This content was originally published on The Resilience Shift website. The Resilience Shift, a 5-year programme supported by Lloyd’s Register Foundation and hosted by Arup, transitioned at the end of 2021 to become Resilience Rising. You can read more about The Resilience Shift’s journey and the transition to Resilience Rising here.

This major end user of transport infrastructure across 13 countries is heavily dependent on infrastructure owned and operated by others. How does it put resilience into practice?

As part of our work exploring resilience tools and approaches, the Resilience Shift spoke to Jordi Camprubí Mateo, Planning and Technical Office Manager of Abertis, the world leader in the management of toll roads and infrastructure.

Present in 13 countries and with over 17000 employees focused on creating value, Abertis Infraestructuras, S.A. is a Spanish worldwide leader corporation in toll road management, headquartered in Madrid in Spain. The company runs over 8,600 kilometres of toll roads in the world. In October 2018 it was acquired by Italian corporation Atlantia and Spanish firm ACS Group.

In the interview, we asked what resilience means for Abertis, what this means in practice, and which resilience tools they used.

Jordi highlights how resilience is important for Abertis for business continuity, to keep the roads operating and following the rules set by different countries’ operators. Risk reduction and predictability are important, and at the top level they use harmonised data and processes to manage the challenges of anticipating the consequences of different scenarios, and for monitoring and controlling. He also highlights the need for communication and coordination particularly when a major event happens and how “˜what if’ scenarios can be of use.

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