Annual Report 10 Summary

Letter from the chairperson 003 4. Protection of the environment 080

4.1 The Environmental Sustainability Steering Plan 083 4.2 Environmental management 084 Letter from the deputy 004 4.3 A more sustainable bus fleet 086 executive officer 4.4 A more efficient metro network 090 4.5 Other initiatives against climate change 091 4.6. Emissions 092 4.7 Improvements to the waste management system 095 Main highlights of the year 005 4.8 Green purchase 098 4.9 Water treatment and reuse 099

1. Sustainable mobility, 008 the pillar of the organisation 5. Involvement with the citizens 100

1.1 What is TMB 009 5.1 The TMB Foundation starts up 103 1.2 Sustainability as a strategic axis 014 5.2 Preservation of the historical vehicle heritage 104 1.3 An organisation open to its interest groups 017 5.3 Promotion of culture 104 1.4 Transparency and good government 019 5.4. New developments in the TMB Educa 109 educational programme 5.5 Support for the celebrations in the city 110 5.6 Solidarity in TMB 110 2. A benchmark 024 5.7 Relations with the community 112 mobility network

2.1 Record number of passengers 027 2.2 The metro network reaches new points 030 6. Firm stake on innovation 114 of the territory 2.3 Improvements to the trains and stations 034 6.1 Technology management model 116 2.4 More bus lines available to citizens 040 6.2 Internal innovation 116 2.5 Special services 044 6.3 Encouraging network innovation 118 2.6 Drive to commitment to accessibility 046 6.4. Advice in innovation 119 2.7 At the forefront of railway security 050 2.8 Communication with users 053

7. Responsible and 120 sustainable supply 3. Our people 057 7.1 Contractual activity control and 124 3.1 Who integrates TMB 060 management bodies 3.2 Qualified staff 065 7.2 Advertising of the contractual activity 126 3.3 Equal opportunities, well-being and dialogue 068 7.3 Towards electronic billing 127 3.4 Health and safety at work 073 3.5 Labour relations based on consensus 078

8. Economic action 128

9. Annexes 141

9.1 About the Annual Report 2010 142 9.2 Global Reporting Initiative (GRI) Index 143 Letter from the chairperson

In Transports Metropolitans de Barcelona (TMB) we are committed to con- stantly improving the service we give our citizens in the metropolitan area, and we have shown it once more this year despite the economic restrictions imposed by the present situation. This is precisely the challenge we are all facing in the Group: continuing to advance towards reducing budgets.

In TMB we are aware of our role in cities as the backbone of the territory, facilitating personal mobility and taking people to their work and the main public services, amongst other things. We are also a guarantee of sustainability by reducing the number of more polluting trips in private transport, and a guarantee of greater safety by reducing accidents on the roads. We have a great responsibility as the integrators of all groups, by opening up public transport and making it accessible to one and all.

In 2010 we continued to go further into our commitment to the citizens by making significant improvements both in the metro and bus service and in our contribution to the company’s social responsibility in the occupational, social, environmental areas and in our discussion with our interest groups, once more making us a benchmark in accessibility, efficiency, innovation and sustainability in European public transport. This Report gives the details of the main activities we carried out in the year in this sense.

I would like to thank the whole TMB team for their dedication, especially in the difficult situation of the economy, and all of our interest groups and especially the citizens for their confidence. You all push us forward and encourage us in our wish to improve.

Assumpta Escarp i Gibert TMB Chairperson

003 Letter from the deputy executive officer

2010 was a year with historical landmarks for Transports Metropolitans de Barcelona despite the difficulties imposed by the present economic situation.

In the area of the service, we received more than 13 million more travellers than in 2009, all covered by an offer of 16,000 million places-km, a historical record. This has been helped by the extension of lines 2, 5 and 9/10 enabling the metro to reach the centre of Badalona and giving easier access to the Valle Hebrón hospital and taking a further step in the great line 9/10 project to improve mobility in Barcelona metropolitan area. Furthermore, we are particularly happy at the citizens’ opinion of TMB, as shown by the higher satisfaction indices recorded to date both in Metro and on bus.

Two important landmarks are also the presentation of the Accessibility and Environmental Sustainability Steering Plans, which reflect TMB’s commitment to an open public transport system and respectful of the environment, respectively. With respect to the first point, 100% of the bus fleet has now been adapted to people of impaired mobility, 108 of the 138 metro stations now have lifts and the gap between the train and the platform has been adapted.

In environmental protection, an ambitious investment is being carried out in bringing buses with alternative, less contaminating fuels such as natural gas or bio diesel into circulation, and four new hybrid vehicles have also been incorporated.

In the social area, TMB has presented its Foundation, which will channel the group’s social and cultural action supported on four pillars: the recovery and preservation of the vehicle historical heritage, research and training around public transport, and the encouragement of cultural activities. In this last point, 2010 saw the successful holding of the Primavera Cultural and emblematic activities continued such as the short story competition and the TMB Educa programme.

This Annual Report gives an account of all of these initiatives, a report that once more has been subject to external checking in an exercise of transparency, and which, as on previous occasions, has achieved the highest qualification, A +, from the international Global Reporting Initiative.

We encourage you to read it and to take part by sending us your opinions and suggestions to ensure that, between us all, we might have the best public transport system for Barcelona and its surrounding area.

Dídac Pestaña TMB Deputy Executive Officer

004 Main highlights of the year

!005 Increase of 13.1 million travellers with respect to 2009 — New sections on the L2, L5 and L9/10 — More than 16,000 million places-km offered on the metro, a historical record — A total 106 bus lines with an overall route of 932.37 km — Presentation of the Universal Accessibility Steering Plan — Approval of the railway safety policy — The users give the metro and bus services the highest score since 2006 — Consolidated payroll with over 8,000 workers — New form of people management — Increasing the number of training courses both in metro and on bus — First edition of the ‘Help for sports, cultural and social activities for TMB employees ’ — The Environmental Sustainability Steering Plan is approved — Adjudication of the purchase of 80 new buses driven by compressed

006 natural gas — Incorporation of four new hybrid vehicles in the bus fleet — Pilot test of selective collection in four metro stations — Constitution of the TMB Foundation — First edition of TMB ‘Primavera Cultural’ — Inauguration of the Mercè Sala Area — Subtravelling Festival 2010 — 4th edition of the TMB Short Story contest — Incorporation of the ‘TMB moves for education’ workshop in the educational offer — 41 Special services for developing the independence of people with special mobility needs — The reuse of unused assets given over to cooperation projects exceeded 300,000 Euros — Collaboration agreement with Action against Hunger — Work to introduce an electronic billing system for suppliers

007 Sustainable mobility, the pillar of the organisation

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1 — Sustainable mobility, the pillar of the organisation TMB overallactivity(2008-2010) TMB INFIGURES deMobilitat,* DoesnotincludeProjectesiServeis SA whichrunstheTelefèric deMontjuïc Basic data2010 BUS SERVICE Basic data2010 METRO SERVICE Average distancepertrip(km) Travellers-km (places-km/1000) Travellers/coach-useful km Travellers (inmillions) Coaches-useful km(thousands) Places-km (millions) Average distancepertrip(km) Travellers-km (places-km/1000) Travellers/coach-useful km Travellers (inmillions) Coaches-useful km(thousands) Places-km (millions) coaches-useful km) Distance covered (thousandsof Places-km (inmillions) Payroll* (in millions) Travellers carried* 121,757.2 2008 18,175.7 7,707 571.2 121,265.9 2009 17,910.9 010 557.6 7,891 130,019.7 2010 42,394.5 19,566.2 87,625.2 16,062.5 3,503.8 156.8 183.4 8,037 570.7 121.0 381.2 2.9 4.5 5.1 4.3

1 — Sustainable mobility, the pillar of the organisation Barcelona model the September In buildings ofthecity, worked from4June to19September. and languages This TRAMVIA BLAU The BARCELONA BUSTURÍSTIC Basic data2010 the location inthecity. ofthepointsinterest throughout Basic data2010 andatthe stops the information point. Barcelona In includes aguideoftherouteandbookdiscountvouchers. Passengers standing Passengers seated Tram passengercapacity Maximum operatingspeed Difference inlevel Route Green Route Red Route Blue Route KM OFROUTEANDNUMBERSTOPS Total fleet Open top Series 2100double-deckers Travellers (millions) 2010 2010 foot gives classical Barcelona and of the ticket service Bus and (TMB) a the the the tram service transport Turístic ‘Bus a whole Tibidabo sales Bus Turismo uninterruptedly from and Turístic Turístic covered year, started night Turismo the in funicular. de the and year Virtual’ service, Barcelona three is city through the 1901. de a throughout of joint Green, Barcelona enhanced It tourist which Barcelona In has the reporter 2010 initiative which a gives website routes, fleet reality the the which covers is a did year. of signalling tour available between the www.barcelonabusturistic.cat, seven system so has 1 of The from Blue km been the vehicles service between was for was Transports 26 most and 011 up questions. March started given the 23.48 kmand23stops 19.50 kmand13stops and emblematic has including 7.66 kmand8stops avenida Red, a running an to up, new Metropolitans 1 auto The November. which which image Tibidabo an illuminated service guide since 1,276 m 3.6 m/s open provides operate 93 m both and 5.77 16 32 48 74 67 in 1987 7 also The and top de 10 in at

1 — Sustainable mobility, the pillar of the organisation Trips madeintheBarcelona Metropolitan Regionin2010 In Public safeandintegrating pillartoaninclusive,sustainable, isakey transport society. TMB’S CONTRIBUTIONTOMOBILITY 2010 TELEFÈRIC DEMONTJUÏCCABLECAR Source Autoritat delTransport Metropolità (ATM) ing it Region-, Basic data2010 isgiven. largest numberofhoursservice Authority)-the in private (33%). vehicles:carsandmotorcycles

Non-motor Speed (metres/second) Minimum distancebetweencabins(metres) System capacity(people/hour/direction) Cabin capacity(people) Number ofcabins(allglassenclosed) Number ofsports Difference inlevel(metres) Length (metres) gave 2010 to 97,7% On foot 2,3% Bicycle was data 3,219 more 48% the from hours third of than consortium which the year of 16 Autoritat service. million were that 7.767.824 47,7% 5.456.896 33,5% 3.044.365 18,7% that made the It trips controls del is Telefèric on Transport in were foot the the made or summer de public by Montjuïc Metropolità bicycle, in transport Barcelona (July, 19% has 10,9% Motorcycle 86,1% Car 3,0% Others August (ATM been offer by Metropolitan public 012 in and in - Metropolitan Barcelona full September) Private transport transport operation, Region, 4,4% Others 36,3% Bus 59,3% Railways Metropolitan and Transport when in 2,000 84.55 2.5-5 accord- the 752 which 48 55 12 8 rest the Public transport transport made onpublic 19% ofwhichwere Metropolitan Region, made inBarcelona 16 milliontripswere In 2010more than

