were held at the Centro

C.S.S. Laboral in Aragón with the

presence of approximately 100

executives and the collaboration

of the leading labor of authorities

of the Autonomous Community.

At the end of the ceremonies,

the Corporate General Director

of the OHL Group, Luis García-

Linares García, announced the

award winners and the Chairman

of the Group, Juan-Miguel Villar

Mir, personally handed out the



Innovation: Juan Vicente Miñana

Sánchez, Works Superintendent

of the new Port of Alicante,

for the design and on-site

implementation of a tool that

provides a safety net over a

foldable metallic framework

that can be placed under each

concrete block using a crane, as

well as a pneumatic system for the

elevation of protective concrete

blocks for seawall embankments,

transferred by gantry crane.

In both cases this eliminates

the presence of operators and

provides protection against the

risk of falls in the successive

activities for the construction of

seawalls .


Management: Marta Sánchez

Tomás, Works Superintendent in

the rehabilitation of the historic

Casa Palacio Cervero, Valencia,

for her prevention management

integrating the entire construction

team in the rigorous compliance

with the health and safety plan.

These practices avoided the risk of

accidents in a complex execution

of the building that today houses

the History of Medicine Institute of

the University of Valencia.


Antonio Miranda Lafarga who,

with 21 building projects executed

since he began his career, has

always been able to integrate

prevention into every construction

project with excellent results,

obtaining the recognition of each

of the human teams that he has led.

Sustainable Development Report 2007


The Prevention Service of the

Group also assumes responsibility

for on-the-job safety, hygiene and


Health monitoring is contracted

through the mutual insurance

companies, FREMAP throughout

Spanish territory and MAZ in

Aragón for the subsidiary CELSA.

The objectives are:


in regard to workers’ health

through medical checkups and

vaccination campaigns, in order

to avoid the risks entailed in the

various jobs by means of medical

action protocols established by

the Prevention Service and the

medical specialists contracted.


workers for their job or activity,

allowing for the adaptation of

each person to a healthy job



prevent disease from biological

and chemical contaminants

that cannot be eliminated and

can potentially affect operators,

particularly in the operation of

water treatment plants. In these

cases the priority is for prevention


personal protection equipment

(PPE) against biological



industrial hygiene tests that


results of physical contaminant

trials, particulate dust and noise,

in conformity with the procedures

established in the OHL Group's

Occupational Risk Prevention and

Management System.

9.- International Activity

The prevention policy for

international activities is common

across all activities and Group

companies everywhere in the

world. However, the management

and organization is promoted by

the respective general managers

of the various production areas

having operative organization in

each country. The activities are

subject to the very legislation,


in each country, for each client,

and the applicable conditions

of socioeconomic development.

The Prevention Service provides

information and advisory, passing

relevant matters to the Health and

Safety Committee.

The international model

encourages improvements in

the behavior of people, the

prevention systems, and the

work procedures, promoting their

modernization and adaptation

to current times. To this end, the

service exports the knowledge

and experiences acquired, as well

as the prevention technicians

trained in Spain, which, in turn,

train the other technicians in order

to extend the success achieved

within Spain to other areas.

10.- Financial Resources

The management of prevention

activity at the OHL Group calls for


which, in Spain alone, amounted

in 2007 to 29 million euros,

distributed as follows: structural

expenses, training, hygienic

measurements and evaluations

manuals, external audits,

prevention campaigns, health and

safety committees, healthcare,

resources for works and human

prevention teams.

11.- On-The-Job Accidents

The accident rate at the

close of the year was slightly

lower than the previous year,

stabilizing at approximately

4,300 in comparison with the rate

of 6,600 recorded for all of the

joint companies served by the

Prevention Service.


[4] / Commitment to the People in the Group


OHL reached its target of a rate of below 50% of the construction industry

average and, at all times, remained below that for SEOPAN member



































4,357 4,334


6,725 *







* Provisional

National on-the-job accident rate three year comparable performance


OHL Group


2005 % Var. 2005-



Accident Rate=


Nº Accidents

Nº Workers

2006 % Var. 2006-


Accident rate ����� (12.65) 4,357 (0.53) 4,334

Frequency rate 29.45 (13.44) 25.49 0.39 25.59

Seriousness rate 0.99 (34.34) 0.65 0.00 0.65

Group rate* ����� (4.53) 6,261 5.7 6,619

(*) OHL Group companies in Spain.

The accident rate equals the number of accidents divided by the number of workers multiplied by 10 5 .

Nº Accidents x 100,000

Total workers registered with SS N

with contingency of AT Special coverage.

x 10 5


Sustainable Development Report 2007

Sustainable Development Report 2007

[5] / Commitment to Products and Services

Commitment to Innovation and Technological Development 86

Commitment to Quality 92

Commitment to Subcontractors and Suppliers 100




Commitment to

Products and Services

Commitment to Innovation

and Technological


Aware of the importance of

the company’s involvement in

initiatives that drive research,

development and innovation

from the demand side, the OHL

Group participates actively in

the national and international

environments associated with


Research, Development and

Innovation Policy

As a response to the Group’s

technological policy and to its

commitment to the creation of


the year 2000, OHL set up the
















the Innovation and Development

Department, aware that only

companies who innovate can be


OHL’s Research, Development

and Innovation Framework

Plan, also operational since the



policy, structure and working


The management of the


Plan is the responsibility of the

Innovation and Development

Department. The Company’s top

management is fully involved in
















the design, development and

monitoring of the innovation


is made up by the members of

the Steering Committee, which

acts as the highest-level guiding

body, establishing the Group’s

Research, Development and

Innovation policies and approving

the proposals for the projects and

initiatives to be undertaken.

The general policy is adapted

for each year in the Annual Plans

that are prepared and managed by

the Innovation and development


The ideogram of the tool for


Plan is set out below:












Sustainable Development Report 2007

OHL considers innovation and technological development to be one of the

basic pillars in order to achieve greater economic efficiency in its activities

and, in the end, improved competitiveness

In 2007 OHL implemented


based on the standard UNE

166.002. This system facilitates

the execution of projects with

higher technical quality and

provides transparency and


essential qualities for maintaining

competitive and quality


The process for the



accredited agency.

The R&D&I

Management System

is a fundamental tool

that provides the

structure necessary

for the correct

execution of research,

development and

innovation activities


OHL works in harmony with


both on the national (Ministry of

Education and Science, Ministry

of Industry, Tourism, Trade and

the environment and the Center

for Technological-Industrial

Development, CDTI) as well

as the regional level (Madrid

Development Institute, IMADE).


carried out in close cooperation

with the leading companies in the

relevant sector, with universities

and with research institutions of



Management System

Technical quality and






OHL is a sponsor of the COTEC

Foundation for the promotion

of technological innovation and

participates as an expert on

several technical committees and

work groups such as “Economic

effects of innovation”, “Resources

for innovation” and “Innovation


Since 2003, the OHL Group has


SEOPAN, an association to which

the major Spanish construction

groups belong.

Transparency before

public administrations

OHL is a founding member

of the Spanish Construction

Technology Platform (PTEC),

“Towards 2030: Innovation


Construction Sector”, created for

the purpose of developing the

strategies necessary for taking

up the principal technological

challenges, taking into account

interaction with society and

sustainable development.

Eureka E! 4065 Project: “SULABU”

A key factor for success is the ability to manage the technological change



[5] / Commitment to Products and Services


The Group forms a part of

the Standing Committee and

of the Construction Innovation

Strategy Board, and leads the

Strategic Sustainable Construction

Line, in which 49 companies

participate, working towards the

objective of achieving a more

competitive construction sector

by 2030, capable of creating

spaces of quality living adapted to

people’s needs as well as being

environmentally friendly.

The Strategic Sustainable

Construction Line has driven

and guided the creation of a

major consortium, formed by

companies, technology centers

and universities for the drawing-


and Environmentally Friendly

Construction) research project.

Additionally, OHL participates

as the representative of the PTEC

in the European Construction


(Bioclimatic architecture and solar cooling)

ARFRISOL is a project directed and coordinated by the CIEMAT

on the adaptation of bioclimatic architecture and of solar energy

used in buildings, both thermal for heating and cooling and

photovoltaic for energy production.

The projects calls for the construction of 5 research containers in

different regions of Spain with different climate conditions. The

performance of each container will be measured and studied for

subsequent publication.

The research container in the photo is a 2,000 m² building in

Madrid owned by CIEMAT.

Technology Platform (ECTP),

created to further European


propitiate the formation of


context, OHL has supported

the creation and development

of the “Eureka Umbrella”

on construction (Umbrella

EurekaBuild: Technologies for

a Sustainable and Competitive

Construction Sector), and is the

Spanish representative of the

industrial sector for the “Umbrella

EurekaBuild”, an initiative

supported and promoted by the


The Group is also a member

of the Spanish Technological

Railway Platform, made up by

public and private organizations



transport as well as of the Spanish

Technological Fusion Platform led

by the CIEMAT and CDTI.

OHL participated in the 2007


Degree in Ecosystem Restoration

Organized by the University of

Alcalá, the Polytechnic University

of Madrid, Complutense University

of Madrid and Rey Juan Carlos

University, collaborating in the

theoretical civil works module and

providing internships at the end of

the program for various students.

OHL collaborates with the

Polytechnic University of Madrid

in the course on Sustainable

Construction, which is given in the

School of Agricultural Engineering.

