Strategic vision

A vision for sustainable activity is intrinsic to Brisa's corporate strategy and articulates the different aspects of the business, aiming for consistent value creation for all interested parties.

During the last 4 decades, the Group has been playing a key role in the financing, definition, construction and operation of a highway network that is the backbone of Portugal's road axis. That experience led to the development of a corporate culture that is highly focused on promotion of mobility and accessibility. This culture is supported by set of values based on ethics, innovation and excellence and has led to important economical and social benefits for the activities and communities that the corporation serves.

Therefore, Brisa has welcomed its role as a “Partner for Portugal's Development”, a vocation that encompasses all the geographical areas where it acts as an infrastructure concession holder and/or advanced road service provider.

A new vision

For 40 years, Brisa has been a market leader, establishing a structured and internationally renowned model for road infrastructure operation.

The development of new tendencies, technologies and changes in behaviour patterns have dictated the beginning of a new age where the concept of mobility has acquired a wider and deeper meaning. This brings new challenges.

This context led Brisa to rethink its strategy and define a new vision with Mobility as a central concern, a condition necessary for growth with development.


This new vision demanded a redefinition of Brisa's values and positioning.

The Investment / Demand Induction binomial and its associated strategy of pure infrastructure management has given way to a new equation with multiple variables – economical, political, demographic, technological and behavioural – that directly influence the business model and create a structural disruption:

  • A change in the pattern of urban mobility, new models and integrated transport options;
  • People make more rational choices regarding their travel arrangements and transportation; they are more demanding and are much better informed than in the past, thanks to easy access to recent technological developments;
  • Social and environmental awareness, with all eyes on subjects like sustainability, renewable energies, and rational use of resources (including infrastructures);
  • Sustainable and financially accessible mobility solutions;

To provide its clients efficient mobility conditions that are financially profitable for the company, Brisa must go beyond infrastructure, and adapt in order to respond with efficient solutions aimed at the satisfaction of these new needs.

A new positioning

This vision has led to a new positioning that is clearly focused on people and efficiency.



Within the frame created by this vision, the Group has redefined its priorities and strategy for sustainability.

Relevant topics for sustainability 

In 2014, Brisa developed an independent revision of the relevant topics for sustainability within a business perspective. For this purpose, a holistic approach was developed, one that integrates the vision of the main stakeholders and peer companies as well as the most relevant trends and their impact on reputational risk.

A) Focus on materiality

The focus of the sustainability strategy on a particular set of issues is defined according to those issues' materiality, which results from the intersection between the issues' relevance to Brisa and to the stakeholders.

The methodology:

For the identification of these issues, the following methodology was used:

Materiality analysis:

The issues were analysed by focusing on their materiality for Brisa's business and the main stakeholders.

Material issues:

8 issues of high materiality for both Brisa and the stakeholders.

B) Dialogue with interested parties

Interested parties (stakeholders) have legitimate expectations that define Brisa's material issues. Identifying critical issues and building a positive relationship with all interested parties demands ever more refined consultation mechanisms.

The most relevant interested parties were identified through the use of two criteria:

  • impact of the interested party on Brisa
  • impact of Brisa on interested party

Exhaustive identification of each interested party's expectations and their respective responses are articulated with the aforementioned materiality analysis and systemised through the AA1000 APS Standard.

Interested parties and material issues

Reference organisations:
Also of great relevance in this permanent dialogue with interested parties is Brisa's active participation in several organisations, including sector associations and leading sustainable development institutions:

Brisa is a board member of all of these organisations, with the exception of the United Nations Global Compact.

Sustainability in practice

The strategic survey described in the previous sections has been incorporated into the Brisa Group's everyday practice, with a very clear set of management guidelines (DMA) whose results are reported every year according to the indicators that are referred to in the GRI model.

Management approach (Disclosure on Management Approach)

Material Issue Management Approach
Economic performance Brisa considers operational efficiency and economic performance as one of the pillars of its management. It promotes good management practices for both the financial and environmental aspects of resource optimisation. Brisa will be aiming for a continual improvement of its efficiency.
Customer satisfaction For Brisa, Customer management and satisfaction are a focus of its strategy, in line with its current business model. For this purpose, we intend to monitor our customers' satisfaction and continually improve our services through maintenance and/or improvement of infrastructures.
Service efficiency It is the goal of Brisa to continually improve service efficiency through investment in service quality, road safety and active traffic management
Management practice transparency Brisa promotes transparent management practices in line with the organisation's values, guidelines and ethical principles.
Product and service innovation Brisa promotes its business development according to the highest standards of technology and innovation as a critical success factor that differentiates the company's business from its competitors'.
Environmental action and awareness Minimising environmental impact and management of environmental issues throughout highways' life cycles is one of Brisa's priorities. This is accomplished through adoption of the best environmental performance practices and continual reduction of environmental risks.
Relationships and impacts on local communities Brisa values the relationship with local communities at all phases of its activity and promotes positive impacts on society through investment in recruiting and contracting of local suppliers. 
Labour practices and professional development Brisa increases the value of its human capital through training and career development programs, integration programs, promotion of balance between professional and personal life, health prevention and safety at the workplace, all of this underpinned by a corporate culture of excellence.

Reporting GRI

In line with the best practices of corporate transparency, Brisa has adopted the GRI reporting model, whose results are included in the annual Sustainability Report.
Here you can read a summary of the 2014 GRI indicators.

Intervention vectors

On the ground, Brisa's sustainability strategy develops on 5 fundamental vectors:

  • Economic performance
  • Sustainable mobility
  • Environmental management
  • Human resources
  • Social performance

For more details, please consult Brisa's fundamental vectors of sustainability.