1 — Sustainable mobility, the pillar of the organisation Demand The Source Autoritat delTransport Metropolità (ATM) Barcelona trips access decongest The to mobility inthecity. Despite inherent topublictransport. of Public transportinBarcelona Metropolitan Region highlights theincreaseinTMBMetro, whichwasof5.4%. area, hastoworkfirmly. on The highly caused Urban buses DGTT buses EMT buses Tram Renfe localrailway FGC Total TMB Bus Metro TOTAL polluting which use following path made, the related. by these of for TMB, the that basic the amounted the more substances collective economic advantages, roads metro Safety, table TMB services, as than the and shows has to or protection principal 570 public into crisis 922.3 the contributes bringing taken TMB were the the bus without transport million breakdown to atmosphere, public not made is of the achieve aware the only to city affecting trips, on Trips year transport environment reducing in 2010 makes TMB, of closer the 922.3 103.7 570.7 189.4 381.2 100% 40.8 30.2 73.4 23.8 79.8 by an the which area increase the operators/administrations, which it risks to operator the accessibility easier quality its are of Trips year and number inherent inhabitants; the shows 2009 part of 914.3 110.1 557.6 196.0 361.7 for the 40.6 28.8 73.5 23.9 79.8 single of in 8 of million passengers the Barcelona challenge the of the stresses to 013 accidents service tariff size its causes Absolute public over activity of no. system of this and 13.1 19.6 are TMB’s to -0.1 -0.1 -6.4 -6.5 YEAR 10/09 8.0 0.2 1.4 0.0 2009. of adjusting transport and get and great integrating climate its and in to the contribution surrounding Of particularly the work challenges which omission all budgets helps -0.2% -0.5% -5.8% -3.3% change. % area 0.9% 0.5% 5.0% 0.0% 2.3% 5.4% of or will the are to to of

1 — Sustainable mobility, the pillar of the organisation In To this,TMBanditsteamareguidedbythefollowingvalues: achieve a benchmarkinEurope: 2010 The ability andeconomicefficiency. TMB’s andvalues. present initsview customer company’s mobility in2010.ued tobedeveloped impregnates TMB as a strategic axis 1.2. Sustainability order company’s TMB develops purpose • • • • • • • • • • • • • • • • • • to and and respect. commitment topersonalandprofessionalgrowth; integrity andhonesty; teamwork andsharingprofessionalsuccess; recognition andequity; win-win relationships; opening toinnovation; socially responsiblebehaviour; efficient management; service; excellent location; commitment andpublicservice and throughitsinternational presence. andthecitizens; through itscommitmenttosociety ofitsworkers;through theexcellence and efficiency; forimprovingtheservice asalever through theefficientuseoftechnology ofitsprocessesandtheoptimisation ofitsresources; through theefficiency through thetechnicalquality itoffersandthequality perceivedbythecitizens; area andtourbanenvironmental sustainability; through itscontributiontoimprovingmobility inthemetropolitan service systematically purpose, management to its Corporate the view is whole and to sustainable offer is which developing to activity. approved a be and Social public is a proactively to competitive development TMB’s Responsibility provide a transport a Social CSR contribution manage Strategic citizens Responsibility citizens’ network of the (CSR) Corporate with metropolitan Plan mobility that to as the its based policy contributes a environment public paradigm and Social on 014 within area, transport seven service, Responsibility to guaranteeing of the

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1 — Sustainable mobility, the pillar of the organisation adaptation Responsibility others. amongst oftheservice, safety labour that The for allpeople. To achievefullaccessibilitytotheTMBnetwork its imageasasociallyresponsible company. To report thedifferent CSRactionsinorder toenhance working life. To driveprograms toconciliatepersonaland of sustainablemobility. To leadthefightagainstclimatechangeandinfavour in socialaction. coherence toalloftheactionsthatTMBcarriesout To drawupaCooperationSteeringPlanthatgives incorporating groups atriskofsocialexclusion. gender, origin,ageandphysicalconditionalsoby including diversityinthepayroll inareas suchas To becomeamodelofintegrationbypoliciesfor with allofitsinterest groups. To developacodeofconductforTMB’s relationship of Strategic people relations of processes and Plan in based the customers/citizens, that area on from dialogue, guided AXES of the processes, view TMB’s enhancement by of and sustainability mentioning activity implicitly of in personal 2010 principles and both specifically Environmental Sustainability. both theAccessibilitySteeringPlanandthatof presentations andactivitieswere developedtoreport Initiative. Throughout theyeartoo,different the standardGlobalReporting oftheinternational Responsibility. Since2007,thisreport hasbeen including themainactionsinarea ofSocial Since 2004,TMBhaspublishedacorporatereport social benefitsandmeasures offlexibility. Conciliation inTMBisguaranteedthrough different Sustainability SteeringPlan. TMB in2010approved theEnvironmental and SolidaritySteeringPlan. In 2009,TMBapproved theorganisation’s Cooperation incorporate groups atriskofsocialexclusion. and workinglife,initiativeshavebeentakento time contemplatesmeasures forconciliatingpersonal TMB hasdevelopedanEqualityPlanthatatthesame Under development. of impaired mobility. 108 stations have already been fully adapted to people independent life.Furthermore, 100%ofthebusesand diversity andtherightofonealltohavean principle ofequalopportunities,respect forhuman Steering Plantostrengthen itscommitmenttothe TMB in2010presented itsUniversalAccessibility improvement on and 015 such the professional level as: contemplates DEGREE OFDEVELOPMENT the of of maintenance finance the development, quality and Social and on of

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1 — Sustainable mobility, the pillar of the organisation tions Furthermore, ‘Communication withusers’.the section TMB groups open to its interest 1.3. An organisation instance, the Further In theEuropeanarea: In theState area: In theautonomicarea: In themunicipalarea: ent organisations withwhichitworksinthefieldofaccessibility: Other In links. respective dialoguethatteractive bringstheorganisation closertothecitizens. and tilateral CSR order

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1 — Sustainable mobility, the pillar of the organisation 2 mobility network A benchmark 024 024

2 — A benchmark mobility network highest score since2006 give themetro andbusservicesthe of therailwaysafetypolicy—Users Accessibility Director Plan—Approval km —Presentation oftheUniversal bus lineswithatotalroute of932.37 an average9.5years—Atotalof106 record —Ayoungfleetoftrainswith places-km offered onmetro, ahistorical and L9/10—More than16,000million 2009 —NewsectionsoftheL2,L5 Increase of13.1million travellersover spite about Area TMB The order tomaintainoptimalquality standards. cused mobility processes of change. technologiesasalever new actions the and continued the on market, budgetary improving started expansion from were the to enhancing up intended work restrictions viewpoint of actions customer the in metro to 2010 the in of reply satisfaction, the caused systems Landmarks 2010 sustainability, to and area to offer bus the by 025 of of quality the network targets communication rolling sustainably present efficiency that set stock, to economic by new might and Metro accessibility, and points with satisfy efficiently quality, situation. and the of its Barcelona customers Bus safety and customers gaining for This consolidating 2010, and work Metropolitan and share cleaning needs, which adapting brought in de- the the fo- in

2 — A benchmark mobility network the Mou TV project, by installing screens customer communication systems with Centre (Triangle) — certification to a new Business Operative — capacity and greater commercial speed axis of the Retbus network with a large bus network — improve the km without breakdown in the To continue improving efficiency — loudspeaker announcements) — operation for the blind (exterior the metro network — downtime due to external causes in achieve a considerable reduction in and, in 2011, the intention is also to downtime due to the internal matters satisfaction — To continue improving customer in 50 buses, a pilot train and metro stations Extension of ISO 9001-UNE 13816 To continue reducing Introduction of the first Targets 2011 026 Enhancement of Recovery of SIU

2 — A benchmark mobility network Travellers carriedinTMB(inmillions) crease of3.86%over2009. gers, In of passengers 2.1. Record number * WithoutTelefèric deMontjuïc events The asfollows: wasdistributed TB demandfornetworks metro As Sagrera station. work beingdoneonLa crease In %),reaching570.7 year(+2.3 previous million. port. 2010 sions Total TMB* Total TB Trips Barcelona BusTurístic Trips Tramvia Blau Trips BusNetwork Total FMB Trips Metro Network 2010, the for total Another all in by due of TB case such • • • the of 6.5 Tramvia year. totheprevious withrespect wasafallof-3.9% Blau:There of 2009,whichsupposesanincrease0.2%. Barcelona BusTurístic: 5.77 milliontravellers werecarried,afiguresimilartothat represents afallof-3.4% year. totheprevious with respect milliontravellers 183.36 which Regular busnetwork: weretransported, despite almost number (regular to the of network, million as extension factor metro, means the 20 the of bus transfer million travellers, that general passengers the a of network, of historical also transport new the over of economic contributed sections network passengers which the carried Barcelona landmark of previous is TMB of crisis and basically on the to from the Bus carried the this was L2, year. and improved Telefèric Renfe Turístic fall the reached explained after This 2009 13.1 557,61 195,95 189,87 361,65 361,65 was L5 5,76 0,32 two due growth and million the and de accessibility of consecutive to by the general Montjuïc 381.2 Tramvia the is the 027 L9/10, travellers mainly 2010 cut transfer million 570,66 189,44 183,36 381,22 381,22 strike 5,77 0,31 Blau), in was to but years explained the this on more 1,182,528, travellers, also of demand service 29 losing form % difference passengers

for 2010-09 September. than by different of passen- for - exten -3,9 -3,3 -3,4 an an trans- in fell 0,2 2,3 5,4 5,4 the the in- in- to in

travellers of 381.2million reached in2010 landmark was In Metro, ahistorical

2 — A benchmark mobility network Evolution oftravellersontheMetro network Travellers carriedbymetro lines(inmillions) The evolutionofthetravellersonTMB(includingleisure transport) Line Total TMB L9/10 L5 L4 L3 L2 L1 MILLIONS OF STAMPS L11 MILLIONS OF STAMPS 395 275 290 305 320 335 359 365 380 440 480 520 560 600 493.1 305.1 2001 2001 321.4 511.8 2002 2002 2009 361.65 107.72 535.7 331.4 78.26 48.93 84.41 2003 41.42 2003 0.83 0.09 548.4 342.8 2004 2004 2010 345.3 550.2 2005 2005 109.79 381.22 85.44 51.16 86.76 42.27 1.09 4.72 561.1 353.4 2006 2006 Difference 2010-09 576.9 366.4 2007 2007 028 19.57 0.26 4.63 7.18 2.23 2.35 0.85 2.07 571.2 376.4 2008 2008 % difference 557.6 361.7 2010-09 2009 2009 31.6 570.7 381.2 5.4 9.2 4.6 2.8 2.0 1.9 2010 2010 -