In December 2006, OHL

joined the REMEDINAL (Ecological

Restoration in the Community

of Madrid) Network, comprised

by seven research groups

and collaborating companies

recognized for their work in natural

resources and environmental

technologies and, more


impact assessment and the

ecological restoration of natural


Sustainable Development Report 2007

During 2007, the OHL Group has increased up to 60% its investment in

R&D&I projects, exceeding €3,9 million and significantly increased its

presence in international forums and activities

Research, Development and

Innovation Projects


Investments by the companies

of the Group in recent years has

always been positive, reaching

an aggregate amount over the

2000-2007 period of €22 million


The OHL Domestic

Construction Division was


activities in the Group as well as

registering the highest intensity in


expense / VAB), and, according

to data released by INE for 2006,

invested approximately 5 times

more than that of the total for the

construction industry.

As of the date of this report,

OHL has approved projects for



the Group.


Thousands of euros















2008 *

OHL Domestic Construction

OHL Concesiones


OHL Environment Inima

Elsan - Pacsa




(*) Budget

Construmat 2007 Award for Technological Innovation for the Arcos de Alconétar Bridge over the Tajo

River in the area of the Alcántara reservoir in Cáceres. The bridge was built by OHL under a contract

from the Ministry of Public Works as part of the Autovía de la Plata expressway (A-66), Cañaveral-

Hinojal section. The award was given for “the size, complexity of the location and innovative

construction procedures by a Spanish company”.


housing building in the Zabalgana neighborhood in Vitoria.

The building was built by a joint venture in which OHL



[5] / Commitment to Products and Services



Project Description

Smart roads ���������������������������������������������������������������������������������������������������

integrated in the Barintel European project within the Eureka Program (phase one) and, since

2005, in the Iberoeka Program (phase two).



ARFRISOL Project: Bioclimatic

architecture and solar cooling

High resistance concrete with

special features

Computerized management of

the control of marine works

Intelligent system of dynamic

positioning for dump scows

In collaboration with the Polytechnic University of Madrid and with the cooperation of Indra and

Neology (Mexico).



With the cooperation of Government Ports and the collaboration of the University of Valencia and

the El Pardo Hydrodynamic Experiments Canal (Madrid).

Unique strategic project with a budget of over 25 million euros, to be carried out between 2005-


energy used in buildings. It seeks to obtain thermal energy for heating and for cooling (“solar

cooling”), as basic elements for the conditioning of buildings in the future, by using only 10 to 20

% of the conventional energy used at the present time.


companies in the construction sector.

The project is centered on the research concerning batching procedures and the technological

properties of a range of types of high resistance concrete HAR (fck>50 MPa) with a range of


With the collaboration of the University of Castilla - La Mancha and Composites ID.

Tool for the control of the performance of marine works, in such a way that all of these activities

can be monitored in real time, both on the worksite itself as well as by remote control via the


Developed in Alicante by the subsidiary SATO.

Incorporation of a dynamic positioning system on dump scows, allowing for the optimum

moment of operation and active control of the barge, control of position and course during the

dumping operation and achieve the precision parameters required under adverse weather


Developed by the subsidiary SATO, in collaboration SEAPLACE and the y la Polytechnic University

of Madrid.

SULABU Project Research and development of a multi-purpose pre-fabricated plate for railway lines, including the


Project included under the EUREKA program, in collaboration with two companies in the Czech

Republic, ZPSV (OHL Group) And Prokop Rail.

CLEAM-CENIT Project Multidisciplinary research project led by OHL and Ferrovial With the goal of advancing towards

the sustainability of linear transport systems were out the lifecycle.

Supported by the Sustainable Construction Strategic Line (LECS) of the Spanish Technological

Construction Platform. The multitude of aspects contemplated under the CLEAM project (Clean,


research bodies involved and the available budget.

RECOTAL Project Re-vegetation and proposal of new techniques for ecological restoration of infrastructure

environments and preparation of a manual of good practice for the restoration of the

environments affected by infrastructure works.

In collaboration with the Department of Vegetal Biology of the Complutense University of Madrid.


Sustainable Development Report 2007

OHL Participates in 15 R&D&I projects nationally and internationally

FENIX-CENIT Project Strategic research into safer and more sustainable roads focusing on the properties of asphalt.

Development of new nano-materials dense bituminous mixtures at temperatures of below 100º C,

and semi hot asphalt mixtures to increase the durability of road surfaces, systems for the capture

and storage of solar energy on an asphalt surface and new technologies in the manufacturing,

transportation and use of asphalt mixtures.

New research into clamps for

the recovery of blocks

Development of an intelligent

control system in MBR

processes in wastewater


The consortium is formed of 11 companies with the collaboration of 15 Research and Technology

Centers. OHL is participating through the subsidiary ELSAN-PACSA.


decrease the useful weight from 120 t to 50 t.

Developed by SATO.

Development of an intelligent control system in MBR processes based on the evaluation of the


Application to new and existing wastewater treatment centers.

Developed by INIMA, Leading company of the OHL Environment Division in cooperation with the

University of Girona.

Hydro-geological analogues Use of natural hydrogeology analogues for the optimization of intake processes in desalination


Research project by INIMA In cooperation with the University of Almería and the Institute of

Geology and Mining.

Torre Espacio theodolite Research and development project with the primary objective of achieving a tool that guarantees,


movement data originating from computer and telephone terminals.

Project in cooperation with UPM.

CUBÍPODO Research project that is developing a new element (CUBÍPODO) for the construction of levees that

avoid the traditional placement of blocks in order to provide greater hydraulic stability and lower

overrun, offering greater structural resistance and material savings.

Developed by SATO with the collaboration of the Polytechnic University of Valencia and the

Polytechnic University of Cantabria.

Research, Development and

Innovation and Sustainability

One of the priority objectives

of technological innovation is to

improve sustainability by the use

of new production processes, new

materials and, in general, with the

resulting products.


executed in 2007 have a positive

impact on the activities performed

by the OHL Group.


[5] / Commitment to Products and Services



Project Biodiversity

Smart roads


Bioclimatic architecture and cool solar


High resistance concrete with special


Computerized management of the control

of marine works

Intelligent system of dynamic positioning

for dump scows





New research into clamps for the recovery

of blocks

Development of an intelligent control

system in MBR processes in wastewater


Hydro-geological analogues

Torre Espacio Theodolite


Commitment to Quality

The management systems

play a fundamental role in the

achievement of OHL’s mission:

the creation of value under

conditions of sustainability. The

Quality Management System is an

indispensable element in order

to obtain the expected economic

results by propitiating an

environment in the performance of

contracts that exceeds customer






Quality Management

The Quality System of the OHL

Group’s various business lines

complies with the requirements

contained in the ISO 9001:2000

standard and is centered on

customer satisfaction and

continuous improvement, always

in consonance with current rules

and regulations.




of a waste:



Sustainable Development Report 2007


Excellence Model


ISO 9001



Obrascón Huarte Lain, S.A. (OHL) Aenor

Sociedad Anónima de Trabajos y Obras



Elsan-Pacsa, S.A. Aenor

Pacsa Servicios Urbanos y del Medio

Natural, S.L.


Construcciones Adolfo Sobrino, S.A. Aenor

Agrupación Guinovart Obras y Servicios






José Malvar Construcciones, S.A. Aenor

OHL Medio Ambiente, Inima, S.A.U. Aenor


OHL Chile (**) Aenor

���������� CQS / TZUS Praha

������������ Stavcert Praha s.r.o.


Ambient Serviços Ambientais de


Ribeirão Preto, S.A.


(**) Expanded scope in 2007.

Other quality and excellence


Company Seal of Guarantee

������������������������� EFQM

OHL Concesiones, S.L. Madrid Excelente

Ambient headquarters





OHL Concesiones Chile, S.A.

Ambient was named “Company of the Year for Environmental Sanitation – 2007” by the Brazilian

magazine Saneamento Ambiental, in recognition of the quality, seriousness and professionalism of

the services rendered by the company.


[5] / Commitment to Products and Services


In Community Asphalt Corp.,

the US subsidiary belonging to the

OHL International Construction

Division, all of the work

superintendents hold the “Quality


required by certain clients,

which empowers them to certify

compliance with required quality


The toll road concessions

constitute the most important

activity of OHL Concessions. Many

of these concession-holding

companies manage the quality

of their service by supporting

themselves on a system that

complies with the requirements of

the ISO 9001 standard and is duly


Concession Holder Certifying Body

Autovias Fundaçao Vanzolini

Centrovias Fundaçao Vanzolini

Intervias Fundaçao Vanzolini

Vianorte Fundaçao Vanzolini

Novaire, the brand name under

which the subsidiary SACOVA

builds and manages retirement

facilities in the Community of

Valencia, also has a quality

management system which is

ISO 9001 compatible and also

complies with standards UNE


management of Social and health

care day centers. The company

has a total of 17 facilities in


The Fairmont Mayakoba Hotel was awarded Five Diamonds by the AAA

(American Automobile Association) after only one year of operations.

The highest rating a hotel can achieve worldwide.

According to the AAA, Five diamond properties are the premier

establishments that provide the ultimate in quality and service.

