Our Business

The upshot of the prevailing economic gloom both within Spain and abroad is that banks are tightening their purse strings when it comes to lending and demanding more for their money. The crisis has therefore restricted project start-up and led to a slump in business, reflected by the widespread drop in viable opportunities.

This uncertainty and market instability illustrates the managerial prowess and impressive strategy of Abeinsa, which has once again faced up to the crisis and held its ground, closing the year with a grand total of €2,895 M in revenues, €3,033 M in order intake and €7,546 M in the order book, marking an increase of 8 % in turnover.

Abeinsa offers its customers a wide range of solutions relating to energy, transportation, telecommunications, industry, services and the environment. It provides groundbreaking solutions in clean energies and champions sustainable development by applying its considerable technological know-how to the following areas:

• Design and construction of electrical power plants that utilize renewable energies and are capable of generating thousands of MWh of clean energy.
• Design and construction of biofuel plants, which help to combat climate change.
• Design and construction of cleaner and more efficient power plants.
• Design and construction of energy efficient power transmission lines, which help to curb energy consumption.

Abeinsa also conducts research into different fields and develops and applies new technologies to help combat climate change:

• Through Zeroemissions, Abeinsa helps to reduce emissions of CO₂ and other greenhouse gases, thereby working towards compliance with the Kyoto Protocol.
• Through Hynergreen, a market leader in hydrogen technology, with groundbreaking R&D projects in clean energy generation through fuel cells.
• Through the development of new technologies associated with energy efficiency.
• Through research into new renewable energies.

By following this approach, the business unit invests in markets where it can contribute to sustainable development, where technology and innovation make a genuine difference and where it can grow globally and become an international market leader in the long-term. Abeinsa defines its corporate vision as follows: To become a world leader in engineering and constructing energy infrastructures and facilities that promote sustainable development.

Abeinsa structures its affairs around six divisions or lines of business: Energy, Installations, Marketing and Ancillary Manufacturing, Telecommunications, Latin America and Abeinsa New Horizons.

Abeinsa operates in over thirty countries and on all five continents, while operating in highly diverse social, cultural and economic environments. The company applies global standards, policies and practices without overlooking local concerns, allowing it to understand and cater to the specific needs of the different communities it is involved with throughout the different stages of its business. 

Underpinning Abeinsa’s growth is the proper and sound development of energy products, the construction of biofuel and solar thermal power plants, and sustained growth in infrastructures with high value-add, coupled with an impressive degree of internationalization. Mid-term development will be achieved by continuing along these lines and remaining staunchly committed to sustainable development. The company conveys this approach by improving the efficiency and minimizing the environmental impact of its processes and products, placing it on the cutting edge of technological development within the sector.

At Abeinsa, human capital is a key factor in accomplishing its objectives: By providing the necessary know-how and impetus to drive the company forward, Abeinsa employees constitute a crucial competitive advantage who benefit the company through their team work, professionalism and excellence. Abeinsa works tirelessly to ensure that its corporate strategy and human resource strategy are perfectly aligned, and in this respect it has defined four key human resource management objective:

• Enhancing, harnessing and conveying knowledge.
• Developing talent and skills.
• Recruiting and integrating the most ideally suited candidates for each job, mission and duty in relation to both core businesses and the management teams of the various companies belonging to the business unit.
• Consolidating and permeating its corporate culture and comon management systems throughout all levels of the organization and to all commitments assumed through active policy-making, including corporate social responsibility.

Abeinsa is fully aware of the important role that all its stakeholders play in relation to its business and continued growth, including employees, customers, suppliers and the community at large. It therefore encourages open dialogue and communication through various different channels rooted in the concepts of transparency, honesty and professionalism.

 In accordance with the principles underpinning its policy on quality and the environment, Abeinsa knows full well that it can only provide truly excellent service to its customers if it is able to grasp and meet their current and future needs. With this in mind, and in order to gauge the demands of customers and anticipate their future requirements, Abeinsa always maintains direct dealings with them during all stages of the management process and project implementation.

As the future always heralds new challenges and opportunities, Abeinsa uses its sound strategic position to tackle the future with optimism from its sturdy current platform of market leadership, presence in high value-added sectors, geographical diversification and strategic alliances with other leading companies.

 Key priorities for 2011 are as follows:

• Entrenching and expanding on technical, commercial and strategic alliances with a view to diversifying products and markets and generating new sales opportunities.
• Extending core businesses to new territories with high growth potential and developing highly promising emerging business lines.
• Launching new lines of R&D&I.
• Generating cash flow.
• Not overlooking traditional markets by developing and following specific strategic plans for these core areas.