2 — A benchmark mobility network which hascausedaloweraverage ofvehicles. occupation km. In the numberofpassengers carried. in travellers/coaches-useful average The Evolution oftravellersontheBusnetwork(withLeisure Transports) 4.58 MILLIONS OF STAMPS other the 220 160 170 180 190 200 210 This average travellers/coach-useful case occupation words fall of 187.19 2001 occupation in TB, 3.7% the the 189.83 of indicator 2002 lower average the ratio km network than 203,71 km 2003 travelled, is occupation of due the the Metro is 205.00 previous to previous 2004 due was the in ratio to fall 4.35 2010, 205.00 the 2005 year, year, was in travellers fact a this when 4.47 which number 207.70 that 2006 being travellers/coach-useful it the is / was coach-useful of 210.50 a understood increase 2007 fall passengers 029 4.64 of 194.86 travellers/coach-useful 4.91%. 2008 in the km, as indicated This the 195.95 offer as 2009 km opposed number fall exceeded in before, 189.44 in 2010, 2010 the to of

2 — A benchmark mobility network halls adaptedforpeopleofimpairedmobility. tions: ofthislinefromFondoextension station. stations to thevolumeofpassengers that have fromthework. benefited Line L5 REACHESTHEVALL D’HEBRON The of Barcelona. The THE METRO,INHEART OFBADALONA TMB the territory reaches new points of 2.2. The metro network brought and improvement line a 2 new extension 5 extended lift. and El was the in Carmel, Badalona A 5 extended the section and metro for of Horta-Guinardó the the El mobility, line service Pompeu has metro Coll-La in start-up 2010 2 been between network to as Fabra with Teixonera made the of it new connects and centre a has Pep in new in sections the Gràcia 2010 a and Ventura 2.3 of central main the Badalona. km Vall to district urban on new hall section platform d’Hebron and line to points section in Badalona 9/10 This be between Barcelona, able and and has are of of the to two worthy brought connecting the the 030 Pompeu connect country. halls, city Horta incorporating of directly about each to particular Fabra and The to the with line a Vall L1 extensions to considerable stations 3, in the escalators three d’Hebron note and a centre future - sta due two has of

2 — A benchmark mobility network With tion runningfromBonPastor Sagrera. station toLa year.km offered,whichreached16,062million,11.6%upontheprevious Gramenet The L9/10 CONTINUESTOGROW These Sagrera. timetable stations, between next branch new tween The lineinBarcelonaandSpain. metro Finally, timethat isthefirst TMBhasoperatedlinewithbranches. line. This ametro of the section L10 Zona two this network metro Can lines throughout completed Gorg was sections new of branch Franca Peixauet of operation and network. also metro section, (Badalona) extensions every from station to extended its the and be line As of first L9/10 three Can year opened: Fondo), 9 the and for had and in year Peixauet during minutes work line train now Santa Zona a Bon considerable of between was and has has operation frequency, the Universitària, Pastor Coloma station on standardised 11 work been year the stations Terminal (Barcelona) to done de has central and in effect there Bon Gramenet, December been a and on and Pastor. new on in is Sur section, building a a 2010 started the between stations train length section and growth June 2010. with to nine Amadeo every on 031 the come of Zona a saw came and This trains length 11.1 the in Santa six the the into the Universitària km. infrastructure is into Torner, minutes opening circulate the number of Santa Rosa line The service 4.9 first with between commercial km station Coloma on automatic of of along in and the the the and places- of April (be- sec- rest two five the the the La de

2 — A benchmark mobility network Evolution ofcoaches-usefulkmcovered (inthousands) in 2010, whichrepresentsanincreaseof10.9%. From The Places-km offered (inmillions) due increase Evolution ofplaces-kmoffered (inmillions) being carriedoutonthelaSagrera exchange. 17,200 10,000 11,200 12,400 13,600 14,800 16,000 Line Line TOTAL TOTAL L9/10 L9/10 L5 L5 L4 L4 L3 L3 L2 L2 L1 L1 L11 L11 to growth the the in point work demand in 11,882 2005 the of carried view offer caused of on out 14,390.27 79,044.55 15,886.97 14,056.68 17,770.86 12,880.44 17,996.75 2009 2009 offer, 2,929.51 2,929.51 2,482.30 2,946.28 2,351.94 3,597.99 line 12,518 2006 116.26 to by 59.58 22.67 automate L11 the in terms is cuts basically on of 13,151 the 2007 coaches-useful 17,437.99 14,060.30 17,775.74 13,056.16 19,133.65 2010 2010 Renfe 16,062.46 87,625.22 5,762.63 1,123.71 3,215.54 3,215.54 2,483.66 2,948.30 2,384.02 3,834.88 line. the 72.34 result The railway increase 14,656 2008 of the km lines Difference Difference 2010-09 2010-09 fact covered, 1,672.19 8,580.67 5,646.38 1,101.04 1,551.03 1,136.90 on 032 C2 286.02 286.02 175.72 236.89 12.77 32.01 -5.12 line that 1.36 3.62 2.02 and 14,390 2009 L1 in this C3 2009 is was due the % difference % difference 2010-09 2010-09 it result 87.6 to was 16,062 2010 the 11.62 10.86 21.43 -0.03 million 9.76 9.76 0.03 0.05 0.05 0.07 1.36 1.36 6.58 6.32 closed of work - - the

2 — A benchmark mobility network Fulfilment ofthetheoretical offer system. safety on grammed) Trains atpeakhours(workingday) there were137trains at theendofyear, morethanin2009. seven Commercial speed(km/hour) increased. However, automation. thespeedfellonlineL1toadaptitspartial With The As Line Year 2010 Line TOTAL L9/10 L5 L4 L3 L2 L1 L1 Funicular L11 L10 L9 L5 L4 L3 L2 % servicefulfilment Funicular L11 L1, for average respect for the the number improved fulfilment to previous the 2009 26.8 25.0 25.3 27.7 25.9 28.4 26.6 27.7 commercial of - in trains year of 2010 2010 the 26.8 32.3 25.0 23.7 31.1 26.3 28.4 26.6 28.1 this 2008 at theoretical and peak speed, had 99.01 L1 reached 123 dropped hours 29 19 25 22 24 changes 2 - - offer 99.30%. 99.75 in L2 due the (% were to coaches-useful morning 2009 seen the The 99.36 L3 work cause on on lines 130 29 19 27 22 26 carried 2 3 033 working - was 99.56 L4 L2, km mainly L5 out covered days and to 99.57 the L5 install 2010 L9, in of larger the where those the winter, L9/10 97.91 137 30 19 27 22 26 ratio ATP pro- 2 4 5 this 96.55 L11 Total 99.30

2 — A benchmark mobility network trains. ing theofferbothinQuantityive technology andqualitative termswithnew The oftwo unitswiththreecoacheseach. 2002, hasafleet The A YOUNG,RELIABLEFLEETOFTRAINS the trains and stations 2.3. Improvements to What’s completely by Composition oftheRollingStock(notFunicular) trains of With to line9/10. 1100. comprised (*) Theseries500trainsare doubles Total coaches Series 500(*) Series 9000 Series 6000 Series 5000 Series 4000 Series 3000 Series 2100 Series 2000

which new number incorporation

these Furthermore, from more, series

654

162 incorporations, renewed line

of were the 9000

five-carriage trains 2, Funicular

tractors and of at with trains new in the the Tractor the the

end rolling and

and the incorporation

de trains fleet new

200 156 of 162 metro Montjuïc, 654 line 40 96 72 60 24 6 the has

units stock and

trailers, 4

year rolling grown

has three of in which the of there also

recent Trailer as

doubles. around new stock

is series rejuvenated

broken was has 162 series years

50 10 39 24 18 15 (without 0 6 5000. formed a 40%

This fleet

down has 9000 Total coaches

since Line amounts of

Funicular) allowed with part

by 16 units 2 034 2004,

series series of the is

now the 816 250 195 120 to to the 50 90 75 30 transfer

6 in a substantially

replace 9000 at metro

total completely fleet

the

31 TOTAL TRAINS

December following five coaches

trains of on of network the

816 series line coaches double old

assigned coaches, manned improv- 5

162 table: series

since 2100 to 2010 50 10 39 24 18 15 3 3 6

2 — A benchmark mobility network Evolution oftheaverageagetrains(inyears) bearinginmindthatlifeofatrain theuseful mayyoung fleet 30and35years. bebetween vated vehicles in eachoftheseries. in two trainsNB The oftheFunicular deMontjuïc arenotincluded Average ageofthetrainfleetbylinesat31/12/2010 With Evolution ofthenumbertrains Similarly, TMB closing 20.0 10.0 15.0 175 115 125 135 145 155 165 0.0 5.0 Refurbished in Average age of the fleet (years) TOTAL 2010 2009 2008 2007 service the in

system 2010

progressive work has 2004 2004 fallen 19.2 118 continued

on continued

the considerably.