After one year of operations, the Fairmont Mayakoba already forms part


Founded in 1902, the American Automobile Association annually

reviews 57,000 hotel establishments around the world. The AAA Five

Diamonds has been the most prestigious quality symbol in the tourist

industry since its creation in 1977.

Sustainable Development Report 2007

Quality and Environment Service

The Quality and Environment

Service, which reports to the

Corporate General Management,

is independent of the production

line. The Service has more than

10 qualified technical staff

members (holders of advanced

and graduate degrees) who

provide specific assistance to the

worksites in the implementation

of the Quality System, as well

as the necessary training, and

who audit compliance with the

relevant requirements. Moreover,

the production line itself has

specialized technicians who,

on the worksite (quality unit

managers) or from the services

headquartered at the delegations,

perform direct quality or worksite-

support tasks.

In 2007, the Quality and

Environment Board change

its name to the Quality and

Environment Committee in order

to maintain the naming standards

for the remaining bodies

responsible for corporate social



Assistance and Audits of the Quality and Environment Service















298 326 314



Participation in Forums,

Conferences and Seminars

The OHL Group has

participated in conferences

and seminars and belongs to a

number of working groups and

committees concerned with

quality management, including:

In Spain:


de Excelencia en la Gestión.

Participating in the Excellence II



Association for Standardization


Participation in the Advisory


Construction Companies and

in the Workgroups on Quality

Indicators, as well as for the

implementation guide for UNE



Participate in the Quality



Quality Association (AEC).

Participation in the Construction

Committee and the Training



During 2007, the Quality and Environment Service performed more

than 300 internal audits and made a particularly strong effort in

providing assistance for the implementation and monitoring of the

Quality System and in training at the various work centers, devoting

more than 500 working days to this effort.

In Brazil:


das Concesionarias Privadas

de Serviços Públicos de Água e



Commerce in Brazil.


Abes (Associaçao Brasileira

de Engenharia Sanitária e


In the Czech and Slovak



inter-operability (interconnection

of railway tracks).

- Collaboration with the

authorized organisms and with



conformity and interoperability

between the national regulations

and those of the European


- Active participation in the

“Interoperability Technological

Platform” of the Czech

Republic, together with

universities, research institutes,

manufacturers and others in the

support of innovation and the

competitiveness of its members.

- Consultancy for the Slovak


of conformity of tracks with

the European interoperability



in the 51st EOQ Annual

Conference in Prague.


management in sustainable

development. Association for the


(CQS Prague).


quality management systems.

Gradua – Cegos Prague.


[5] / Commitment to Products and Services


Customer Satisfaction

In order to learn the present

and future needs of the Group’s

customers, each year in the

Construction in Spain and

Environment Services business

lines, OHL monitors the

perception that exists with respect



The information on the

perception of customer

satisfaction, obtained through

surveys made at the production

line, refers to the products and

services, human resources,

technology, the environment,

after- sales services and the

general image of the company. In

this way, OHL is able to identify

strong and weak points, threats

and opportunities that could

affect the Group in the future. The

following chart shows the trend

in this overall degree of customer

perception of OHL.

2003 2004 2005 2006

Customer Satisfaction Rate (*) 74 �� �� ��

(*) Out of the maximum possible score of 100.

In 2007 OHL change the

measurement method used

for the customer satisfaction

rate, introducing the following



by specialized company,


of the responses and the

independence of the process.


questionnaire and reinforcing the

image of the innovation of OHL.


questions that the respondents

must answer.


corporate social responsibility.


from a semantic one to numeric,

from 0 to 10, for the following


- More widely extended use in

Quality Service studies.

- Greater ease of interpretation

and understanding given

similarities to school grading


- Need for a scale to perform

the analysis of the importance

of the parameters in the


satisfaction to help identify the

main parameters and those that

need attention, detecting the

strengths and weaknesses of

the service.

With these changes we

achieved a notable increase in

the response rate, including


result, while not comparable with

previous years, shows average

customer satisfaction for 2007



of recommendation of OHL for



In ������ customer

satisfaction is also evaluated

using annual surveys. In 2007,

the analysis of 40 surveys show

that the degree of customer

satisfaction was between

“excellent” and “satisfactory”.

The aspects of the contract

development evaluated

included: overall quality of the

works; preparation of the offer;

communications; reactions to

changes; interest, attitude and


reparation of defects.

Sustainable Development Report 2007

�����also performs customer

satisfaction surveys, analyzing

such aspects as the quality of

the products, the information on

the products, and the handling

of orders. 76 surveys were

performed in 2007 and at the date

of the preparation of this report,



The commitment by OHL

Concesiones to the users of the

toll roads that it manages, its main

business line, involves a number

of actions that must be combined

in order to achieve a maximum

level of customer satisfaction.

With respect to the toll roads

managed in Argentina, Brazil,

Chile, Spain and Mexico, the

attention to claims, complaints

and suggestions is carried out

through the customer care

centers, dedicated telephone lines

or Internet websites of each of the

concession-holding companies.

The information gathered

through these channels enables


thereby leads to an improvement

in the quality of the service and

customer relations. With respect


to note the low percentage of

complaints and claims channeled

to the concession holders, which

in no case amount to as much as


The most relevant events in the

area of customer service were as



Country Concessionaire Summary

Brazil Autovias The Brazilian toll road network managed by OHL Brazil has an exclusive customer




service telephone line available to users. There are also specialized programs to

provide service to the users of the highways, such as truck drivers and motorists.

Argentina AECSA The percentage of claims on the Ezeiza-Cañuelas highway did not exceed 0.0012%,


Chile ALLSA ��������������������������������������������������������������������������



For Autopista del Sol, The claims rate did not even reach 0.016% of the total

number of users.

Mexico CONMEX �������������������������������������������������������������������������������

from 2006 to 2007, while the increase in claims was negligible.

Spain Eje Aeropuerto The claims from users of the airport access fell in 2007 by 60 percent over the

previous year.

The highways managed by OHL Brasil are among the best in the country according to the latest survey

by the Brazilian National Transportation Authority, Confederação Nacional do Transporte (CNT).

One section of the Washington Luís toll road (SP-310), managed by Centrovias, topped the list. This

concession holder also holds the third spot for the section between Bauru on Itirapina on the SP-

225. The other concession holders, Vianorte, Autovias and Intervias appear in the eighth position for

the sections of the Rodovia Anhangüera (SP-330) that they manage. These three concession holders

again appear on the list in slots 12, 13 and 16, respectively, for other sections that they manage. In


km of highways throughout the country for 40 days. In all cases, the highways managed by the four

concession holders of OHL Brazil achieved scores of over 90/100.


[5] / Commitment to Products and Services


Gas Natural has granted Elsan-Pacsa, subsidiary of the OHL Group,

two awards for its excellent work and in recognition of its efforts and

dedication during 2007:


��� nd Place for executions 2007 – integral collaborator

In order to evaluate customer

satisfaction with the Novaire

retirement homes in the OHL

Developments division, a

telephone survey is carried out


that interviews the relatives of the

residents in all of the company’s

establishments. The result of the

survey made in October 2006 for

the overall rating of the service

was 4.01 (scale from 1 to 5).

Insofar as the “better-same asworse

than expected” perception

of the operation of the different

areas, in the majority of responses

the perception was “better than


Novaire has also established

a protocol on two levels for its

customer care service and the

management of complaints and



suggestions and complaints.

These are managed at the facility

and are reported to the central




the Department of Social Welfare

of the Regional Government of

Valencia and other claims, which

by their nature could involve legal

complications. These are handled


Legal Department and Quality


All complaints and claims are

investigated and answered within

a maximum period of 10 days. In

2007, there were 10 second-level

claims attended to with respect

to all of the company’s homes in


According to the information

available in the OHL Group’s

Legal Department, during the


trials or litigation in relation to the

protection of personal information

or the privacy of customers.

Information on the Safety of the

Group’s Services

In order to offer the greatest

possible degree of safety and

comfort to the users of the

transportation infrastructures

managed, OHL Concessions

incorporates the most advanced

technological toll and ITS

equipment which ensures the

supply of information on the


and weather conditions.

In addition, the company

organizes educational and health

campaigns concerned with the

safety and security of people in

general and of the users of the

roads in particular, aimed at

school children, truckers and the

general public. In this context,

close to 250,000 students and


this effort over the last three years.

Safety and security in

retirement homes are associated

with health care issues in the

service provided and in the safety

and security of the buildings.

Information on health care issues

is provided in all of the brochures

and price schedules given to

customers, and in relation to the

buildings in operation, the safety

and security measures refer to all

of the points and all of the forms

of prevention stipulated in the


being of the utmost importance.

According to the information

available in the OHL Group’s

Legal Department, during the


no trials or litigation in relation

to marketing, information and

advertising or the safety of

products and services.


2007 for non-compliance with the

legislation relating to the supply


goods and services.


Centrovias, wholly owned by OHL Brasil, received the road safety

award “Prêmio Vida de Segurança Rodoviária” granted by the state

transportation authority of São Paulo (ARTESP - Agência de Transporte

do Estado de São Paulo) and the Secretary of Transportation. Annually,

ARTESP recognizes those concession holders that meet the benchmarks

established by the agency: decline in the motor vehicle death rate and a

10% reduction in fatalities resulting from the primary type of accident that


their fatal accident rates by 33%, 25% and 10% respectively. Autovias

reduced the number of deaths from frontal collisions by 71%, the main

cause of fatalities, while Intervias and Centrovias reduced the number of

pedestrian impacts by 13% and 9% respectively.

Sustainable Development Report 2007

Customer Service System

The Quality and Environment

System of the OHL Group has in

place a procedure which describes

the processing, management and

closing of cases, in order to handle

customer complaints and claims.

The care given by OHL

Concessions to the users of the

roads that it manages is delivered

through the following courses of



complaints and suggestions:

through customer care centers,

dedicated telephone lines and

Internet websites of each of the

concession-holding companies,

thereby facilitating an analysis of


which will make it possible to

improve the service.


and mechanical attention to

users throughout the 24 hours

of the day: by means of the

direct provision of the service

or its coordination with other



continuously patrol all of the



strategic sectors of the roads.

The Novaire retirement homes

in the Developments business line

have a quality department that

coordinates all aspects relating to

customer care. The procedures for

the management of complaints,

suggestions and formal claims

describe the management


Compliance with Rules and

Regulations on Customer Health

and Safety

Together with the proper

economic management of its

business undertakings, OHL

has assumed the balanced

incorporation into its business

management principles of ethical,

social and environmental criteria,

which pursue improvement in the

quality of life of the users of its

activities and of the inhabitants of

the surrounding municipalities.

It is in this context that

OHL carries out its activities in

accordance with strict observance

of the relevant legislation, both on

the local as well the international

level, thereby avoiding any

possibility of noncompliance with

respect to the health and safety of

its customers.

Elsan achieved the CE declaration of conformity for bituminous mixtures


declaration of conformity for hot bituminous mixtures, which is manufactures

out of its Arganda del Rey Plant in Madrid.


European Union can carry the CE mark, granted to Elsan by Aenor this past


The fact that the Arganda plant applies the ISO 9001 standard to its quality

plan facilitated this new distinction, by adapting the plan to the corresponding


laboratory control equipment making its one of the best equipped of its type in


The OHL Legal Department


whatsoever of noncompliance

with legal provisions relating

to the health and safety of its

customers in 2007. There were no

trails or litigation of anti-trust or

unfair competition practices.


The total amount of penalties

paid by the Group in Spain at



respect to the preceding year- of

which 1,171.4 euros corresponded

to environmental penalties,


administrative nature unrelated to

corporate social responsibility.

Medical care in the concession holder Autovias,



[5] / Commitment to Products and Services


Commitment to

Subcontractors and


One of the objectives on

which OHL insists most is that

of involving all of its suppliers

and subcontractors in the

commitments acquired, corporate

regulations and standards

in relation to ethical issues,

occupational safety, technical

excellence and sustainable


Procurement management

The procurement process is


standards and procedures, while

the selection and mechanisms

of monitoring and control are

impartial and objective.

Suppliers have free access

to the calls for tenders issued

by the OHL Group and must

successfully undergo an approval

process. Among the requirements

considered for approval are


to UNE-EN ISO 9000 / UNE-EN


issued according to the applicable

standard, an audit (visit) at the

supplier’s facility, and previous

experience with a company

belonging to the OHL Group, typeapproval

of the product through a

sample, among other processes.

Approval enables the inclusion

of a company in the Supplier

Data Base, where it is possible to

identify the procurement items for

which each supplier is approved.

In the selection process,


14001 is a reason for positive

discrimination. At 31 December

2007, 50% of approved suppliers

held ISO 14000 and/or ISO 9000


Both in Spain and abroad. OHL monitored closely the recruit model of its


The OHL Supplier Data Base

is computerized, centralized and

managed by the Procurement

Management. It stores all of the

information referring to suppliers,

including the evaluation and

monitoring rating information


checklists, and is accessible to the

entire organization by means of

a system of individual approvals

(user and code). Consultation and

use of the system is compulsory

throughout the procurement


The OHL procurement process gives absolute priority to local

sourcing. Payments to suppliers and subcontractors abroad in

2007 totaled 1,170,160,000 euros, with 95.5% of a suppliers

and subcontractors being local.

At the present time, OHL

has an innovation project under

way in order to improve the

current data base, consisting of

developing a common language

for procurement management

throughout the Group, compatible

with the work applications. The

system allows for purchasing with

maximum transparency and a

guarantee of equal opportunity.

Sustainable Development Report 2007

In 2007, the OHL Supplier Data Base included more than 20,000 approved

companies organized by product



In July 2007, a clause was

introduced into the supplier

and subcontractor contracts

in Spain requiring knowledge

of and compliance with the

10 principles of the Global


In addition, the contracts

signed with subcontractors

require that they comply with

all applicable legislation and

deliver to OHL all documentation

relating to the workers of the

subcontracted companies.

Regarding the primary activity of

the Group, construction, the most

sensitive to unlawful processes,


provided by each work center

and under what conditions,

including social security, payroll,

work permits, and any other

documentation as may be

necessary for full compliance

with labor and Social Security


In Spain, OHL also monitors

the hiring of collaborating

companies and personnel

by means of requiring the

presentation of the Social

Security registration of every

worker. In other countries, senior

management is responsible

for assuring that all personnel

hired are registered with the

corresponding authority or Social

Security Administration, thereby

assuring appropriate health

coverage and that the salaries, at

least, correspond to the minimum

wages in force in the country.

The contracts, both for the

acquisition of a product as

well as for the provision of a

service, include clauses that

stipulate compliance with certain

requirements, including those


those established by OHL

and the legal and regulatory

requirements relating to quality,

the environment, climate change,

the prevention of occupational

risks or the use of equipment

and machinery, among others.

The supplier, industrialist

or subcontractor, within the

installations of the worksite,

adheres to the OHL Group’s

management systems and,

therefore, is under the obligation

of complying with the contents

of the relevant plans: quality,

environment and occupational

risk prevention.

OHL has stepped up the

control over the companies that

collaborate with it to ensure

compliance with the Safety and

Health Plan, in order to meet the

requirements of Act 54/2003

on the reform of the regulatory

framework for occupational risk

prevention and of Royal Decree

171/2004 on the coordination

of entrepreneurial activities,

according to which those who

work with the Group are required

to ensure the presence of, at least,

one assigned worker who, in

possession of at least basic level

training, will be on the alert to

make certain that the prevention

requirements are observed in the

work unit subcontracted, without

detriment to the maintaining of

the presence of the compulsory


each Safety and Health Plan, in

relation to the size and level of

risk of the works and services.

In order to comply with

corporate social responsibility

objective 5, starting last year

OHL requests that all contracted

security companies provide

evidence of having received

human rights training. In 2007,

75% of the security personnel

hired in Spain have received this



[5] / Commitment to Products and Services


During 2007, the Prevention Service gave approximately 4,319 hours of

prevention training to collaborating companies. This training was given at

the work site or at the nearby facilities


The Quality and Environment Service released a new practice guide in 2007,

no. 6 titled “Environmental Behavior for Suppliers and Subcontractors),

which facilitates the environmental awareness and training of the

subcontractors and collaborators of the group.

Subcontractors received, with return receipt requested, the new Guide

6 together with and updated Guide 3 on the management of emergency

situations with an environmental impact.

The new guide is available on the Intranet together with the other previously

existing and updated guides.

Relationship with subcontractors

For OHL, the contribution of

suppliers and subcontractors to

the performance of its activities

and services is fundamental. The

Group seeks to establish a single


will convey to its suppliers and

subcontractors OHL’s values, best

practices and conducts, oriented

towards growth under conditions

of sustainable development.

In order to facilitate Integration

of subcontractors into the

management systems on the

worksites, OHL provides the

workers of the subcontractor

with all the information they

need, including the following

documentation: checklists,

work instructions, practical

environmental management

guidebooks, etc., which detail the

patterns of conduct with respect

to the various issues. Training is

completed with an awarenessraising

exercise on the basis of

talks, meetings and posters,

and with the requirement of the

submission of the documentation


management of their activity on

the worksite.

Monitoring and evaluation of

subcontractors and suppliers

Pursuant to the purchasing

management procedure, at the

end of the contract, the suppliers

and subcontractors will undergo

a monitoring and evaluation

process to be performed by

the Worksite Manager. In this

process, different aspects of the

performance of the contract are

rated, taking into account the

quality of the product or service,

compliance with environmental

requirements, technical capacity,

and compliance with delivery

dates, among others. This

evaluation is registered in the

Supplier Base and serves as a

reference for future contracting


The actions to be developed


CSR objective 5 include the


supplier and subcontractor

approval and oversight model

establishing different models for

suppliers and subcontractors as

well depending on the size and

scope of the work of the supplier,

manufacturer or subcontractor.

Sustainable Development Report 2007


Sustainable Development Report 2007

[6] / Commitment to Society

“Organizing Accessible Habitats” 106

Social Commitment in Spain 109

Social Commitment Abroad 111

Communication with Society 115




Commitment to


The OHL Group considers the

social behavior of companies


aspects of their legitimacy and

determines to the role that

companies want to play in their

contribution to the development

of Society.

