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Ferrovial

Ferrovial - Integrated annual report 2013 / Talent

One of the company’s priorities is across-the-board management of talent and internationalization of its employees. To that end, Ferrovial is introducing mechanisms to identify professionals with potential. They offer focused development opportunities, through training, mobility, mentoring, etc.

  • Ferrovial has consolidated the 360 Feedback appraisal, which is targeted at executives and professionals who report directly to executives. This process takes place every two years. This year the target was the Management Committee, which received an average of 15 assessments including superiors, peers and colleagues.
  • The performance appraisal covers around 5,000 employees. The average results this year were 76.3 out of 100, which is two points higher than the previous time and clearly shows that the organization has made a great effort to invest in development. Some 2,000 development actions and 7,000 training courses were established. In the overall calculation, by including local evaluation procedures, 100% of managers and technical and administration levels of the company worldwide are covered, which translates into more than 18,000 people.
  • One of the most noteworthy processes which guarantees that vacancies in key positions are filled by suitable candidates is the succession plan. The aim of this plan is to ensure that the organization has the professionals with the required skills available at the precise time needed to fill vacancies among the members of the executive team. In 2013, 133 executive positions were analyzed, the talent of more than 700 people was appraised, and 264 potential successors were identified. These are trained with a focus on developing the values, skills, knowledge and experience necessary to take up the executive position successfully. One of the most noteworthy aspects was the across-the-board profile of candidates. This was 28.4%, 4 points higher than last time.
  • For non-executive positions, the company develops Talent Identification Programs with the aim of creating a talent pool of employees and identifying those professionals with the greatest potential so that their professional development can be managed actively to ensure that they have the profile required to meet current and future business needs. More than 500 professionals have participated in this program since it was launched in October 2012.
  • This year the executive induction process was launched, in which new Ferrovial directors have been involved with a view to streamlining their adaptation and integration in the organization.
  • The cross-cutting nature of the talent is apparent in the number of international assignments, i.e. 321, shared among 20 countries. This is 7% more than last year. International assignments provide employees with the experience of working in new expanding markets, where they can put into practice and improve their skills and knowledge to the benefit of the organization as a whole.

Below is a table showing the distribution of international assignments: