Once again, Ineco is to update the Master Development Programmes for the 12 Mexican airports (Guadalajara, Tijuana, Mexicali, Hermosillo, Los Mochis, Aguascalientes, Guanajuato, Morelia, La Paz, Los Cabos, Puerto Vallarta and Manzanillo) that are part of  the Pacific Airport Group (GAP), which is partly owned by Aena Internacional. The recovery in air traffic, which has returned to pre-pandemic levels, has given rise to a need for updated information in order to adequately plan airport development.

Ineco first began work on drawing up and revising these plans for the GAP in 2003. Currently, the company is preparing a Master Plan for Kingston airport in Jamaica, which –along with Montego Bay airport– is also managed by the GAP.

Since 2 June, the European satellite navigation system, Galileo, has had a new Information Centre in Mexico City, located in the facilities of the National Autonomous University of Mexico (UNAM).

The objectives of the centre, similar to others existing in different parts of the world, such as Brazil –in which Ineco is also involved– and Chile, are to promote and disseminate Galileo in its geographical area (Mexico, Central America and the Caribbean), as well as to monitor local initiatives for use in different fields and to provide training in satellite navigation, bringing together industrial, institutional and university/research sectors.

Ineco will support Telespazio, the project coordinator, in tasks related to market analysis and stakeholder identification, as well as in establishing industrial collaborations between European and Latin American partners. The project will run for three years.

This centre contributes to the European Commission’s space outreach activities to promote EU Space Programmes and encourage their use in the Latin American market.

The Mayan civilisation, which flourished for two thousand years on the Yucatan peninsula and in the area that is today Guatemala and Belize, gives its name to the railway project that the Mexican federal government is promoting in the region, located in the southeastern part of the country, through the National Fund for the Promotion of Tourism, FONATUR.

The Tren Maya will be a conventional passenger and freight line more than 1,500 kilometres long, crossing five states –Chiapas, Tabasco, Campeche, Yucatán and Quintana Roo– with the objectives of boosting tourism and the agricultural sector, as well as creating employment in the region by encouraging social inclusion, promoting and safeguarding local indigenous cultures, and protecting and rehabilitating the Natural Protected Areas of the Yucatán peninsula. For the Mexican federal government, this is a “priority” project, with an important social component, and the first section is expected to be put into service in 2023. The government estimates that the new line will reduce passenger travel times by 46% and increase the speed of freight transport by up to 72% compared to the speed of the existing rail tracks.

In December 2020, FONATUR awarded the consortium –made up of Renfe, Ineco, Inecomex and Germany’s DB Engineering & Consulting– a three-year contract as a ‘shadow operator’, or consultant for the operation and supervision of the Tren Maya project in which it will review the basic engineering of the entire project, defining the requirements for the operation and technical specifications of the rolling stock and railway systems. It will also verify that the maintenance requirements are consistent with the approach of the operations plan.

The consortium will also advise FONATUR throughout the tendering process for the acquisition of rolling stock and railway systems (signalling, communications and control posts) from the preparation of the tender documents, support during the tendering process, supervision of the manufacture, delivery and commissioning of the rolling stock, including workshops and depots, to the start-up and commercial operation of the passenger rail transport operation.

SIGNING OF THE CONTRACT. December 2020, FONATUR awarded the consortium made up of Renfe, Ineco, Inecomex and the German company DB Engineering & Consulting, a three-year contract as adviser for the operation and supervision of the project. / PHOTO_INECO

A mixed line with international gauge

The Tren Maya will be a conventional mixed-use line linking the region’s main production and tourist centres. It is designed for a top speed of 160 km/h for passenger traffic –long-haul, regular (medium distance) and tourism– and 100 km/h for freight. Virtually the entire route will be built on ballast with international gauge (1,435 mm).

Eighteen stations and 12 stops have initially been planned, although the federal government has pointed out that “as the train matures and demand conditions increase, additional stations may be added”. Multimodal charging stations are also planned for Campeche, Merida, Cancun and Chetumal.

The project has been divided into seven sections (see map); sections 1 to 5 will be developed by FONATUR, while sections 6 and 7 have been entrusted to the Ministry of National Defence (SEDENA). The first stage of the project (sections 1 to 4) runs between Palenque and Cancún, and will be electrified between Mérida and Cancún. The second stage (sections 5 to 7) runs from Cancún to Escárcega, bordering the Yucatán peninsula in the south-southeast, and will be electrified between Cancún and Chetumal. Overall, 43.8% of the line –680 kilometres– will be electrified.

A large part of the route will use existing rights of way, and level crossings will be avoided. In order to ensure accessibility to the territory, the construction of 24 viaducts, more than 200 vehicle crossings and some twenty pedestrian walkways is planned, as well as more than 2,700 wildlife crossings.

The route will provide access from the general corridor to places of interest such as Chichen Itzá and Chetumal. An underground branch line has been planned in Mérida under the existing railway line, thus eliminating the barrier effect generated by the existing route.

According to the federal government, the route will be double or single track, depending on demand on each stretch. For the line as a whole, two time horizons have been taken into account: by 2023, more than 66,000 passengers per day and almost 2.5 million tonnes of freight per year are expected, and by 2053, more than 255,000 passengers per day and almost 10.6 million tonnes per year.

General layout of the route.

Railway systems

In terms of track superstructure, the line will be equipped with the most advanced railway systems: ATP (Automatic Train Protection) and ATC (Automatic Train Control). The railway communication systems will be based on wireless technologies, which will allow reliable and continuous communication between the different parties involved in railway operation and between these parties and the public civil protection services. Railway operation control will have a Command and Control Centre located in the city of Mérida and several area control centres.

The Tren Maya will have a series of safety systems to detect anomalous events, which will be connected to the Command and Control Centre. The main systems include detectors for hot axle box and hot wheels (HABD/HWD), objects fall, dragging equipment and derailed axles, gauge excess
and broken rails.

Stations and technical buildings will be equipped with a high-performance network of fibre optic connections, radio communications, radio infrastructure approximately every 15 kilometres of the route and connections to emergency services. Subsystems for video surveillance, telephony/intercom, sound and voice, remote indicators, access control and ticketing are also planned.

2021 is an important year for Ineco, as it marks 10 since the opening of the subsidiary Inecomex. In its more than 20 years of experience in Mexico, the company has developed more than 40 projects

Rolling stock

The passenger rolling stock will be designed according to the three types of service to be provided: long distance, regular and tourism. The trains will be modular, allowing multiple sets of trains to be coupled together in order to increase capacity as required. The coaches will have two doors each and a passageway between them; they will also be accessible for passengers with reduced mobility. In terms of performance, they will have a maximum speed of 160 km/h, operate in both directions and have a seating capacity of up to 450, which can be adjusted to meet demand. The project is planned for the use of diesel and diesel-electric rolling stock.

The freight rolling stock will use diesel traction with an installed capacity for a maximum speed of 100 km/h and a maximum axle weight of 32.5 tonnes. The maximum length will be 1,500 metres and, when running, sidings will be provided to allow trains to pass each other in the event of a breakdown, emergency or overtaking.

Initially, the construction of three rolling stock depots, seven maintenance bases at strategic locations and nine parking garages to house the trains overnight is planned.

A project with considerable impact

According to the federal government, the new railway line will improve connectivity and tourism development in an area where “economic activities are concentrated in a few distant urban centres, with a population of 7.3 million people living in poverty”, which is why “one of the main objectives of the Tren Maya is to boost the region’s economy” and achieve a “multiplier effect” from the investment.

With regard to the protection of the natural environment and the cultural and archaeological heritage, the government stresses that the project strictly complies with existing legislation, as well as considering the scale of the human and material resources for this purpose. In addition, a public consultation involving more than 10,000 people from indigenous communities in the five states through which the route will pass was held at the end of 2019, resulting in a number of agreements.

The completion of work on the last section of the Guadalajara-Colima highway modernisation marks a new milestone in a project whose comprehensive supervision has been carried out by Ineco since 2011, a task which includes its management, monitoring, supervision, maintenance and renovation through 2025. The improvements to the new operating model which Banobras, the National Bank for Public Works and Services, began to apply for the first time on this highway, and subsequently on others throughout the country, are ensuring that the service provided achieves a high level of satisfaction among users and a reduction in the number of accidents.

The extension of this highway, with a capacity of more than 35,000 vehicle transits per day, is a major step forward for the economic development of the region. Built in 1983, it is part of the important Manzanillo-Tampico road axis, a strategic commercial route. Its 148 kilometres facilitate the connection with Manzanillo, the main port of the Mexican Pacific coast, from which more than 75% of the goods leave by road.

INECO’S MULTIDISCIPLINARY TEAM. The company currently has a multidisciplinary team of more than 24 people between Guadalajara and Mexico City, in addition to support staff. / PHOTO_INECO-INECOMEX

Administration and supervision for 14 years

Ineco heads a group of Mexican and Spanish companies and will complete nine years as the Supervising Administrator Agent (AAS) on the Guadalajara-Colima highway in 2020. These works are part of the contract that Banobras awarded to the Spanish company in 2011, with a duration of 14 years. Banobras is the Federal government’s financial institution for financing infrastructure, including private sector participation.

The contract includes support for the contracting of the maintenance-rehabilitation agents and the operator of the section; the monitoring and control of the operation and maintenance work carried out by these agents; the management of the expansion, modernisation and major maintenance work carried out since 2011; the review of the projects and topographical control; as well as different supervisory works.

SHORTER TRAVEL TIME. The construction of seven bridges on the mountainous-volcanic axis reduces the travel time from Guadalajara to Manzanillo by 40 minutes. / PHOTO_INECO-INECOMEX

Key points for improvement

1. More bridges, tollbooths and lanes. Since the start of the contract in 2011, Ineco has participated in the supervision of the modernisation work on the highway section, with an investment by Banobras of more than 6 billion Mexican pesos. The work includes the modernisation and construction of new junctions, the extension of the section from 2 to 4 lanes over more than 56 kilometres, the construction of new tollbooths and the extension of up to 6 lanes in the end section.

2. A new quality-based model. The Guadalajara-Colima highway was one of the first test sections for the implementation of this new operating model. Ineco, as an administrator, participated in the definition of the performance indicators. This ensures that the highway is operated in accordance with quality standards. The highway’s activity is monitored 24 hours a day, 365 days a year in order to detect incidents, provide support during accidents and evaluate and report on the status of the road network.

3. More control, more vehicles, more revenue. The opening of new tollbooths and the installation of modern toll monitoring systems have allowed a greater control over capacity and revenue, which has led to a reduction in revenue losses and an increase in the highway’s overall revenue by an annual average of 6%. According to the Mexican government, a total capacity of 14.2 million was recorded from 1 January to 31 December 2019. It is worth noting that within the first three years, with the implementation of the new model, revenues from electronic media increased from 134,121 dollars in 2014 to more than 5.2 million dollars (116 million Mexican pesos) in 2017. Thanks to traffic counting and classification systems, in addition to the smart management systems associated with ITS (Intelligent Transport Systems), it is possible to know the number of vehicles currently travelling at any given point. This enables the AAS and Banobras to plan the highway efficiently in the long term and to guarantee optimum conditions for the installed elements.

4. A modern electronic toll system. Mexico’s road network is one of the busiest in the world, requiring the development an electronic toll system to accurately monitor revenue and record all transactions electronically. This system, promoted by Banobras, makes it possible to eliminate the use of cash, which translates into safer and more efficient collection.

5. Improved road safety. In order to reduce accidents on the highway and to detect accident accumulation zones, road safety inspections are carried out every two years. In order to guarantee free-flow and safe traffic and a better knowledge of the condition of the road, risks are analysed and evaluated and improvements are proposed by analysing and identifying the elements that can be improved. The highway has multiple ITS systems such as traffic cameras, SOS posts, variable information signs, weather data collection, etc.

6. 24-hour service for users. The highway offers 24-hour customer service year round, as well as suggestion boxes, information panels and communication centres. In addition, online resources such as email, social networks and the operator’s website have been made available to customers. The AAS, as part of its highway surveillance service, ensures the correct state of the public services installed on the highway section. A new management system has also been implemented to protect information and minimise information loss. In the past, no such computerised backup was available and there was a heavy reliance on physical reports.

It has been more than 20 years since the Pacific Airport Group (GAP) was created –have the challenges changed much since then? 

The industry has evolved a lot over the past 20 years, and so has GAP, which I think has adapted very well to these developments. In the first years of the concession, the majority shareholder of the group was the Mexican government, until 85% of the company’s capital went public in 2006 and the management model changed. Then came the crisis and along with the arrival of low-cost airlines in Mexico, there was a sustained annual increase in demand, which made GAP focus its management on improving and adapting airport infrastructure. Today, the group continues to strive to build quality infrastructure, applying an efficient management model. In addition, there is a growing vision for the internationalisation of the company which is demonstrated by the recent acquisition of the concession of Kingston Airport in Jamaica.