The very progress of Society

depends to a large extent on

this behavior. Aware of this


a framework of actions that,

together with the ethical values

and principles of the Group,

underlies its commitment to


The creation of maximum

social value guides the actions

that are materialized in the

promotion of initiatives to improve

the quality of life of the people

in the communities with which

the OHL Group relates and in

the environment of its business


To comply with this maxim,

the OHL group has approved and

is developing a social action plan

based on the evaluation of the

priority needs and conditions

existing in the communities in

which the Group maintains a

stable presence. This plan is

supported by the worldwide

challenge of the Millennium

Development Goals and the

commitment of the Group with

the 10 Principles of the Global

Compact, two initiatives of the

United Nations.

This commitment of the

Group is structured into two

lines of activity: Social Action, by

undertaking activities, ourselves

or in a supporting role, that

promote economic and social

development, and through the

promotion of community projects

of this nature.

a) External plan, geared to the social environment in which the OHL Group operates

Target Completion Achievements 2007 Collaborating org. Next Steps

Accessibility Plan in the

Group’s main facilities in


Infoaccessibility Plan Termination

planned for


Per schedule �����������������

improvement plan for

accessibility to the

facilities of the OHL Group

Training in criteria of

electronic accessibility for

the team responsible for

website development

Continuation with the

transformation of the


National Paraplegic

Hospital Research

and Integration



(Grupo Fundosa


“Organizing Accessible


For the OHL Group, an

“accessible habitat” is a social

space where everyone and anyone

can develop their life project and

personal autonomy, guaranteeing

equal access to all of the facilities

and services at the disposal of the


The Social Action Plan,

“Organizing Accessible Habitats”,

in place since 2006, has been

developed in accordance with

three lines of action: External Plan,

geared to the social environment

in which the OHL Group operates;

Internal Plan, geared to the people

at OHL, and Supplementary


The progress made in 2007 is





website with AA accessibility




Sustainable Development Report 2007

b) Internal plan, geared to the

people at OHL

Target Completion Achievements 2007 Collaborating org. Next Steps

Plan for labor market

integration of people with

disabilities and at risk of

social exclusion

(See Chapter 4:

Commitment with the

people of the Group)

Family Plan supporting

employee family members

with disabilities

(See Chapter 4:

Commitment with the

people of the Group)

Internal awareness and

communications plan

Corporate volunteering

and campaigns in

collaboration with


In the course

of the 3 year

duration of the


In the course

of the 3 year

duration of the


In the course

of the 3 year

duration of the


In the course

of the 3 year

duration of the


Created for job positions

in Group Companies for

collectives at risk of social

exclusion and other job

positions for people with

disabilities Employment

support programs for 20

immigrants from


Actions carried out in

Madrid, Catalonia and


��Training itineraries and

search for employment

��Social skills workshop

and social integration

therapy through sports

and leisure

Publications of initiatives


corporate magazine


Awareness sessions

on disabilities and

volunteerism (Madrid and


Creation of the Volunteer

Group of Madrid

I Football Championship

for The quality

Peru earthquake SOS


Africa Direct Project

Integra Foundation

Down’s Syndrome

Foundation of


Adecco Foundation



National Paraplegic

Hospital Research

and Integration


Social Emergency

Center of the

Spanish Red Cross


for collectives with special


Adecco Foundation Reinforce awareness of the plant

among group employees

Adecco Foundation,

for information

and advisory on


Special Olympics, to

increase awareness

of disabilities

(session in Madrid)

Adecco Foundation,


and Special

Olympics, for the

football activity.

Support of Caja


Asociación Madre

Coraje, for the Peru


Lealtad Foundation

Africa Directo

Follow up on actions taken



Maintenance and improvements

in communications


sessions on disabilities and


Awareness activity on social

action for executives and

middle-management in human


Creation of the Volunteer Group

of Barcelona

Awareness and introduction to

volunteering for the Valencia


Selection and implementation of

campaigns in collaboration with


Extension of initiatives to

other delegations and group


Involvement of the usual

collaborators of the Group in

volunteer initiatives


[6] / Commitment to Society


The City of Madrid has recognized the solidarity of OHL due to his

collaboration in the promotion of volunteering in Madrid, awarding the

Group with the distinction “Volunteers for Madrid”

c) Complementary measures

Target Completion Achievements 2007 Collaborating org. Next Steps

Plan for purchasing from

special employment


Organization and/or

collaboration in meetings,

courses and seminars

specialized in disability,

labor market integration

and accessibility

In the course

of the 3 year

duration of the


In the course

of the 3 year

duration of the


Publication of training

guides through CEE


Consulting for

infoaccessibility works

and CEE Tecnosite


No activities in


Corporate volunteering is a priority area of the social action plan and has

the goal of creating a space open to dialogue and cooperation between

employees and society and through which the OHL personnel that desire

to volunteer can make their services available to the community, providing

their talent and unique skills to help others while resolving their own

desires for solidarity and, without doubt, their own personal growth.

Madrid, 23 June 2007: 1st Football Championship for Equality

Sponsored by the OHL Volunteer Group of Madrid.

Objective: Social integration of people with disabilities through sports

Collaborators: Adecco Fundation, Special Olymplics y ADEPO Palomeras

Employees satisfaction rate. Average value: 8.6 / 10

Grupo Fundosa -


(Tecnosite and


National Paraplegic

Hospital Research

and Integration


Konecta Foundation

Channel other services

and purchases to special

employment centers

Continue informing our suppliers

and collaborators of


Identify new courses, seminars

or forums for collaboration

Collection campaign for victims of the earthquake in Peru, in

collaboration with Asociación Madre Coraje.

To the left, one of the dining rooms that received more than

2000 kg of food donated by the employees of the OHL Group.


Sustainable Development Report 2007

Social Commitment in Spain

The Group in 2007 continued

with its intense efforts in social

actions. In additional to those

executed under the Social Action

Plan, the delegations across

Spain have executed projects and

collaborations with numerous

charitable organizations.

Social Action

The social actions carried

out by the Group in Spain are


and the relevant data table. We

would particularly highlight the

emphasis placed on corporate

volunteering, which during 2007

resulted in the creation of an

active volunteer group in Madrid.


be established in Barcelona and

other delegations throughout




(The valuation of time dedicated by employees is not included)

369.633 euros Social Action investments in spain

29 Social Action collaboration/projects

6 Family plan actions

1 Volunteer group(s)

3 Physical medium accessibility studies + 1 web accessibility study

3 Employee sponsored campaigns


7 Awareness campaigns for employees and society

25 Job positions: promotion of employment among disadvantaged collectives

2 Purchases from special employment centers

More than 100 hours dedicated by employees


[6] / Commitment to Society


The commitment of the OHL

Group to the communities with

which it relates is expressed

through the Group’s contribution

to the promotion of cultural

activities connected with the

plastic and performing arts and

of activities that favor economic

and social development, as well

as by its participation in a range

of educational, technological and

sports initiatives.

Commitment to community

development and progress

OHL supports diverse

initiatives geared towards

promoting social and economic

development, creating open

spaces for debate and reflection

on relevant questions relating

to the economy, technology,

education, research and

sustainable development.

Within this objective, the

Group in 2007 participated in

various forums and workshops

together with leading

personalities from politics and

finance, supporting teaching

programs in collaboration with

universities, schools and research

centers, as well as participating

Promotion of culture

OHL has worked from its

very early days in favor of the

promotion of culture, particularly

the performing arts, music, the

plastic arts and the humanities, to

make cultural expressions more

accessible to society in general.

The Royal Theatre in Madrid The Liceu of Barcelona

in other initiatives relating to

environmental protection and


In 2007, the Group allocated

������������� to the promotion

of spaces for dialogue relating

to business and economic

culture, with a total of 16 actions.

In the area of technological

development and collaboration

with educational institutions

and research centers, the

Group dedicated more than

170,000 euros to various

institutions, such as the COTEC

Foundation and the Agustín de

Bethancourt Foundation; to the

organization of seminars and

technical encounters relating to

engineering and construction;

to the Polytechnic Universities

In 2007, the OHL group

invested more than 700,000 euros

in this area through collaboration

with such renowned entities as:

Teatro Real of Madrid, Liceu of

Barcelona, Asociación Bilbaína de

Amigos de la Ópera, Fundación de

la Zarzuela Española, Fundación

Isaac Albéniz, Guggenheim

Museum of Bilbao, Museum of

Modern Art of Barcelona (MACBA),

Royal Academy of Engineering

and the Royal Spanish Academy,

among others.

of Valencia and Catalonia, to the

University of Cantabria and the

University of Granada, and to

various professional schools.

The OHL Group, in response

to the expectations of its

stakeholders and aware of the

increasing concern for the culture

of sustainable development and

the fight against climate change,

has made a special contribution

of over 250,000 euros in the

promotion of activities relating

to environmental protection

and the lack of water and its

responsible use, participate in

leading international events such

as the International Drought

Forum (Seville), and the World

Desalination and Reusable Water

Conference (Canary Islands).

Sustainable Development Report 2007

Promotion of Sports

Faithful to its tradition, in

2006 the Group continued with

the promotion of sports activities,

collaborating with several

associations and clubs and the

sponsoring a number of sports

events, allocating over 500,000


The OHL Group officially

supports the candidature of

Madrid to host the 2016 Olympics

and is a member of the Madrid

2016 Foundation, created to

promote Madrid candidature and

combine the efforts of public and

private institutions to convert

Madrid into the Olympic capital in


The Capirote, sponsored by OHL.

Social Commitment Abroad

Within the framework of its

corporate social responsibility


commitment of contributing to

the integral development of the

communities in which it maintains

a stable presence.

