Business model

We work proactively with administrations from the initial stages of projects. We utilize our experience in finding solutions that optimize the use of the infrastructure and maximize value for all of the parties involved. We firmly believe in the public-private collaboration model as the best model for developing infrastructure in the most efficient way.

VISION

Since our formation, Cintra has been at the forefront of transportation engineering, offering innovative solutions with high added value for users, administrations and investors.

We were the first to operate a fully electronic highway (the 407 ETR in Canada) and one of the first private companies to develop a highway based on a "Managed Lanes" format with dynamic pricing.

We continue to collaborate daily with Public Administrations to develop feasible projects. We apply a global vision to look at today’s complex mobility problems from every angle (legislative, environmental, technical and financial).

VALUE CREATION

We bid for new transportation infrastructure concessions that address real transportation needs and are located in markets with legal and economic stability, and a high potential for economic growth. To do this, we use the competitive edge we gain from the direct, active and efficient management of all stages of our asset portfolio. Once awarded, we create value for our shareholders by gradually eliminating or reducing risks to progressively increase the value of our concessions.

DE-RISKING

De-risking consists of the progressive reduction of the discount rate applied to future estimated cash flows as risks are eliminated or reduced at each stage in the project life cycle (construction, ramp-up and maturation phase). De-risking is the main source of value creation in our assets.
ROLLING FORWARD

The progressive increase in value as we advance through the concession period and approach the bulk of cash flows, which are concentrated at the end of the concession period.
OPERATION

We are a premium operator focused on getting the most value out of assets and developing new competitive advantages which allow us to maintain a high level of success in tenders.

Our expertise in operating a uniquely complex asset portfolio allows us to fulfill our contractual obligations at an optimal cost while increasing revenues from our contractual rights.

INTEGRAL MANAGEMENT

Our business model is based on the knowledge and experience obtained in the direct management of every stage in the life cycle of our assets. To do this, coordination among all phases of the project and the transfer of knowledge between projects and markets is key.

Our relationship with Ferrovial Agroman and other businesses in the group enhances this end-to-end concept.

CONSTRUCTION RISK MANAGEMENT

Cintra minimizes construction risk by using turnkey contracts, which have a fixed price and term, through Ferrovial Agroman the group’s construction company.

Collaboration with Ferrovial Agroman is key to the success of greenfield projects as it ensures the correct allocation of risks between the concession holder and the construction company. The constant interaction with Ferrovial Agromán allows a mix of initial investment and operation and future maintenance costs that minimizes the total cost of the project, as well as an optimum design which maximizes revenue and the quality of the service.
OPERATIONAL EXCELLENCE

We have developed an asset management model based on identifying best practices and applying them to all our concessions. The performance of each project is continuously analyzed and the efficiency ratios are compared to identify areas for improvement.

The system is implemented by highly experienced management teams who are given the adequate tools. This management model gives us the agility necessary to quickly and effectively implement any innovation that optimizes the asset and improves the quality of service.