incorporation series to 2005 2005

18.6 on 128

refurbish 500,

the

project 3000, At 16.4 Train Series3000 L1 of the 2006 2006 14.2 135 the new

4000, started end series trains L2 of 3.6

2000

the in 3000 2007 2007 151 9.2

in 2008 year, 17 4 5 4 4

recent and 18.0 L3 and

to the

2100 Train Series4000

install 4000 years, average 2008 2008 156 9.3

trains L4 7.4 035

a trains the

new age

(lines average

operation with L5 was 2009 2009 4.5 160 8.7 11 4 2 4 1

1, 9.5

four 3, age

4 L9/10 years,

and in of 1.0 new

2010 2010 the the 165 9.5

11). a reno-

door fleet very L11 7.0 Total 9.5

2 — A benchmark mobility network Evolution ofthereliability ofthetrainfleet(kmswithoutbreakdown) breakdown hasgrownbymorethan21,000km. improved been The tobeimproved. frequency even is The Operation reliability line withoutadriverwascompleted. 59,288 system, tion to system Protection) Vidalet, lines. onL9withothermetro and differentconnections NEW STATIONS ANDEXCHANGES Another In Hospital 80,000 20,000 40,000 60,000 what the 2010, average project 0 and 66,903 comparison form • • • coaches-km, on is enabling Llacuna, The consisted impaired mobility. Equally, workisalsobeingdonetoadaptthestation 100%topersonswith ofequipment,furniture,signallingand installations. of theflooringandrenewal linings,thereplacement 2011. worksincludetheimprovementofvertical The inFebruary inJanuarymillion Euros,started tobe complete 2010 andisexpected of1.7 station, withacost oftheSantaColomadeGramenet refurbishment The for later. ofsome39.2millionEuros. workhasatotalcost The leaving ofthestation wasreformed, andinstallations thearchitecture structure Transport forLand promoted bytheDirectorateGeneral peripheral The (DGTT). In Lluchstation whichwas Ernest 2010,onthenew theworkwascompleted development Clínic, which TMB significantly known line system of for number

km refurbishment 37,969 2005 driving installing started 1, enables San in circulation Bogatell is

in which of and 2010, made

a railway renewing Pau/ of which figure was in kilometres up ATO the completes the that recent 36,797 of and Dos 2006 the

the of time terms with that automatically on the ‘Target

the is, the Selva de new entry metro years, 11.9% two

Hospital shorter between floors, Maig travelled as slightly the Ernest Distance’ de years, in is lines for up Mar, 43,881

and project the service 2007 full intervals

on Clínic since controls stations lower Lluch

without excluding 1 ceilings time Sant and and 2009. on of of

2005 and refurbished line of than Andreu. 3. station the and introducing the

to The and breakdown infancy, ATO

Sant 53,365 5 2008 line be the ATO last train automatic trains

walls. train

reduced is Pau/Dos and average 9 It year’s the (Automatic / this without also the

provided fleet 036 The 10, refurbished an name (including Arc indicator (-0.81%). opened which

return

and 59,774 accesses number reliability de ATP 2009 the

de Maig given therefore with Triomf (Automatic Train like driver’s to the

L9/10)

is were Santa stations However, of in the the indicator all seen halls km some Operation) end

exchanges 59,288 ATP renovated new 2010 - interven the Coloma, reached without to

in on of trains Train train ATO lines have if

Can L5 has the an

2 — A benchmark mobility network in Sant Pau/Dos de Maig. The work was completed in August at a cost of 2.1 million Euros in Hospital Clínic and 2 million Euros in Sant Pau/Dos de Maig. • In 2010, work was completed on the refurbishment of the Sant Andreu station for a total 2.5 million Euros. The improvements enabled the architectural barriers of the station to be removed and new linings to be installed on the vertical walls and the floor in more modern materials treated to combat vandalism, amongst other advantages. • The construction of a second hall at Can Vidalet station eliminated the architectural barriers. The work, which is promoted by the DGTT, was done at a cost of 8.6 million Euros. • TMB worked in 2010 on the new halls of the L4 Llacuna, Bogatell and Selva de Mar stations. The work, which was also promoted by the DGTT, had a cost of 22.8 million Euros. The new halls make these stations accessible to people of impaired mobility by including lifts and removing architectural barriers and therefore follow the framework of evacuation criteria observed by FMB in its stations. The work done in 2010 focused on the new hall in the Selva de Mar and the Bogatell stations. • In September, the new hall of the Arc de Triomf exchange (L1 and Renfe) was brought into service. The work was promoted by the DGTT and was intended to adapt the space to people of impaired mobility. • Different connection works are under way on L9 with the remaining metro lines: Torrassa (L1), Zona Universitària and Lesseps (L3), Guinardó (L4), Collblanc (L5) and La Sagrera (L1, L5).

At 31 December 2010, the metro network had 140 stations, of which 98 are single, 15 with connections and 4 with two connections.

The metro network at 31/12/2010

Trains Number Frequancy at Line Length km programmed at of estations peak hours peak hours

L1 20.7 30 26 3’44’’

L2 13.1 18 22 2’44’’

L3 18.4 26 27 3’13’’

L4 17.3 22 19 4’00’’

L5 18.9 26 30 2’58’’

L9/10 11.1 11 5/4 3’14’’

L11 2.3 5 2 7’30’’

Funicular 0.8 2 2 10’00’’

Total network 102.6 140 137

NB Line 11 has 3 trains with 2 coaches and the other lines have five-coach trains. Funicular: 2 trains with 3 coaches. The interval of 3’14’’ is for the common section of L9 and L10, on the individual sections it is 6’28’’

037 include: operation.worksparticularly the network These other In INFRASTRUCTURE MAINTENANCE addition infrastructures • • • • • • • • impaired mobility at Passeig deGràciastation. Restoration oftheoldlightdiscoveredwhileworkingtoadaptL3persons temperatures caused. Ventilation ofthedependenciesParal·lel station inordertoreducethehigh pavement andtoeliminate ofhighrailings. forpedestrians theobstacle (work aimistofree space onthe development The promotedbytheDGTT). urban Adaptation andrailings oftheventilation totheexisting shafts in2011. tobecompleted expected Mercat ofsome26.6millionEuros,is Nou work, whichhasacost station. The maintenancefacilitiesandtrack workshopsat oftheexisting to transfer part track workshopsat ofnew HospitalConstruction deBellvitge station (L1) inorder for parkingtrains. available duetotheneedhave completed theservice asitwaspartially service is promotedbytheDGTT, inNovember 2006,andwasbroughtinto wasstarted Extension oftheparkingqueueat Hospital work,which deBellvitge station. This Hospital deBellvitge (L1),Cataluya (L1andL3)Passeig deGràcia(L3). Renovation andPep ofthetracks Artigues between Ventura stations (L2); (L3). the Drassanes-Liceu section lifeofthetunnelsat theuseful L3/L4,L4/L5bifurcations and toextend Actions consolidationCatalunyaStructural oftheSanIldefons, andParal·lel stations. to working which on improving are maybe the not stations so visible and to exchanges, citizens 038 but in are 2010 equally work was essential done for on

2 — A benchmark mobility network • • • • • • • • • • • I andPasseig deGràcia(L4). and Urquinaona stations (L1);Passeig (L3),Jaume deGràcia(L2);SantsEstació In 2010, theworkswerefinishedonArcdeTriomf, Universitat, Fabra iPuig arebeinglitup. network station platforms, thebeginningoftunnelinstations oftheconventional To fromoutsideTMBbeingabletogo staff intothetunnelfrom prevent and tunnelsonlines1,211. hasbeentaken ondifferentstation shafts liabletocausenoise.Action network ofthesoundproofingworkinventilation dependenciesofthemetro Start capacityoftraction. onthelevel toincreasetheenergy refurbished andanothereighthave13 subcentreshave been beenbroughtintoservice oftheenvironmental andtoguaranteesufficient safety licences. theachievement installations toachieve civilprotection have beenprovidedwiththenecessary centres, workshopsandcoachhousestheHospital deBellvitge workshop Nova stations (L3).In coordination withtheFireBrigade,Vilapicinawork at andTrinitat Canyelles, hasbeenextended system Roquetes fireprevention The the Station Maintenance Unit. associations. of Aroomhasalsobeenbuiltforthemaintenancestaff retirement In dependencieshave theGaudístation (L5),new beenbuiltfortheFMB Poble SecandBesòsMar stations. Renovation PAR ofthetollbarriers,new Florida,Hostafrancs, doorsat La Navas, operation ofacomplete baseat Sagrera station (L5). Construction maintenance at CanBoixeres. ofamechanicalworkshopwarehousefortrack andoverheadline Construction 2011. tobefinishedbyEaster at theendofDecember2010work started andisexpected around550m2.The the FMBHuman whichwilloccupy Resourcedepartment, In Paral·lel, dependenciesforhousing hasbeenplannedofnew theconstruction Management ofL4at Guinardóstation. ofthenew Extension of12communications cameras onL5andconstruction 039

2 — A benchmark mobility network 196 lines: 2010 km. ished theyearwith106buslinesandanoverall routeof932.37 In available to citizens 2.4. More bus lines 2010, and also • • • • • • 105, ones. brings infournew routetakes new awaytowards Sarrià.The two inAvenida stops deSarriàbut Line 34,fromSarriàtoPl.VirreiAmat, haschanged itsroute havestops beenadded. regionalHospital TwoBroggi abetter service. new Residencial SanJuan in ordertogivetheMoisès called has changed itsroutetothesector Sants station andSant Joan Despí, Line 78,whichcoversthetripbetween fiveineachdirection. stops, ten new up totherouteandset kilometres four addsalmost II estate. This theMasits routetoserve Blau Line 105hassignificantlyextended goes uptotheTibidabo. which easy accesstothefunicular andgives stops eightnew a further line 195,whichwassuppressed,adds whichtakesextension, intherouteof The starts. Blau endsandthefunicular Andreu,wheretheTramviadel doctor from PlazadeJohn F. Kennedy toPlaza the wholeofAvenida delTibidabo, Line 196hasalsoincreaseditsroutetoserve has acomplicated layout. ofTrinitatmobility aroundthedistrict Vella, which the 126,whichcameintooperation in2009,improves incorporation line127,frequencies. The ofthisnew alongwith and andcoincidedwiththeimprovementofninetimetables stops new Trinitat Vella andTrinitat meantcreating seven extension Nova The districts. In May 2010, ofline127cameintooperation,the theextension whichconnects the city. routecomplementstheonealreadycoveredbythislineinside new Llobregat. The andtheWorldsector Trade CenterwiththecentrebymeansofAvenida Baix theFira lineconnects ofthecity ofCornellá.This allofthedistricts between line94cameintooperation new inFebruaryThe 2010 toimprovetheconnection the saw bus bringing changes network the in brought service the routes to in new line of several 94 areas in the of Barcelona city of Cornellá Metropolitan 040 and extended Area. TMB lines 127, fin-