Social Action

In the international arena,

in addition to contributing to

development through its normal

business activities (see chapter

1), the Group has launched

various social action programs in

2007. Through these programs,

the Group attempts to identify

the most priority needs of

each community in which it is

present, using the Millennium

Development Goals as a

framework and taking into account

the different operating divisions

for which the Group acts in each


The goal is to link the

company’s activity to the actions

taken in support of the community

in order to respond to the real

needs of society and create

social value that allows for the

consolidation and strengthening

of the Group’s relationship

with the community in which it


During 2007, the group

allocated ������������� to social

action programs carried out

particularly in Brazil, in addition

to the United States, Chile,

Argentina, the Czech Republic,

Mexico, Turkey and Algeria. This


investments over that dedicated in

2006, allowing for improvements

in the projects, adapting them to

the needs and expectations of the

community. Similarly, the Group

has attempted to faithfully comply

with the Millennium Development


by this global challenge.

Among the many projects

developed during the year, we

would particularly highlight the

healthcare programs for highway

users managed by OHL Brazil.

This subsidiary carried out


aid and preventative medicine

campaigns, as well as programs

for the prevention of illness,

the creation of healthy habits

and proper nutrition, especially

focused for the truckers collective.


[6] / Commitment to Society


Centrovias. Health-care program for highway users

In 2007, the Brazilian concession holder Centrovias provided


checkups, cholesterol analysis, test for diabetes, triglycerides, high

blood pressure, etc. the company also carried out campaigns for

vaccines, dental care, information on sexually transmitted diseases,

as well as about the harmful effects of alcohol and sleepiness, to

avoid road accidents.

The focus on corporate

volunteering has also been

one of the key aspects of OHL’s

international social actions in

2007. Among the various actions

performed, we would highlight the

efforts of the employees of the US

subsidiaries in favor of children

from disadvantaged families, and

the environmental efforts by the

Group employees in Chile.

As part of our Concession

activities in Chile, the Group

continued to work on relocation

plans with the goal of providing

financial support to people

affected by the construction of

new infrastructure.


Donation of construction materials for the treatment of the water

served at the Menesiano School in Chile.


Employee volunteers

from Tower-OHL

Group. Christmas

campaign. Florida,


Sustainable Development Report 2007


All countries:

ASE Investment

Hours dedicated by employees

Countries currently operating

Countries where OHL has constructed


(Not including the donation of furniture to Media Luna Roja in Ankara, Turkey.

The valuation of time dedicated by employees is not included)


40 Social Action collaboration/projects

Turkey, Chile, Algeria, USA, Brazil. Mexico, Argentina and Czech Republic

12 Health-related projects

Chile, Brazil and Czech Republic

3 Volunteer groups

USA, Chile and Brazil

1 Employee sponsored campaign


16 Road safety and prevention actions

Chile and Brazil

More than 300 hours dedicated by employees

OHL Central Europe

supports the Sacra

Music Festival (Czech


Promotion of culture

The OHL Group has

consistently demonstrated a

strong commitment to the world

of culture. In 2007, the group

dedicated 432,712 euros to

various cultural projects. Some

of the more noteworthy are those

carried out in the Czech Republic,

where we have collaborated

for years in multiple renowned

musical and stage activities,

including the Moravo Autumn

Festival, the Sacra Music Festival

and our support for the Brno

Theater. OHL also collaborates

with the Czech Center in Madrid,


Czech Artists”, which was a huge

success and was able to promote

the work of young Czech artists

in various disciplines, presenting

them to Spanish society.


[6] / Commitment to Society


The Group also supported

many important cultural actions

in Brazil, where we would

highlight the collaboration in the

restoration of the frescoes in the

Church of St. John The Baptist

in Bocaína, and the traditional

collaboration with various cultural

institutions in Ribeirão Preto,

with an special mention to the

symphony orchestra.



motorcycle riders

Motorcycle riders received basic information on road safety and

their motorcycles with a free basic mechanical revision. They


motorcycles at night.


With respect to the Group’s

commitment to sustainable

development, OHL has carried

out various training programs

for school children focusing on

aspects relating to the water

cycle. The Group also participated

in environmental restoration

projects and for the first time

organized corporate volunteering

for environmental projects by the

group employees in Chile.

Promotion of sports

OHL promotes sports

internationally through

collaboration with basketball

teams, such as (USA)

or the Brno Club (Czech Republic),

and other sports disciplines,

including tennis, golf, hockey

and gymnastics. In 2007, the

Group dedicated 341,951 euros

to the promotion of sports at its

international locations.

Commitment to community

development and progress

Community support programs

and projects in 2007 focused on

two areas of activity: education

and prevention, with an

investment of �������������,

and sustainable development,

to which OHL dedicated over

230,000 euros.

School education program on

the environment and water.

Visit to the desalination plant

in Ribeirão Preto, Brazil.

We would highlight the

campaigns that the Group has

been carrying out for years on road

safety and accident prevention on

the highways managed in Chile

and Brazil. These programs are

targeted not only to users of the

highways, but also to the schools

and educational institutions close

to these roads.

Sustainable Development Report 2007

Communications with


Communication channels


e-mail address for social action,, which

can be used by any stakeholder,

various other communications

channels are available:

- For society in general:


social action and sponsoring

is available on the corporate


- For employees of the OHL



Responsibility section of


information of interest on social

actions, disabilities, corporate

volunteering and other matters.


promote volunteering. One was

already held in Madrid in 2007,



Groups: spaces for debate and


the projects led by the volunteers.

During 2007, the Madrid Volunteer

Group held two meetings.


solidarity actions for employees.


activities carried out as part of the

Social Action Plan.

- With social organizations,

NGOs, foundations:


workshops, work meetings,

personal and group meetings.


social action and sponsoring on

the corporate website.


collaboration with the Juan-Miguel

Villar Mir Foundation.

- With other companies in the



construction industry association

that arranges sponsorships and

joint participation in trade fairs

and conferences.

Participation in forums, meetings

and other events


“Nebrija CSR” organized by the

Chair in CSR of the University

Antonio de Nebrija.


events organized by the Lealtad


OHL participated in:

> Participation in the session

presenting the water projects

for business collaboration in

observance of World Water Day

(22 March 2007)

> Participation in the First

Multi-Interview Meeting

Business-NGO, organized

by the General Directorate

of Volunteering and Social

Promotion of the Autonomous

Community of Madrid and the

Lealtad Foundation. (16 April




of the Republic of Panama on

institutions caring for people


assistance of CEFAES and the

Integra Foundation (15 October



Village of Cuenca, which received


employees and the company itself

as part of the Christmas campaign

for 2006 (July 2007).


special employment center of the

APROCOR Foundation.


Presentation of a CSR Partnership

Evaluation Tool created by

Economists without Borders at

the Casa del Voluntariado of

the Autonomous Community of

Madrid (30 November 2007).


2007 % Var. 07/06 2006 % Var. 06/05 2005

Resources allocated to general interest activities by the OHL Group (*) 4.526 (14.40) ����� 72.42 3.067

Resources allocated to general interest activities in Spain (*)

(*) Millions of euros

2.636 ������� ����� 49.67 1.997



Sustainable Development Report 2007

[7] / Commitment to the Environment and Climate Change

The OHL Group’s Environmental Commitment 118

Relations with Stakeholders 121

Environmental Management 122

Environmental Performance 125

Relevant Environmental Achievements 136

Commitment with respect to Climate Change 140

Participation in Forums and Conferences145




Commitment to

the Environment and Climate Change

The OHL Group’s

Environmental Commitment

Respect for the environment in

general and the conservation of

the natural environment constitute

a commitment assumed by

OHL, which the Group makes

public through its Quality and

Environment Policy Statement,

Quality and Environment Policy,

Commitment with respect to

climate change and Environmental

Actions ( and its

accession to the United Nations

Global Compact.


TARGETS 2006-2007

To encourage good


and respect for the

environment in

urban works.

GOALS 2006-2007

21 construction

projects in progress

joined the Good

Neighbor Code


To promote the

introduction of


improvements not

considered in the design

in the works awarded to

the OHL Group.

29 data sheets were

prepared with proposals

to customers in order to

introduce environmental

improvements in the

projects awarded.

Among the measures

included, 24% relate to

the energy footprint of


against climate change.

The OHL Group’s Quality and

Environment Committee, the

Group’s highest-level executive

body in this area, is comprised by

the most senior managers from

all of the operating divisions and

corporate management levels

involved (see chapter 2 of this

report). OHL’s environmental

commitment is therefore fully

integrated into its governance


To promote the use

in construction work

of “environmentally

friendly” materials.


of environmentally

friendly materials was

drawn up. It includes

“friendly” materials

that can replace those

established in the


11% of the materials

proposed make it

possible to reduce the

energy footprint of the

activity or to cooperate in



The OHL Group establishes

environmental goals focused on

environmental improvement,

making available the resources

necessary to achieve such goals

and monitoring them on a regular

basis. The goals are approved

by the Quality and Environment

Committee and seek to achieve

gradual improvements in line

with: the Group’s environment



thereof and the achievements of

previous years.

To improve the response

of technicians in relation

to environmental


100% of the new

technicians were

provided environmental

training within a period

of less than 12 months

since joining the Group.

To reduce the generation

of inert wastes by

means of the use of

minimization methods.