Traffic at GAP airports has increased significantly in recent years. What challenges has the increase in traffic posed and what does it mean for the future?  

When GAP was awarded the concession for the 12 airports in Mexico in 1999, the total traffic of the Group was around 16 million passengers. By 2020, excluding the Kingston and Montego Bay airports, we will reach 46 million passengers. This growth has been particularly marked in the last seven years, in which traffic has doubled –from 23 to 46 million– with growth rates close to or above double digits each year. Situations such as this are not easy to foresee and require enormous efforts to bring existing infrastructure up to speed with demand. The process of designing, building and operating new infrastructure takes several years, and this must be taken into account during planning.

Going from 23 to 46 million passengers in seven years requires enormous amounts of planning

What are GAP’s forecasts for the next few years in terms of opening up new routes and markets? 

Over the next five years, GAP should pursue connectivity objectives such as positioning Guadalajara as an alternate hub to Mexico City, seeking long-haul routes to Europe (primarily), Latin America and Asia; positioning Tijuana as a facilitator of trade between Asia and Latin America, and enhancing the market from Northern and Southern California to Mexico and other destinations, exploiting the advantages of the Cross Border Express, and diversifying international markets to GAP’s beach destinations (Los Cabos, Puertos Vallarta, etc.).

What do you think has been the main challenge in preparing the Master Development Plans for the 12 GAP airports for the period 2020-2034? 

There have been several important challenges, one of which is to predict demand in a scenario of uncertainty such as the one we are experiencing, not only in Mexico but also internationally. With regard to the development proposals, I would like to highlight the solution for the second runway in Guadalajara, an option that does not require additional land outside the scope of the current concession, and which solves the capacity problems of the airfield for the next five years. In general terms it is always a challenge, especially in this fiscal year, to meet the expansion requirements of airports with a limited amount of investment.

Which actions would you highlight from the Master Development Plans as a whole? Not only by volume but by any other measure: environmental, social, technological, innovation…

As a result of the recent revision of the Master Development Plans, GAP will invest more than 1.2 billion dollars over the next five years, which exceeds the investment made over the last 20 years. Among the most significant actions, I would highlight the second runway in Guadalajara, the new terminal buildings in Guadalajara, Puerto Vallarta and Tijuana, and the acquisition of state-of-the-art equipment and infrastructure to monitor, improve and facilitate the different processes through which our passengers and their baggage must pass: tomography equipment for baggage inspection, body scanners, biometrics and facial recognition, construction and technological equipment for Airport Management Centres, among others.

Among the most significant actions of the Master Plans, I would highlight the second runway in Guadalajara, the new terminal buildings in Guadalajara, Puerto Vallarta and Tijuana, and the acquisition of state-of-the-art equipment to process passengers and luggage

Environmental issues are becoming increasingly important in general and in the world of transport and aviation in particular. How is GAP dealing with these? 

We are confronting these issues with enormous responsibility and commitment, as demonstrated by the fact that we are the only Mexican operator with an airport registered in the ACA (Airport Carbon Accreditation), plan of the ACI (Airport Council International); today we have nine and by the end of this year we will have all 12 airports in our network in Mexico. We  also have, other significant projects in progress, such as the installation of solar panels in parking areas and the construction of solar farms, which will allow GAP to be self-sufficient in terms of energy in approximately five years.

Ineco has been collaborating with GAP for more than 15 years, on the Master Development Plans and other projects at its airports. How do you value this collaboration and what would you highlight? 

Ineco has become GAP’s best partner in planning the growth of its airports, due to its experience, the capacity of its technicians, its cultural proximity and, mainly, its knowledge of the airports in the network and the regulatory peculiarities of Mexican concessions.

The Mexican airports of Guadalajara, Tijuana, Los Cabos, Puerto Vallarta, Guanajuato, Hermosillo, La Paz, Mexicali, Morelia, Aguascalientes, Los Mochis and Manzanillo, all operated by GAP (the Pacific Airport Group), have just updated their Master Plans to 2034. Ineco first began preparing these plans, which are structured in three five-year phases, in 2003, for the periods 2005-2019, 2010-2024 and 2015-2029.

Growing aviation market

In an aviation market as dynamic as that of Mexico, it is essential to adjust plans to anticipated levels of demand.