2 — A benchmark mobility network poration 159 the With linesgivemidibusservices. organised in2009.These All 49 busesdrivenbynatural gasandfiveminibusesdrivenbydiesel. line In January onlines80,81,82andthenew 2010, thecompany Sagaléstookovertheservice Bonanova. Montcada ofSantGervasi-La iReixac,andline195inthedistrict Average ageofthebusfleet(inyears) is now6.14 years. Network dataat31december2010 in2010work andbusfleet areasfollows: With Finally, lines 80,81,82and83outsourcedtoSagalés. NB Not includingspecialBarcelonaBusTurístic lines(90,99,100,101), delTramvia Blau(194)or 8.0 2.0 4.0 6.0 Km ofbuslanes Number ofstops(*) Network length(*) Number oflines(*) of fleet of 83, respect these these TMB. as in was of a four 2010 incorporations, changes formed The result to 2004 7.7 the hybrid adjudication line of fleet, by in the 159 vehicles the 1,090 2005 in merger 6.7 fleet was modifications 2010 units. comes that composition suppressed new between Among combine 2006 from 5.3 buses with stop with shelter and the the the in were mean a public combustion former suppressions, 58 the 2007 6.1 brought new that Ciutat tender line buses, the in, 83 engine Meridiana average 2008 which 6.4 the there so of 041 that Transports principal with Transports is age on particularly district, two 2009 of 5.8 31 the data December electric Lydia de vehicle TOTAL line of Barcelona the 125.97 932.37 and 2010 the motors; 1,266 1,344 2,610 6.1 156 incor- 106 stock 2010 - net line in

2 — A benchmark mobility network Evolution oftheplaces-kmoffered in TB(inmillions) which wasaslightfallincomparisonwiththeplaces-km2009 (-0.48%). Fleet dataat31december2010 The Barcelona BusTurístic) underMOT, beingserviced, andthefleet inreserve fleet istheopeartive etc. (notincludingthe forservice necessary thevehicletotalandfleet differencebetween (2) The totalcorrespondsto7opentopbuses. thefleet differencebetween (1) The NB: TOTAL FLEET TOTAL Places-km offered Open top Double-deckers Minibuses Midibuses Articulated Buses Standard Buses Fleet neededforservice(workingdaypeakhoursinwinter(2) Adapted tothemobilityimpaired Fitted withairconditioning(1) Hybrid (diesel and electronic engines) Bio dieseldriven CNG driven Diesel driven bus offer in 2010, measured in terms CNG driven Bio dieseldriven Diesel driven Diesel driven Diesel driven Diesel driven engines) Hybrid (dieselandelectronic Bio dieseldriven Diesel driven engines) Hybrid (dieselandelectronic CNG driven Bio dieseldriven Diesel driven 2009 of 3,520.70 number of places-km, 2010 3,503.76 042 was 3,503.76 No. vehicles No. vehicles % difference 2010-09 1,090 1,090 1,083 million, -0.48 1,090 118 135 283 223 347 656 891 122 341 623 30 67 52 25 15 83 7 1 9 3 4

2 — A benchmark mobility network Evolution ofthecoaches-usefulkmcovered inTB(inthousands) opposed tothe42.2millionin2009. This number 2046. number ofbusesdrivenwiththisfueltobeincreased. plained year for The Operational reliability Lines ofthebusservice Evolution ofthekmdonewithoutbreakdown a breakdown was3,436 kmin2010, year, slightlyupontheprevious whenitwas3,431. When New spacesforthebusfleet The Regarding the can

KM Coaches-useful kmcovered 3,600 2,200 2,600 2,800 3,000 3,200 3,400 approximately Zona have difference reliability with action the because the Franca a installations the slight will two 2,645 2002 indicator between number enable in coach areas increase 300 2010 2,648 the of 2003 buses house, of the of the of land of coaches-useful construction the the evolution weight 0.41%. and fleet, and chemical which 2,811 2004 access of the A that the the of total other of the 3,251 company is, kilometres to 2005 company km the 42.3 42,221.42 2009 the useful, the of covered, fourth average 21,859 natural million 3,468 2006 FMC covered occupied, covered large this m2 number gas coaches-useful FORET 3,376 TMB from was 2007 and network, by one 42,394.49 2010 043 smaller very the coach of number SA of kilometres 3,376 places-km 2008 50,000 similar are which house km capacity passed 40 were 3,431 % difference to m2 will with of 2009 done 2010-09 offered the the buses adjacent covered, over, enable a previous street capacity without 3,436 0.41 2010 grew. TMB is the - ex as to to

2 — A benchmark mobility network mentioned, whichhaddifferentcauses. ment, TMB 2.5 Special services has given • • • • Palauyear intheEstadi, SantJordi andFCBarcelonastadiums. heldthroughoutthe andconcerts order toprovideaccessthedifferentevents theyear,Throughout have beenlaidonMontjuïc specialservices mountainin aslittleincreased sothat usersmightbeaffected aspossible. Paral·lelon between andParque deMontjuïc ofline193was andthefrequency laid wastherefore ofthefacilities.Aspecialbusservice for theannualservicing station withAvenida Miramar andtheTelefèric, temporarily closedtothepublic 8and26February,Between theFunicular deMontjuïc, themetro whichconnects waslaidoninthethreecases. service de Bellvitge andAvinguda stations forimprovement works.Aspecialbus Carrilet and 7December, theHospital onL1wasinterruptedbetween service themetro theAv.between andHospital Carrilet deBellvitge stations. Finally, 4 between notrains 2and22August, lineL1,between circulated at thistime.Onmetro for improvementwork,takingadvantage ofthefallinnumberpassengers ofL2andL5 weekononesection wasinterruptedinEaster service metro The Sagrera station. o’clock at makingastop La SantAndreuArenalandClot, inthemorningbetween lineL1,whichworked onworkingdays onmetro 6and10 between the service units,andalsoincreased duringthesepeakhourswith11articulated bus service ArcdeTriomfbetween upaspecial set andSantAndreuArenal.TMBtherefore March to12September, therailway wasinterruptedonthesection circulation Sagrera Meridiana ofthenew By reasonoftheconstruction station, from28 offered certain citizens extraordinary special services situations. on the Some Metro interruptions and bus 044 networks in the service to facilitate must also move- be

2 — A benchmark mobility network in2010 werethefollowing: Other specialservices Haematology 2010 Novia España2010 Urology 2010 Alimentària Mobile World Congress 2010 Festa delsSúpers2010shuttleservicefrom FuniculartoEstadi Festa dels Súpers 2010 shuttle service from Pl. España to Estadi Festa delCelshuttleservice Sants toPl.España‘Piromusic 2010’shuttleservice Sagrera toFórumMercè 2010shuttleservice Pl. EspañatoCastillodeMontjuïc‘Mercè 2010’shuttleservice European RespiratorySocietyCongress shuttleservice Fiestas deGraciashuttleservice European AthleticsChampionshipshuttleservice Sala Montjuïcshuttleservice Noche deMontjuïcFunicular Noche deMontjuïcCastillo Feria deAbril2010 Miscellaneous Fairs SPECIAL SERVICES 045 From 10-06-2010to13-06-2010 From 18-05-2010to23-05-2010 From 15-04-2010to20-04-2010 From 22-03-2010to26-03-2010 From 05-02-2010to23-02-2010 From 23-10-2010to24-10-2010 From 23-10-2010to24-10-2010 From 02-10-2010to03-10-2010 From 26-09-2010to27-09-2010 From 24-09-2010to26-09-2010 From 23-09-2010to26-09-2010 From 21-09-2010to From 15-08-2010to20-08-2010 From 27-07-2010to01-08-2010 From 05-07-2010to06-08-2010 From 03-07-2010to04-07-2010 From 03-07-2010to04-07-2010 From 23-04-2010to02-05-2010 Dates Dates

2 — A benchmark mobility network TMB accessibility commitment to 2.6 Drive to The theCommission forIntegral before of TMB,intheChamber Policies oftheDisabled. firms The diversity andtherightofonealltoanindependentlife. ties andvehiclesunderthefollowingprinciples: The With andinthecorporate networks of thetransport area. improving accessibility. sessed Corporate projects Metro projects Bus projects contents Plan result this the in the • • • • 2010 management ofuniversalaccessibility. toimprovetheir operators inenhancingpositiveactions whomightbeinterested wishes toofferitsknow-howlocallyandinternationally, toadministrations and andofferofknow-how.Leadership From abenchmarkpositioninEurope,TMB promoting participation. designshavenew tothedifferentgroupsand tobecarriedoutwhilelistening Participation suppressionofbarriers andthe ofthegroupsinvolved. The order toensurethat theaccessibility chainisnotbroken. different players inthedifferentcoordination involved bodiesin andtakingpart Joint responsibility intheaccessibility chain.Working incoordination withthe allusers. benefit Universal proposedsolutionsmust accessibility anddesignforoneall.The company’s is Plan, projects was the of presented the TMB fruit the definition that Plan commitment of agrees the were were Management of internal diversityandaccessibility inTMB. Management ofinternal Signals andcorporateinformation. Training andsensitisation ofthecompanystaff regarding diversity. Civil protection onthemetro. Information and communication technology on the metro. Info accessibility. Maintenance ofliftsandescalators. the train,higherplatforms,passageadaptation,etc.). Metro infrastructures (minimisationofthegapbetweenplatformand Management ofincidentsonbus. Information andcommunicationtechnologyonthebus.Infoaccessibility. as possibletothestop)andmaintenance,evacuationplans,etc. Bus accessramps(standard forthevehicletobeboughtasclose its work to Universal needed of displayed continue 10 of to a projects the commission to Accessibility cover developing principle on 28 working accessibility October of of improvements Steering TMB equal on 2010 the technicians opportunities, needs, elements by Plan, 046 the both in a deputy document the of who in greatest quality respect the analysed executive operative which of for impact its and human officer facili- reaf- area as- on

