DRIVERS FOR INVESTING IN WEBUILD
A strong partner to build innovative and sustainable infrastructure
1. We are a global player in the construction of complex civil infrastructure
For 120 years we have been exporting engineering excellence, know-how and skills all over the world. We are the global leader in the construction of water infrastructure, with experience throughout the water supply chain.
Webuild leads the Italian market and is also the third player in Australia and the sixth in Europe *.
*Ranking 2025 published by Engineering News-Record (ENR)
Together with the 17,500 companies in its supply chain, we are present in 50 countries, exporting "Made in Italy" excellence and providing customers with the best technical and contractual solutions, always at the forefront of innovation and sustainability.
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Strategic infrastructure delivered in the last three years
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Countries around the world where we carry out major works that improve people's lives
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Companies in the Webuild supply chain around the world, an expression engineering excellence
2. We benefit from global megatrends with a focus on low-risk countries
Infrastructure is an increasingly strategic asset in effectively responding to the major existing megatrends at a global level, among which the energy and climate transition, water scarcity, growing urbanisation and the expansion of AI.
In the current context, the increase of investments in defence and safety encourages the demand of resilient transport networks, reliable energy infrastructure and advanced logistic systems.
The launch of major infrastructure investment plans in strategic markets for the Group - such as Europe, North America, Australia, and Saudi Arabia - offers significant growth and development opportunities in the industry.
Over the past three years, the Group has acquired over €50 billion in new orders, more than €13 billion more in worth compared to the forecasts set in the 2023-2025 Business Plan.
Our focus is on low-risk Markets with a central risk management system that overseas every stage of the business, from strategic and business planning to bidding and execution.
2050 main megatrends*
*Source: European Enviromental Agency – 2030 Climate target plan; The United Nations World Water Development Report 2023; The World Bank – Urban Delevopment; The International Energy Agency; Global Data - Cloud Computing: Strategic Intelligence; 2025 NATO Summit
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GHG emission in 2030 to achieve carbon neutrality (vs 1990)
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Growth in global water demand (2050 vs 2010)
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Urban Population (2050 vs 2023)
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Global energy consumption using electricity (by 2050 vs 20% in 2023)
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Growth on the global market of cloud computing (annual growth since 2024 up to 2028)
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Potential dual-use infrastructure expenses for NATO countries (expense commitment by 2035)
3. Engineering excellence and innovative solutions
We invest in innovation as a key factor in building a more sustainable world-one of the strategic pillars to help overcome the engineering and technical challenges of the projects we work on.
Over the past 3 years we have built 45 strategic infrastructures, globally, and to date we boast a strong organizational structure of more than 4,000 engineers worldwide, delivering innovative solutions to highly complex engineering challenges, reduced costs and lead times, and the highest standards of sustainability, quality and safety.
This know-how allows us to be an international reference in the world of infrastructure and particularly in the implementation of the most challenging and complex projects
4.Track record of solid operating results and order book
The 2023-2025 Business Plan “Roadmap to 2025 – The Future is Now” ends in 2025, with results well above the target set, confirming the solidity of our business model in the long-term.
We are now stronger thanks to the dimensions that we managed to reach, to our financial solidity, our order backlog, skills, engineering capacities, our track record and our demonstrated execution capacity. This is why as of today, we stand in a privileged position to start a new consolidation phase, with a focus on creating cash-flow and value in a medium-to-long-term period.
In the last three years, we built a platform of excellence that allows us to be evermore resilient and will allow us to meet new challenges at a global level.
The Group, for 2026, foresees to be aligned with the 2025 record results, sustained by a significant backlog. It also will continue its initiatives aimed at improving the margins and to strengthen the generation of operational cash-flow, with the aim of keeping a postive net financial position (net cash-flow), leveraging on the scale that has been reached and on the solid industrial track record.
5. Oriented toward creating a sustainable future
Webuild's business is strongly oriented toward developing and building infrastructure that improves people's quality of life and directly contributes to the advancement of the major Sustainable Development Goals (SDG-oriented). Steadily improving ESG ratings, positioning the Group among the leading global players of the sector.
6. Continuous communication and transparency to the market and our stakeholders
We clearly and transparently communicate our strategic operations, financial results and targets, in line with legal requirements and international best practices for listed companies.
We have chosen transparency and active communication with the areas in which we operate, providing information about the progress of our projects on our construction sites from the initial stages.
Every year we organize meetings and dialogue initiatives with the financial community and our stakeholders.