In the last five years alone, Mexican air traffic has skyrocketed –with year-on-year growth of more than 10% until 2019, when it grew by 8.4%– due to several factors: the 35% drop in ticket prices due to the trade war between airlines, the drop in fuel prices, the signing of 23 bilateral transport agreements in just four years and the strength of tourism. Within this context, GAP operates five of the 10 busiest airports in the country, with the list topped by Mexico City, with 50.3 million passengers in 2019, and Cancun, with 25.5 million. The Guadalajara airport, with 14.8 million passengers, is in third place.

Air traffic growth at all GAP airports over the past five years, at 12%, is higher than the national average (8%), which is attributable to several factors: the saturation of the international airport in the capital, Mexico City (AICM), which has benefited Guadalajara airport, the cross-border effect at Tijuana airport, and the increase in tourism at the Rivera Nayarit and La Paz airports, which has benefited the Puerto Vallarta and La Paz airports.

Guadalajara is the largest airport, Puerto Vallarta, Los Cabos the most touristic and Tijuana is the main gateway to the US

1 Guadalajara

The Guadalajara International Airport is the third most important in the country and is located in the state of Jalisco. Guadalajara is an important commercial, industrial and tourist centre. In line with the Master Plan, the main actions to be carried out in the coming years will be the construction of a second runway and a new terminal with its associated commercial apron. An increase in the capacity of the general aviation apron and the parking and access facilities is also proposed.

PHOTO_INECO + GAP

2 Tijuana 

General Abelardo L. Rodríguez International Airport is located in Baja California, adjacent to the US border. Passengers departing from San Diego (USA) use the Cross Border Xpress (CBX), which allows them to cross the border without leaving the airport. The Tijuana Plan is currently underway, which includes the construction of a new processing building and the joining of the Alfa and Eco taxiways. The Master Plan aims, within the first five years, to reconfigure and expand the aircraft stands, as well as the security control area in the terminal building, and to reserve an area for cargo, in particular for CBX-Cargo. For the second five-year period, the construction of Dock C and a new control tower.

PHOTO_INECO + GAP

3 Los Cabos 

The airport serves the Los Cabos area –comprised of the municipalities of San Jose del Cabo and Cabo San Lucas– currently one of the most important tourist destinations in the country. 70% of the traffic is international. Among the key actions, the Master Plan proposes, in the short term, to expand the commercial and general aprons, as well as the terminal buildings. For the second five-year period, land is being reserved in the medium term for the construction of a future second runway.

PHOTO_INECO + GAP

4 Puerto Vallarta 

Located in the state of Jalisco, 7.5 kilometres northwest of the city of Puerto Vallarta. The main proposal of the Master Plan is the construction of a new terminal building with an associated apron, parking lots and roads, as well as a reform of the current terminal building.

PHOTO_INECO + GAP

5 Guanajuato

Located in the municipality of Silao (Guanajuato). With 2.7 million passengers in 2019, Guanajuato is the fifth largest city within GAP. In the last five years, average growth has been spectacular, at 15.5%, above the average of 12.1% for GAP. Commercial traffic is mostly domestic. The proposed development includes an expansion in several phases of different areas of the terminal building (departures, arrivals, baggage claim, new boarding gates), as well as the parking aprons (commercial and general aviation).

PHOTO_INECO + GAP

6 Hermosillo 

The airport is located in the municipality of Hermosillo, in the state of Sonora. It serves as an alternate airport to Tijuana. The main development proposals include the enlargement and reconfiguration, over several phases, of the stands on the general aviation apron and, in the short term, of the passenger and baggage claim areas. Also, the control tower is to be renovated, although it does not need to be relocated.

PHOTO_INECO + GAP

7 La Paz

The General Manuel Márquez de León International Airport is located in the state of Baja California Sur. Almost 100% of passenger traffic and commercial operations are domestic. The Master Plan recommends, among other actions, the enlargement of customs, phytosanitary and documentation controls, in the short term; or, in the medium term, of the terminal building, the final waiting room and baggage claim.

PHOTO_INECO + GAP

8 Mexicali

The General Rodolfo Sánchez Taboada International Airport is located in the state of Baja California, about 6.5 kilometres from the US border. Short-term development proposals include increasing the number of documentation counters, installing an X-ray machine and remodelling the general aviation building.