The average rate of

wastes and breakage in

ceramic tiling, stoneware


in the laying of ceramic

bricks was reduced.

This means greater


lower consumption of


materials mentioned)

and a smaller amount

of wastes (45% in the

materials mentioned).

Sustainable Development Report 2007



Contribution by concrete

structures to sustainability.

To further good neighborliness

and respect for the

environment in urban works.

To promote the introduction of

environmental improvements

not included in the design in

the works awarded to the OHL


To encourage the use of

“environmentally friendly”

materials in construction


To reduce the generation of

inert wastes.

To improve the environmental

response of the technicians

who join the OHL Group’s

construction projects.


Seeks to improve the “Index of Contribution of Concrete Structures to Sustainability” and the

“Environmental Sensitivity Index” of the structures built by the OHL Group.

Continuation of the 2006-2007 Goal.

Attempts to convey OHL’s determination to minimize the negative impacts which a construction

site inevitably generates in its most proximate environment and seeks the collaboration of the

neighboring community.

Continuation of the 2006-2007 Goal.

Pursues the environmental improvement of the projects performed, by proposing environmental

improvements to customers following an initial technical-environmental analysis. The

measurements data sheets also taken into account the reduction of the energy footprint of the


Also strives for the environmental awareness-raising of promoters as well as the dissemination of

more environmentally-friendly construction techniques.

Continuation of the 2006-2007 Goal.

Proposes to replace design materials, on the basis of a preliminary study, with other less

pollutant materials that will make it possible to reduce the energy footprint of the activity or to


Also promotes environmental awareness-raising and dissemination of information among


Continuation of the 2006-2007 Goal.

Strives to reduce the volume or the weight of the inert wastes generated on worksites or at the

various work centers by implementing measures that avoid or reduce the amount of wastes

generated and the reuse of the wastes for other applications.

Continuation of the 2006-2007 Goal.

Seeks to improve the response of the technicians posted to the worksites with respect to


the date when they joined the Group.

Educating for sustainable development.

Action carried out by Intervias, concession company in Brazil.


[7] / Commitment to the Environment and Climate Change



Administradora Mexiquense del Aeropuerto Internacional de Toluca, AMAIT (OHL Concesiones, Mexico)


Department of Environmental Protection of the State of Mexico (PROPAEM). Description: compliance with the

environmental legislation and regulations on a state level, in accordance with the terms of reference of the

Environmental Audit Program.

AMBIENT (OHL Medio Ambiente, Brazil)


Organization: magazine Saneamiento Ambiental. Description: elected by 42.7% of the votes cast by

managers and technicians in the sanitation and environment sectors, assessing criteria such as: social

scope of the activity, modernization of the service, environment policy, conservation of spring water and

investment in the expansion of water supply and wastewater treatment services.

VIANORTE (OHL Concesiones, Brazil)


the prize: socio-environmental responsible actions such as the recovery of degraded areas, the carbon

emissions offset project and fauna monitoring.

������������������������������������������������Bench mais. Organization: Mais Projetos Corporativos.

Description: control program for the gradual recovery of the biological diversity and the program for heritage

archeological management, research and education.


gas offset program.


Junior - USP Ribeirão Preto. Description: socio-environmental responsibility actions such as the recovery of

degraded areas, the emissions offset project and the fauna control program.

AUTOVIAS (OHL Concesiones, Brazil)


International Bridge Tunnel and Turnpike Association. Initiative given award: Via das Aguas program, on

retaining measures for the control of erosion and complementary elements of a drainage and feeding system

for the Guaraní aquifer along the toll road network.


Engineering Association. Initiative given award: retaining measures for the control of erosion and

complementary elements of a drainage and feeding system for the Guaraní aquifer along the toll road


Sustainable Development Report 2007

Relations with Stakeholders

OHL is aware that, in order

to meet its environmental

commitment, the participation

of its closest stakeholders is

indispensable, through:


cooperation of all of its

employees, collaborators,

subcontractors, suppliers and

all of those involved in the

performance of its activities,

without whose participation

the effective implementation of

environmental practices would not

be possible.


attitude of its customers in order

to work together in searching

for possible proposals for

environmental improvement.


dialogue with the immediate

environment in which the OHL

Group operates, in order to


introduce improvements.


In order to extend

environmental awareness and

sensitivity to its stakeholders and


expectations in this regard, the

Group undertakes the following


- Employees: the organization

of training courses and

environmental awareness-raising

actions, together with worksite

assistance visits.


and proposal of environmental

improvements in projects,

through strict compliance with

contractual requirements and

current environmental legislation,

as well as the application of

the preventive and corrective

measures necessary in order to

minimize environmental impacts.

- Shareholders: the

preparation of this Sustainable

Development Report, which

Communication with the most immediate social environment

where OHL carries out construction projects is facilitated

through the application of the Good Neighbor Code. This is a

pioneer initiative in Spain in the construction sector.

The objective of the Code is to convey OHL’s determination

to minimize the negative impacts which a worksite inevitably

generates in its immediate environment.

The worksites belonging to

the program exhibit the Good

Neighbor Code on the outside

of the fenced-in area.

provides transparent information

on the Group’s environmental

policies and actions.

- Suppliers: the establishment

of environmental criteria for the

selection and ongoing evaluation

of suppliers, assisting them

in acquiring an environmental

awareness and in undertaking


- Society: cooperation

agreements with organizations

and institutions, active

participation in and sponsorship

of conferences, forums and

meetings and support to research

on environmental technologies.

- Governments and

public administrations:

through compliance with

current legislation regulating

environmental matters in all of the

countries where the OHL Group



[7] / Commitment to the Environment and Climate Change


Environmental Management

OHL assumes the

environmental responsibility

for its actions through its

Environmental Management

System. Based on the standard

UNE-EN ISO 14001, in place


compliance with environment

legislation and continuing

improvement in the Group’s

environmental performance. The

general coordination of OHL’s

environmental management

system is carried out with

the support of a specialized

service, the Group’s Quality and

Environment Service.

The Environmental

Management System is adapted

to the particular characteristics of

each business line.

Management focus

The Group’s Environmental

Management System has a tool

for the control of environmental


For each contract, center

or service, the environmental

aspects derived from their activity



criteria to the various activities.

The potential emergency

situations that could involve

damage to the environment are

also assessed.


IN 2007 (*)

Obrascón Huarte Lain, S.A. (OHL)

Sociedad Anónima de Trabajos y Obras (SATO)

Elsan-Pacsa, S.A.

Pacsa Servicios Urbanos y del Medio Natural, S.L.

Construcciones Adolfo Sobrino, S.A.



José Malvar Construcciones, S.A.

OHL Medio Ambiente Inima, S.A.U.

OHL, S.A. - Agencia en Chile





���������������������ní stavitelství Division




Autopista del Sol (Chile)

Autopista Los Libertadores (Chile)

Autovía M-45, Euroglosa (Spain)

Irena (Spain)

Huaribe (Mexico)

GANA (Mexico)

Conmex (Mexico)

OHL Toluca (Mexico)





Sensitivity Outcome

Magnitude Severity

Seriousness Likelihood




The tool is rounded off with the


of the applicable environmental


The environmental

management plan for each

contract, center or service

establishes the resources and

controls necessary for the

monitoring of the environmental

aspects and compliance with the

relevant legislation.

Sustainable Development Report 2007

The Concessions division distributes an internal news bulletin monthly, by

e-mail, which includes the environmental aspects relating to its activity.

Environmental training and


The ongoing improvement

in the application of the

Environmental Management

System is supported by the policy

of environmental training and

awareness-raising implemented

by the OHL Group.

During 2007, the Group


environmental training of its


hours were provided in Spain.

Training efforts are

concentrated in the Construction

and Environment activities


indicated), due to the fact that

these are the Group’s activities

with the strongest impact on the

environment and are the areas

most heavily affected by the

rotation of personnel.

In Spain, the resources used

for environmental training are

maintained, with a stable number

of hours per employee trained.

Environmental awarenessraising

and the dissemination of

information at the worksites and

other work centers are supported

on environmental guidebooks

published by the Group, the

contents of which were revised in










24 24



OHL Group. Construction and

Environment Spain /

Environmental training per

student (no. hours/student)





- Environmental management at the start of activity.

- Waste management.

- Control of environmental emergency situations.

- Environmental management in plants.


Environment System for technical staff (worksite superintendents).


Environment System for middle managers (worksite foremen).


and sub-foremen (new 2007).



Intensive environmental training meetings have been organized by the Domestic

Construction and Environment divisions in Spain at each worksite or work center,

aimed at the Group’s own personnel and the collaborating subcontractors. 546

copies of the document Environmental Awareness-Raising in the Construction

Sector were distributed at these meetings.


[7] / Commitment to the Environment and Climate Change



In 2007, 59 OHL Group foremen and sub-foremen were given a practical course

on worksite environmental management in order to enhance their expertise in

environmental protection techniques.

Other awareness-raising and

dissemination of information

initiatives were undertaken in

2007, such as the Water Challenge

campaign aimed at the Group’s

own staff and the Good Neighbor

Code designed in relation to the

immediate social environment.

It was estimated that the



while the second extended to

37,000 neighbors and citizens of

the towns affected by the works

in progress, according to data

calculated on the basis of the

number of worksites joining the

program, the characteristics of

the construction projects and the

estimation of an average number

of people affected by building and

civil engineering works.