2 — A benchmark mobility network State ofadaptation(withlifts)topeopleimpaired mobilityat31/12/2010 inearly2011. tobecompleted expected (L1), At Accessibility tothebusnetwork Different Actions toimprove accessibilityonmetro In (L5) andArcdeTriomf (L1)stations. where metal (L9), Similarly, ramps. The Transport), forLand General stations forpeopleofimpairedmobility. toadaptmetro Setembre vehicles forms. sibility These According moving. access easierforallkindsofpeoplewithdifficulties might have ontheservice. someeffect coming special and ing Total numberofstationsontheline Number ofstationsplanned adjudicated andworknotstarted Number ofstationswithproject Number ofstationsunderwork and gap) Number ofstationsalready adapted(lifts (only lifts) Number ofstationsalready adapted stations the new cognitive most Catalunya Bon ramps are In lifts present conditions vehicles years have channels 2010, lifts actions minibuses (L9), outstanding Pastor without to were were suitable will the were reception time, all made Badalona (L1), installed (L9), Universal focus on were of of installed a brought the platform that information the 100% spaces Fontana to work Montbau on taken ramps measure on buses, give Pompeu bringing and into while the of Accessibility and was access adapted throughout the (L3) were in the bus, operation equipment (L3), done for and the waiting fleet Fabra gap the and made and to the last communication to Can in districts vehicles is was Joanic needs people Steering on (L2), year Lesseps, for adapted in and the Vidalet inside. giving Guinardó adapted the L1 five installed year, Teixonera 30 21 24 of (L4). with as of 2 3 1 project TB, units Plan, Montbau impaired close to In an (L3), promoted narrow The on people with order optimal (L4), that L2 of except 18 18 18 as the to the Sagrera (L5), - - - the pending possible a are be to Gorg work mobility, and low streets of platforms Bus improve carried for 047 Carmel service effective by L3 impaired platform 26 20 21 Palau Meridiana (L9), Fabra de in 3 2 - the work to and the Barri a the out to DGTT La series still (L5), Reial mainly i have for area L4 on Puig the stop, mobility 22 12 13 Salut in to were 1 5 3 more visual, the Vall order (L9), raise of stations a disabled of (L1), (Directorate new on provisional with (L9), brought stations bus the d’Hebron L5 - develop the Onze to 26 21 21 and hearing Marina design, 1 3 1 acces- in metal Llefià make (L3), plat- that the the in. de is L9/10 11 11 11 - - - of theexisting138 also adapted the gap, and 108thathave provided withlifts 113 stationsalready There are atotal equipment inside suitable spacesand the vehicleshave impaired mobility and adapted topeopleof 100% ofthefleetis At thepresent time, L11 5 5 5 - - - Total 138 108 113 14 4 7

2 — A benchmark mobility network Finally, corporate thenew Web accessibility waspreparedfollowingAA level criteria. facilities andtrains withregardtoinfoaccessibility. sitised the TMB oftheTelefèric.characteristics What’s layout ofthewritten information forthedeaf. wheelchairs. The facility maintenanceguarantee theaccessibility conditions. tions. in brings and needs This sibility management (internalmanagement). system In The Telefèric, completelyaccessible 2008, (standard drawing 2010, touch a Municipal certificate has careful A both of together to more, report the people the worked navigators UNE regarding up audit It adjustment specific the some also was more guarantees Institute 170.001) of staff with was impaired ensures also in fifteen than needs accessibility giving the the carried drawn between of which 150 head ticket that of that accessibility the their mobility groups this out up of any Disabled the the sale to services the the that group on trip facilities Telefèric the machines of platform Accessibility the and corresponds disabled, environment made reports and of bus in allows Barcelona the provide de both ramps in for and on Telefèric Montjuïc worked the the them the Office the the to Telefèric for and (architectural blind Universal protocols cabins and works full the together of de an facilities or Barcelona the autonomy size Montjuïc audit visually for 048 installations at ECOM of of Accessibility the people to was public the aspects) achieved define respective deficient, are to signs, using made Federation, moving Regional trained attention the is and in the ramps, suited of Certification accessibility and metro December the around the passages, and Council for and acces- metro which to steps sen- - sta the the in of

2 — A benchmark mobility network along and TMB Sharing knowledgeonaccessibility of Internationally, Railway wasdealtwith. Companiesinwhichthesubject In suited topeopleofimpairedmobility. given ity, Institute of accessibility withintheEuropeanMediate ofcities. ofthePOLISnetwork project the 2010, sharing enhancing takes to DGTT with all the of kinds part the other their company of Disabled discussion the TMB in of experience, operators. numerous Government claims took attended (IMD), in and an order It discussing associations active complaints also five six of to Catalonia, meetings meetings part attended achieve solutions in and referring developing of of a two three groups more the the meetings to Transport Executive to of complaints integrating that universal the benchmarking work meetings of Commission Commission the 049 on accessibility, society and Accessibility the of detecting indicators subject the and where of State transport and, the of Commission suggestions, in Municipal accessibil- replies Forum as the a guest more area are of

2 — A benchmark mobility network 2004/49/CE regard TMB of railway security 2.7. At the forefront iProteccióNB CentredeSeguretat andCivil Protection) Civil(CentreforSecurity Metro securityservices2005-2010 onmetro. tection By (ERA),leaving operator.Agency itinaleadingpositionassecure mitment thecompany hasassumedisthefollowing: Different Metro securityplan Morning Afternoon Night CS&PC operators(*) virtue in to • • • • • • • • of interest. stations. Worki Bages and Roquetes is underway thesetootherpoints to extend now stations anddependencies, New cameras inmetro security wereinstalled weregiven. Each weekatotalof1,857 service hoursofspecificsecurity and toimprovethereplycapacityofincidents. in the event upinmanyfraud station hallsordertoprevent wasset service surveillance A new services. and regulations tocomplywiththesecurity applicabletoitsproducts activity Require companies,organisations playinginTMB’s andinstitutions apart by TMB. offered suitableresourcestoguarantee therailwayDevote oftheservices security general oftheservice. security andthe minimise theriskstoguarantee theintegrity ofemployeesandcustomers givenbythecompany, andtheservices to theactivity inordertopalliate and insideTMBaimedat identifying andcontrollingtherisksrelatedSpecific action field. all humanresourcesareinvolved inaccordancewiththeirresponsibilitiesthe Awareness raising ofthewholeorganisation inwhich toarailway culture security conflict. above demandsofallkinds(political,social,economic,etc.) that mightcomeinto Consideration asabasicpillartoitscommitmentsociety, ofsecurity overand 2010 of actions railway this Railway number approved document, were security Security 4,331 carried its concerning the units, railway out directive TMB 2005 in as 16 28 2010 5 2 well executive security the and as services in 2006 the intelligent the policy, 44 44 18 commission 3 recommendations area offered which of 2007 video security, 55 55 24 4 in assumes follows the surveillance 050 2008 intervention metro of 55 55 25 6 full the the network. responsibility European indications systems 2009 and 63 63 26

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2 — A benchmark mobility network in thehalls,aswellcommunication campaignscarriedout. However, fraud Furthermore, Mercè thecustomers. amongst festival, andnosignificantincidentswere registered rectly During

resulting affecting • • the participants. (mainly firemenandpolice).Atotal449hoursoftraining weregivento1,579 personnel carried outintheareaaimedat internalemployeesandexternal In in2010 thefieldofcivilprotection, trainingwere andinformative actions put anendtodiscrimination andracism. time: Metro, FGCandRENFE,differentassociations andNGOsinorderto non-discrimination, threerailway whichbroughttogether operators forthefirst numberoftraining videoswasincreasedandapiecealsopreparedon The the year, number in from the different 2010 metro the of 5.13 intervention reports civil service million protection was such travellers also work as 5% devices the and down were April the were on effectiveness attended, Fair, 2009 deployed the due 5% St. 051 to of in John’s up the the different on fall surveillance festivities the in the previous situations amount and services year. the di- of

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2 — A benchmark mobility network Innovative communication systems on bus

In the area of bus, innovative systems are being spread to communicate with users, such as the iBus, SIU and PIU projects, which improve information on the service and increase speed and reliability in transmission. As was planned in the objectives for 2010, work has been done on implementing the iBus system to give the times of the next bus coming to the stop, and the SIU user information system on the bus across all of the lines, and the number of User Information Screens has been increased. • The iBus system enables real-time provision of the times that the next buses will pass the stops, to be reported to users via SMS, Smartphone and Internet. Throughout the year, the number of lines including the service was increased, so that on 31 December 2010, all of the regular lines already had this. • The User Information System (SIU) provides information referring to the stop where the bus is, the next stop to be made and the connections with other bus and metro lines, both visually and acoustically to passengers by means of screens and loudspeakers inside. All of the regular bus lines have this user information system and work is being done on developing a synthesiser that enables bilingual (Spanish/Catalan) information to be given to users to make the audio system more accessible and effective and to benefit all of the visually impaired. • 228 stops now have User Information Screens: 180 with information screens connected to the mains and 48 with screens powered by solar energy. The User Information Screens visually and acoustically report the time that the bus will arrive at the stop and all possible disturbances in the service. • In 2010, a Customer Information Manager was set up to automate warnings of planned alterations in the network, which will allow useful information to be provided regarding the service.

New image for signalling and information

During the year, a series of actions were carried out to signal and inform metro and bus customers of the infrastructure and refurbishment work carried out on the network.

In Metro, particular mention must be made of the frequency map and line route for new openings on the network, the production of area plans of several stations, the updating of the metro guide, the introduction of the new Catalan local railway network, signs of the prices for 2011 and stickers for informative requirements.

On the bus network, the new ‘Give way’ sign has been applied in all buses and ‘Hybrid Bus’ in vehicles of this kind. Work was also done on the information proposal agreed with the EMT concerning which information must appear on the solar posts at bus stops in Barcelona and QR codes were introduced in all bus shelters. The deployable bus plan has also been rede- signed, as well as the metro guide edition in Braille.

The Graphic Identity Manual was prepared in 2010, a new, leading code of information ex- pressed through the new exclusive Helvética TMB type (designed by Mario Eskenazi), which is not only inviting, but also coheres the present codes and identities of the TMB, TB and Metro trademarks to assure an organised, integrated evolution of all existing and new sub brands that that ties all of the managed activities, services and products.

056 Our people

3057 Landmarks 2010

A consolidated payroll with over 8,000 workers — A new people management model — Creation of the Technical Office of Organisational Classification of Posts off Covenant — Increasing the number of training courses in Metro and Bus — Start-up of the first edition of the ‘Help for sports, cultural and social activities for TMB employees’

058 Targets 2011

To consolidate labour relations based on dialogue and competitiveness — To enhance personal and professional development, favouring a gradual change in the company culture — To establish communication as an integrating axis — To define a three-year plan of the Global Skills Management Model to enhance personal and professional development

People are the key for TMB and make it possible to enable the organisation’s existence and activity. To consolidate labour relationships based on dialogue and competitiveness, to enhance personal and professional development, to generate gradual change in the company culture and to establish communication as an integrating axis to improve productivity are the main targets that guide TMB’s action in this area.