PHOTO_INECO + GAP

9 Morelia

The airport is located 30 kilometres from the city of Morelia, in the north of the state of Michoacán. Following an analysis of demand, it was concluded that the airfield has sufficient capacity for the entire reference period. In the short term, proposed actions include, among others, the expansion of the general aviation apron, as well as the areas for document control, boarding and baggage claim rooms.

PHOTO_INECO + GAP

10 Aguascalientes

The Licenciado Jesús Terán Peredo International Airport is located 24 kilometres south of the city of Aguascalientes. Over the last five years, the average annual growth rate of commercial passengers has been 13.9%, well above the figures reported for the entire group. Among the actions of the Master Plan, it is worth highlighting that during the first five years, the commercial and general aprons were enlarged and remodelled, as well as the passenger area, in particular for baggage claim and document control, and some repairs were made to the beacon in the control tower.

PHOTO_INECO + GAP

11 Los Mochis

The Valle del Fuerte International Airport, or Los Mochis, is located in the state of Sinaloa. Its traffic is almost 100% domestic. The proximity of the airports of Hermosillo and Culiacán –both state capitals– results in competition that affects primarily the development of international traffic. As for the Master Plan, it proposes the remodeling and expansion of the south-west and south-east facades of the existing terminal building, the expansion of the general aviation apron and the reconfiguration of the current seating arrangements.

PHOTO_INECO + GAP

12 Manzanillo 

Also known as Playa de Oro, it is located in the west of the state of Colima. The distribution of commercial passengers is very balanced: 55% of the traffic is domestic and 45% international. No need to increase the capacity of the runway and the commercial aviation apron over the entire time frame of the study was identified. For the terminal building, the expansion and remodeling of the medical clinics, security controls, waiting room and baggage claim area are proposed.

PHOTO_INECO + GAP

GAP passenger growth 2019 vs 2018

SOURCE_GAP FORECASTS AS OF JANUARY 2020

The Mexican capital, which changed its name in January 2016 from the Federal District to Mexico City, is an enormous metropolitan area with a population of almost 21 million inhabitants, making it the largest city in Latin America and one of the largest in the world. The backbone of the city’s public transport system –which includes buses, trolleybuses, trams and commuter rail– is its almost 200-kilometre-long metro network, which transports approximately 8 million passengers a day spread among its 12 lines and 195 stations.

The Line 12 extension route.

Ineco, through its subsidiary Inecomex, together with its partner in the country, Cal y Mayor y Asociados, is carrying out the comprehensive management of the project (project management) for the management, coordination and monitoring of the Mixcoac-Observatorio extension of Line 12, also known as the Golden Line, the newest line in the CDMX Metro network. This line opened on 30 October 2012, has 20 stations and has a total length of 24.5 kilometres. It is located in the southern part of Mexico City and runs east to west. It connects to other lines in the system: Line 7 in Mixcoac; Line 3 in Zapata; Line 2 in Ermita and Line 8 in Atlalilco.

Management of Line 12

A team of more than 80 professionals is responsible for managing the works, which include the construction of 4.6 kilometres of tunnel –with the main tunnel covering 3.6 kilometres– and three new stations: Valentín Campa, Álvaro Obregon and Observatorio, where it will connect to Lines 1 and 9. The section also has 13 skylights, some of which will also serve as emergency exits, rectification substations and larger ventilation units.

Inecomex and Cal y Mayor are providing senior management services for this complex project, with teams of renowned experts at the national and international levels in different specialities to ensure efficiency and compliance with the project’s targets in terms of budget, deadlines, scope and quality. The consortium has also collaborated on monitoring environmental and urban impact measures and its tasks also include the coordination of the rolling stock tests.

The project will include the building of a new 4.6-kilometre section and three new stations: valentín campa, álvaro obregón and observatorio

Once the line is in operation, the new extension will represent a major improvement in mobility between the west and south of the city and will reduce the saturation of Lines 1, 2 and 3. The future Observatorio station will also allow connection to the new Mexico-Toluca interurban train service. From the environmental point of view, it is estimated that the emission of more than 3,700 tons of CO₂ per year, or the equivalent of almost 6 million vehicles, will be avoided.

The consortium

The Inecomex-Cal y Mayor consortium is managing all phases of the Line 12 extension project: design, planning, execution of works and management of material and financial resources. The consortium is also collaborating on monitoring environmental and urban impact measures and will coordinate rolling stock tests.

An aerial view of the Calle E skylight.