Along these same lines, the

Concessions division promoted

the education and awarenessraising

of the local communities

in the proximity of the roads in

operation through the distribution

of school materials relating to the



The application of the

Environmental Management

System to the various activities of

the Group enables the different

work centers to identify their most



taken in order to minimize their



Domestic Construction

International Construction




Environment ��������������������������������������������������

treatments applied



Concessions ����������������������������������������



Developments �����������������������������




Machinery Yard ���������������������������������


������ ���������������������������������


Plants for the manufacture

of agglomerate, concrete

and prefabricates



business lines and permanent

centers remained practically

unchanged with respect to

previous years.





process or activity itself as well as to the transportation necessary in order to carry

out such processes.

Sustainable Development Report 2007



according to ISO 14001




Training and environmental awareness instruction (Spain)


Management System over the total technicians incorporated into the

company or into the system (%)


% Var.


2006 (1)

% Var.



66.95% (3.71) 69.53% (6.19) 74.12%

������ (3.75) ������ (1.45) ������

100% 100% 100%



Environmental audits made

1,171€ (73.7) 4,452€ (65.2) �������


423 (0.5) 425 (14.2) 372



0.17 (5.6) ���� (14.3) 0.21

(1) Data recalculated in the last edition.

Environmental Performance

The OHL Group’s Quality and

Environment Service maintains

and manages the Environmental

Management System, performing

internal audits, providing training

and assisting technical staff in the

implementation and monitoring

of the system in the various work


The environmental variables


basis of the environmental


and are supplemented with other

variables requested by the various


Consumption of natural resources,

raw materials and materials

The consumption of resources

within the OHL Group is not

comparable over time, as it

depends on the type of activity

considered, the volume contracted


the project or service contracted.

Construction and Concessions


in the consumption of materials

and raw materials: earth and

rocks, concrete, steel, aggregate,

ceramic materials and asphalt


Environment: the consumables

are basically laboratory chemicals

used in the performance of

services and as a support to the


Developments: cleaning

chemicals and sanitary material,

associated with the provision




[7] / Commitment to the Environment and Climate Change



Earth and rocks ����������������������������������������������������������������������������������������


of an additional amount of close to 42 million m 3 of earth, the extraction of which was therefore avoided,

thanks to the improvement initiatives proposed by the Group and approved by customers.


wastes from another activity.


originated for the most part from recovery processes.

Concrete (including prefabricates, material made from non-renewable materials constituting the end


Ceramic materials (material made from non-renewable materials constituting the end product): 459,250 m 2 .

Asphalt mixes (material made from non-renewable materials constituting the end product): two million


Oil and grease (material originating from renewable raw materials, serving as support to activities): 12,250

liters and 439 kg, respectively.

Chemical products (paint, additives, etc., of varying origins, incorporated into the end product on some


liters of solvents and tar cleaners.

Plastics and derivatives (elements manufactured in industrial processes using renewable and non-



Paper (material originating from renewable raw materials or from recovery processes, used in processes in

support of the activity): 326 tons.

Sustainable Development Report 2007


OHL promotes the purchase of materials originating from wastes

produced by other activities, recycled or recovered, for use in

construction projects with prior customer approval.



Langosteira. The material originated from the clearing of land and

excavation of works in this city.

In the machinery yard, the

main resources consumed during

2007 have remained stable with

respect to the previous year:

grease and oil (11.7 tons), solvents

(7.6 tons) and paint (21.5 tons).




(Spain) initiated the Paper-


to reduce the use of paper.

Among the measures put into

place, the following stand


- On-screen reading of


- Creation of on-line

working tools and training

- Use of videoconferences/


- Computerized

management of


Paper is a material

originating from a renewable

resource, however,

uncontrolled management


environmental impacts, such

as the destruction of forests,

biodiversity and ecosystems.

Crushing of inert demolition wastes for

reuse. Works on the new building of

the School of Economics and Business

Administration at the Complutense

University of Madrid in Somosaguas.


IN 2007

Electricity from supply networks (GJ)

Electricity produced (solar panels) (GJ)

Liquid fuels derived from petroleum (GJ)




44% Environment

37% Construction

15% Concessions

4% Others


13% Concessions

79% Construction

16% Concessions

5% Others

Gaseous fuels (GJ)

41% Environment(1)


41% Development

15% Construction

3% Others

Biofuels (alcohols) (GJ) 5,062 100% Construction

Water (m³)


77% Construction


5% Environment

10% Others

(1) 100% of the gas consumed by the Environment division is generated in the facilities themselves as a

result of scrubbing processes, achieving savings in the energy consumption from other sources.

Direct energy consumption. The direct energy consumed by the OHL Group during 2007 from primary

sources totaled 451,363 GJ (calculation made on the basis of the energy purchased and the energy

produced, consumed or sold).

Indirect energy consumption. The indirect energy consumed by the OHL Group during 2007 totaled

1,122,265 GJ (estimate made on the basis of the direct energy consumed, by applying the criteria of the

Global Reporting Initiative/Technical Protocols/Energy Balance Sheet).

Dimension of the Group’s business areas (percentage participation over the total sales in 2007:





[7] / Commitment to the Environment and Climate Change




consultancy to worksites on how to improve the energy yield of



Comparative Table of Consumption Figures






Water (m ³)

Electricity (GJ)

Gas (GJ)




GJ of energy from solar panels. The energy generated by the Group

accounts for 4% of its direct consumption.

Gasoil (GJ)





Spain, the consumption of

natural resources is placed under

control and targets are set for the

optimization of such use. The

rates of consumption have been

stabilized since 2005, thanks to

the awareness-raising measures


Solar panel on the Mexico, D.F. Beltway. During 2007, among the

measures applied for the rational management of resources, OHL

Concesiones replaced 60 lamps on this road with others fed by

solar panels, which are additional to the 77 lamps replaced in


Sustainable Development Report 2007

The water consumed by the

OHL Group during 2007 originated

for the most part from the public

water supply system (77%).

Water was also obtained through

catchments of underground well

water (6%) and surface water

from watercourses or irrigation

canals (5%), in addition to the

collection of rainwater (9%), while

the rest (3%) was made available

from the recycling of water from

industrial processes. All of the


activities, guaranteeing that the

taking of water does not affect


water consumption needs of the



The relevant environmental

management plans or

environmental impact assessment

procedures are followed in

all actions which could affect

biodiversity, in collaboration with

the authorities of the respective


The Construction division

performed works during 2007

on land adjacent to or inside the

following protected natural areas:

Els Ports Nature Park (Spain).

Surface area of 35,050 hectares,


reserve, with a wide diversity

of biotopes where a range of

species live, including the Spanish

Ibex, otters, mountain cats,

bats, sedentary birds of prey

(vulture, golden eagle, Bonelli’s

eagle, owl, Egyptian vulture,

etc), reptiles and amphibians.

Particularly outstanding among

the autochthonous species in the


Water is an increasingly more valuable good and, for this reason, the

OHL Group takes measures at all of its work centers and worksites for

the reduction of the consumption of water and the optimization of its

use. A few examples are:

- South Aircraft Parking Apron Phase II South Side, Barcelona (Spain).

Reuse of 1,400 m3 of the water for cleaning the concrete vats used in

the manufacturing process of this product in 2007.

- Czech Republic. In the prefabricates plant at Cercany, the water from

cleaning the mixer is reused for mixing concrete. In the Doloplazy

sleeper factory, a closed water circuit is used for cooling the concrete

curing chambers, by circulating the water through cooling towers and

then storing it in an underground tank.


Challenge initiative, signed in 2006 with the Canal de Isabel II

(waterworks) for publicizing the actions included in the campaign

undertaken by the Canal in the Community of Madrid.

Reuse of water for cleaning the concrete vats used in the manufacture

of this product, following a decantation process.

Park’s rivers are the following:


The great variety of plant life also

stands out (more than 1,000


La Malinche National Park

(Mexico). A living museum of


with several kinds of vegetation:


holm oak forest, areas of juniper

and pasture lands. Outstanding

on the Park’s extensive list of

species of fauna are 16 endemic


3 bird and 3 mammal species)

and the threatened species

(Montezuma quail, Cyrtonyx

montezumae; badger, Nasua

nasua, and the lynx or mountain

cat, Lynx rufus).

Florida Everglades National

Park (USA). A unique subtropical

reserve in North America, the Park

contains communities of tropical

plants, grazing lands, swamps,

areas of conifers and marine life.




where the Group has

performed works inside the

area or on adjacent land:



areas: 300 m 2 in Chile on

account of wild fauna; 54

ha. in Mexico due to natural

mangrove vegetation; 14

ha. in Spain and 5.1 in the

U.S. on account of river bank

vegetation and fauna.


whose habitats are affected

by OHL Group activities: 116.




[7] / Commitment to the Environment and Climate Change








formations: low-load blasting, adjustments in

laying out roads.


and those from the excavation of tunnels is

derived and subjected to a system of roughingout

and decantation of solids, in addition to


the water discharged.


and shrubs in the auxiliary areas occupied.


of a program of watering the access roads to

the worksite, auxiliary installations, borrowings


of the soil and climate conditions. The

transportation of materials is performed with

appropriately covered trucks.


of cultural value is advised to the competent