059 3.1. Who integrates TMB 3 — Our people MORE THAN 8,000 EMPLOYEES

TMB’S active payroll at 31 December 2010 was 8,037 employees. These include 623 employees under partial retirement in relation to the relief contract, working 15% of the annual work time at most as a result of the application of the collective covenant and labour regulations. The Telefèric de Montjuïc had a team of 22 people at 31 December 2010 (four drivers in charge and 18 auxiliaries).

TMB payroll evolution

5,000 4,500 · 4,223 4.1974,197 4,084 4,279 4,000 3,963 · · · · 3,764 3,500 TB 3,491 · 3,322 3,360 · · · · 3,703 3,000 · · METRO · · 3,481 3,493 2,500 3,154 · · 2,943 2,728 2,000 2,715

1,500

1,000

500

2003 2004 2005 2006 2007 2008 2009 2010

The average annual even payroll (in terms of hours per employee and year) in TMB was 7,370.09 employees in 2010, an increase of 218.75 over the previous year.

In the case of Ferrocarril Metropolità de Barcelona (FMB), the payroll was 3,319.27 employees, 149.40 more people than the previous year. This growth has basically focused on the management of L5, due to its extension from Horta to Vall d’Hebron, on the management of L1, due to temporary contracting and the extraordinary need for customer attention agents due to the structural requirements derived from Renfe’s reduced service from April to September due to the work carried out on la Sagrera, on the management of L9/10 to bring new sections into service, and also L9/10, on rolling stock and support for the metro network.

Regarding the average even payroll of Transports de Barcelona (TB), this was 4,050.82 employees, 69.35 people up on the previous year. This increase was mainly concentrated on the Horta and Ponent Business Operative Centres (CON) and was backed up by the application of the new working conditions of the 2009-2012 covenant.

Evolution of the average even payroll 2008-2010

Difference 2008 2009 2010 10/09

Ferrocarril Metropolità de 3,060.99 3,169.87 3,319.27 149.40 Barcelona

Transports de Barcelona 3,945.16 3,981.47 4,050.82 69.35

TMB 7,006.15 7,151.34 7,370.09 218.75 NB Annual average payroll in terms of hours per employee and year. Not including the staff of Telefèric de Montjuïc

060 In the TMB plan of economic aid, measures were taken to contain staff in relation to the year’s budget.

A DIVERSE, STABLE PAYROLL 3 — Our people

TMB strives to maintain a diverse, plural, stable payroll that confidently meets the needs of the activity, without turning anyone away for reasons of age, gender or origin.

As for the average age of the active payroll, in FMB it was 43.15 years, whereas in TB it was 44.0 years at 31 December 2010.

Age structure of the TB payroll

50.00%

44.14% 40.00%

30.00% 32.56%

20.00% 18.98%

10.00%

4.32% 0.00% Less than 30 years From 30 to 39 years From 40 to 49 years More than 50 years

Age structure of the FMB payroll

50.00%

40.00% 40.63%

30.00% 28.65%

20.00%

18.37%

10.00% 12.34%

0.00% Less than 30 years From 30 to 39 years From 40 to 49 years More than 50 years

061 As for gender, the TMB payroll is mainly male, although in recent years there has been greater parity between men and women.

Payroll distribution by gender and professional category 3 — Our people

TB FMB

MEN WOMEN MEN WOMEN

2008 2009 2010 2008 2009 2010 2008 2009 2010 2008 2009 2010

Total payroll 3,960 3,935 3,990 263 262 289 2,429 2,578 2,602 1,064 1,125 1,162

Managers and 214 219 210 58 51 59 212 234 249 68 62 74 technicians

Middle 296 306 208 7 6 4 147 157 238 35 34 36 management

Covenant staff 3,450 3,410 3,572 198 205 226 2,070 2,187 2,115 961 1,029 1,052

TMB fosters working stability, so most of its payroll are on permanent contracts. Rotation is practically non-existent in the company.

Finally, regarding the origin of the staff, most people are from the city of Barcelona and the municipalities of the metropolitan area.

Type of contracts of the payroll

TB FMB

2008 2009 2010 2008 2009 2010

MEN WOMEN MEN WOMEN

Indefinite 3,638 3,672 3,549 260 2,474 2,580 1,947 952

Fixed 389 322 340 17 585 677 423 69 duration

Relief 196 199 121 14 434 447 232 141

At TB, there were 4.279 contracts registered at 31 december 2010, 471 were partial time contracts (444 occupied by men and 27 by women)

En FMB, there were 3.764 contracts registered at 31 december 2010, 971 were partial time contracts (636 occupied by men and 336 by women).

Origin of TMB payroll

OTHER MUNICIPALITIES CITY OF BARCELONA

3,764 4,279 (47%) (53%)

062 Voluntary leave in 2010 by age

From 21 From 26 From 31 From 36 From 41 From 46 Total Age to 25 to 30 to 35 to 40 to 45 to 50 result 3 — Our people Transports de Barcelona - 1 4 1 1 - 7

Ferrocarril Metropolità 5 2 9 5 2 1 24

Telefèric de Montjuïc 1 - - - - - 1

In 2010, there have been registered 37 voluntary leave (19 men and 13 women)

SELECTION PROCESSES

Staff management in FMB

556 new contracts were made in 2010 in the area of Metro. 99 temporary contracts became permanent and an agreement was signed with the Labour Tribunal of Catalonia to enable the temporary contracting of the Customer Attention Agents at weekends and in the summer.

The new contracts mainly replied to the consolidation of the automatic line project started in previous years. Amongst other incorporations and internal promotions, a significant aspect is the incorporation of 196 Customer Attention Agents for the conventional lines.

The large participation in the selection processes of almost 13,000 people is noteworthy.

063 Selection and promotion in FMB in 2010

Metro Functional areas Total

No. processes 63 16 79 3 — Our people

No. places convened 391 34 395

No. selected (places covered) 391 34 425

No. participants in the processes 11,931 1,005 12,936

No. days duration of the processes 59 63 61

Staff management in TB

244 work contracts and 317 modifications or contractual renewals and extensions were made throughout the year in TB. As usual, more promotions were given than external selections made, which basically focused on basic posts (operators and drivers).

A special note must be made of the increase in the training requirements in processes of promotion. Specific technical tests have been brought in and greater office computer awareness is required in processes where this was not traditionally necessary. These two factors are the visible reflection of where the evolution of professionals with potential among the staff is directed.

More than 1,800 people took part in the selection processes. In 2010 Metro reached an Selection and promotion in TB in 2010 agreement with Bus Functional areas Total

No. processes 31 10 41 the Catalonia

No. places convened 199 12 211 Employment No. selected (places covered) 198 12 210 Service (Servicio No. participants in the processes 1,010 859 1,869 de Ocupación de No. days duration of the processes 46 63 55 Cataluña - SOC) to speed up the process Both Metro and Bus worked in 2010 on a new management model before people in the administrative area, which used a global view to try to give priority to establishing a functional of interrelation organisation chart that enables the organisation and people to have a clear view of their location, contribution and relationship. between labour offer

As for the staff off covenant (7.6% of the payroll), the Technical Office of Organisational and demand. The Classification of Posts Off Covenant was created to regulate and maintain the system and agreement enables watch over the coherence of the organisational classification of jobs and the associated ret- ribution policy. unemployed people to come in as a first option for seeking employment, and is particularly aimed at operators and base personnel

064 3.2. Qualified staff 3 — Our people INCREASE IN TRAINING

In 2010, there was an increase in training both in Metro and Bus, with 1,931 and 722 courses, respectively.

In Metro, the proportion of the payroll trained rose to 92%, although a fall was seen in the number of hours per person attending due to the training carried out in the new automatic lines (L9/10 and L11).

Regarding Bus, fewer people were reached (60% of the payroll) basically because no massive training action was carried out in the year as the core spending from 2009 on eco-driving was complete and as training had commenced in the last quarter to achieve the Certificate of Professional Aptitude.

Training in FMB

2008 2009 2010

Courses 1,193 1,722 1,931

Attending 2,412 2,730 3,188

Participations 6,041 9,022 9,762

Reading hours 19,432 25,112 25,958

Hours of attendance 75,935 131,901 110,009

Ratios

Participation/course 5.06 5.24 5.06

Hours per employee 25.31 48.31 29.92

% payroll trained 80.48 86.86 92.00

Training in TB

2008 2009 2010

Courses 729 655 722

Attending 2,524 3,520 2,533

Participations 4,221 6,612 3,920

Reading hours 18,807 10,905 14,199

Hours of attendance 55,010 67,020 58,813

Ratios

Participation/course 5.79 10.09 5.43

Hours per employee 14.19 19.03 14.75

% payroll trained 65.10 86.23 60.00

065 The training projects in Metro in 2010 were: • The performance of the training plan for automatic lines (L9/10 and L11). • The revision of the welcome programme for the Customer Attention Agents in

the summer, which will be used in 2011. 3 — Our people • Coaching for Security Coordinators. • Revision of the necessary skills and requirements for approving internal and external trainers, so that they might act as suitably trained teaching staff. • Different lines of e-learning for automatic lines, languages, office information technology and prevention of occupational risks, by way of a pilot test.

As for Bus, the training focused on: • Approval of 20 internal trainers in the different specialities of the Professional Aptitude Certificate. Furthermore, the pedagogical skills and techniques of 19 participants were reinforced to give them better tools for trainer training. TB has the Professional Aptitude Certificate training centre in Catalonia with the largest number of certified, approved trainers, which gives greater flexibility when programming courses. • Performance of eleven Professional Aptitude Certificate courses, with a total of 220 participants and 7,700 training hours. • Creation of an improvement team with multidisciplinary members from all operations, in order to reform the present Accident Prevention Programme and integrate it into eco-driving. This programme will be finished in 2011, and all of the staff directly related to its performance will be trained and recycled.

The satisfaction index of those attending the courses in TB was 3.45 out of 4. In Metro, the score was 3.10, also out of 4.

Three welcome sessions were carried out in the year wit a total of 40 attendees (14 Metro operators, 12 Bus operators and 14 people off covenant).

With respect to the staff of Telefèric de Montjuïc, these were trained in first aid.

As for training aimed at functional areas giving support to the Metro, Bus and Telefèric de Montjuïc business, this was given to 191 people.

Training in the functional areas 2010

Bus Metro Telefèric de Montjuïc

Attending 83 78 30

Participations 328 276 34

Events - 41 -

066 PEOPLE DEVELOPMENT

TMB contributes to the personal and professional development of its staff with the mentioned training plan and by carrying out regular assessments of work to enable possible internal promotions wherever necessary. 3 — Our people

Other actions in this area in 2010 include the modification of the Operation Manager promotion process to make the tests more suitable and adjust them to the requirements of the post.

In order to improve the welcome and to help people coming into the company for the first time to adapt to their post, new Incorporation training was set up for the Rolling Stock Managers, and the same thing was done with people promoted to the post of storekeepers.

Another activity that must be highlighted is the performance of the skills training programme for the staff of Group 3 of the Directorate General of Bus to contribute to mobility in line with organisational needs. These actions will be spread to the rest of the areas in 2011.

Percentage of workers with regular assessments of work and development in TMB

2008 2009 2010

Metro managers 10.9 13.58 17.32

Bus managers 6.5 6.81 6.80

TMB managers 8.5 10.20 12.06

Workers with regular assessments of work and development in TMB by gender in 2010

TB FMB

MEN WOMEN MEN WOMEN

Managers 208 4 238 37

Technicians 84 2 371 18

Total 292 6 609 55

Percentage of the total 7.32% 2.08% 23.41% 4.73% by gender

067 3.3. Equal opportunities, well- 3 — Our people being and dialogue

TMB carries out actions aimed at guaranteeing equal treatment and opportunities between men and women, at facilitating conciliation between working and family life, at creating spaces of communication through which the people working in the company can talk and establish mechanisms to encourage the workers’ continued bond with the company at the end of their working life.

PROMOTION OF EQUALITY AND CONCILIATION

In the area of equality policies, it is necessary to highlight the study carried out on the present situation of the use of non-sexist language in TMB. In this sense, a document has been drawn up of recommendations and procedures for using language that keeps sex equality in mind.

Regarding the integration policies, this year 16 people were brought in with some physical, psychical or sensorial disability.

Number of disabled people on the TMB payroll in 2010

BUS METRO TELEFÈRIC

People 154 76 0

As for conciliation between working and personal life, in TB exceptions have been made to the rule of choosing drivers based only on seniority in order to conciliate working and family life (possibility of being a replacement in some cases, possibility of changing Business Operative Centre or changing calendar out of the period).

In Metro, a study was made of how to improve the present measures of conciliation between personal needs and work time among the group of Customer Attention Agents. The study identified the principal situations that make conciliation difficult, the most frequent demands of the group and the measures that might help. At the end of this phase, a feasibility study was performed and some proposals were drawn up, which, being related to work organisation, are subject to negotiation with the workers’ representatives.

068 SOCIAL BENEFITS AND PENSION PLANS

The TMB staff have certain social benefits specified in the Collective Covenant for all employees regardless of their working day, which contemplate: the free use of the TB and FMB services by employees and relatives, help for nurseries, broader leave than that stipulat- 3 — Our people ed in the Workers’ Statute, etc. Around 8% of the workers are not covered by a Collective Covenant, but enjoy the same social benefits as the others.

In 2010, the first edition of the ‘Help for doing sports, cultural and social activities for TMB employees’ was started up. 10 activities were carried out with a total of 455 participants. These included the TMB football league, tai chi activities, the TMB choir, the group of friends of literature, the athletics group, plastic arts group, etc.

On 29 April the company held its binding event, an event at which eight employees were paid homage to for their connection with the company for 25 years.

Regarding salaries, all TMB workers earn above the minimum interprofessional salary, as shown in the following table:

Minimum Interprofessional Salary 2010 8,866.20

MInimum salary TB-Group C, level 1 20,284.23

MInimum salary FMB-Guard 25,052.42

Salaries in TMB are always related to the different posts and no distinction is made by sex. It can be said that there is no salary difference between men and women in TMB.

To favour equality and conciliation of personal needs and work time, TMB offers a social and legal-labour assistance service. Throughout the year 395 interventions were made on staff from Metro and 370 from Bus. The following were the main actions taken:

• Assistance in processes of separation, children’s or relatives’ disabilities, direct relative addictions, family problems due to dependency, etc. • Requests for advice, consultation or guidance concerning specific problems that might be related to work (allowances, leave, reduction of the working day, mediation in conflict, advances and loans, etc.), or society and the family (adoptions, problems of disabled and the elderly, special therapies, processing dependence, etc.), that might cause alterations in personal or working life. Queries were also attended on the allowances of the different administrations and external services (help for special education, teleassistance services, disability certificates, etc.). • More than 150 people benefited from help from the Metro and Bus Social Assistance Fund. • Participation in the Commission for Resolving Cases of Harassment and in the Volunteering Promotion Commission.

069 Pension plan

From the point of view of Pension Plan management, there follow the data for 2010: 3 — Our people Actions and Services of the FMB Pension Plan at 31/12/10

Adhesion to group C 272

From surpluses 2

Total retirements 2

Partial retirements 47

Partial retirements pending court decision 0

Total permanent disability < 45 years old 0

Total permanent disability = > 45 years old 0

Absolute permanent disability < 45 years old 1

Absolute permanent disability => 45 years old 1

Serious disability 0

Orphanhood 0

Widowship (due to death of the worker) 0

Widowship reversible to (due to death of the non-worker) 0

In process for all items 13

Actions and Services of the TB Pension Plan at 31/12/2010

Adhesions to group B 100

Adhesions to group D 89

From surpluses 11

Total retirements 1

Partial retirements 42

Partial retirements pending court decision 0

Total permanent disability < 55 years old (Groups A and B) 2

Total permanent disability = > 55 years old (Groups A and B) 2

Total permanent disability < 45 years old 0

Total permanent disability = > 45 years old 3

Absolute permanent disability < 45 years old 0

Absolute permanent disability => 45 years old 5

Serious disability 0

Widowship (due to death of the worker) 1

Widowship reversible to (due to death of the non-worker) 4

In process for all items 23

070 Internal dialogue

To strengthen the bonds between the staff, different actions were carried out during the year to encourage the workers to take part in the continuous improvement of the processes, tools and installations. Some of these actions were the following: 3 — Our people • 29 June, 14th Participation Systems Meeting in the Barcelona Auditorium with 61 workgroups (33 from Metro); 268 Individual Improvement Initiatives (214 from Metro) and 17 Metro Improvement Sessions with 489 employees (313 from Metro). • Presentations of five quarterly projects in the Barcelona Metropolitan Area building. • Four improvement sessions to reduce work accident injuries. • Seven working breakfasts with 97 employees.

In 2010, the internal communication service presented the Internal Communication Steering Plan approved in 2009, with the following objectives: • To communicate TMB’s corporate and strategic policy to achieve more involvement and a better working climate. • To strengthen the emotional bond and the pride of belonging to TMB among the employees. • To facilitate socio-labour relations. • To enhance leadership styles that cause positive synergies among the managers and their collaborators.

This Plan will enable TMB to build a strong corporate culture for its future along with the workers and to be a benchmark in transparency and good government in the area of internal communication.

TMB has different internal communication channels and tools: • Corporate intranet: In 2010 work was done on the contents of the new intranet and the new warning protocol. • TMB blog: The space has two sections: information repository (minutes of meetings, proposals, etc.) and a section of questions and answers where workers can anonymously ask questions related to the negotiation and their jobs and can see the repercussions of the measures negotiated individually (particular cases) or in the group.

071 • i-CON: This is a communicative tool intended to explain questions that most directly affect the people and their work centre. In the Horta and Ponent Business Operative Centres these already began to be published in 2009, but it was in 2010 when this kind of communication was consolidated in the four bus centres.

Six issues of the i-CON have been prepared and published in Horta and Ponent 3 — Our people respectively, four issues of the i-CON for Zona Franca and two issues for Triangle. • Línia TMB: In 2010 47 issues of the Línia TMB publication were drawn up and sent by e-mail to all TMB staff. • Preparation and distribution of 11 issues of the Hora Punta and GenTMB magazines, with an average circulation of some 4200 copies (15,000 up to the June issue) and some 2,000 copies (12,000 up to the June issue), respectively. Both magazines were also prepared in digital format. The fall in the edition of paper issues has been due to the reduction of expenses in the present economic situation, which has allowed the magazine to be sent to all staff. The new design was brought in with the 100th issue of Hora Punta. • Preparation of the Annual Report 2009 in digital version with the A+ qualification by the Global Reporting Initiative (GRI). • Plans in the Driver Information System. A project was developed that, in a first phase, contemplates the definition of screens where the plans are shown of the alterations of the service on the bus driver console, so that they can see the information available to the user at all times. This will be developed in 2011.

Informe anual 2009 TMB es mou per la sostenibilitat

072 3.4. Health and safety at work 3 — Our people

The protection and promotion of the health of the team is essential in TMB. The company is concerned at guaranteeing the safety of the staff by working on preventing risks and moni- toring the health and physical and mental well-being of the employees through different programs and campaigns.

In this sense, TMB worked in 2010 on developing and introducing the regulation for managing prevention in order to move forward to integrating risk prevention in all areas of the company.

PREVENTION AWARENESS-RAISING AND TRAINING CAMPAIGNS

In the area of team awareness raising, different communication campaigns were carried out that seek to make people aware of the importance of watching over one’s health: • General campaign to enhance the preventive culture: Update of the webs of the Health, Safety and Labour Well-being Service and the preparation and periodic distribution in digital format of the informative bulletin Health and Prevention Legislative Developments. • Accident prevention campaign: Posters and leaflets were prepared for distribution around the work centres and another campaign was drawn up for preventing accidents related to the consumption of alcohol, drugs and/or medicines before and during work hours. Special attention must also be drawn to the publication of five safety sheets in the GenTMB magazine and the publication of brief safety advice in the intranet highlights section. • The workshop communication campaign of ‘Healthy nutrition and guided purchase in a supermarket’, and ‘Healthy cuisine and a visit to the La Boqueria’ market which took place from April to June. • Agreement with the Barcelona Sports Institute, as well as with 35 sports centres. • Promotion of the campaign for using the stairs in the work centres.

As for the training sessions carried out throughout the year by the Occupational Risk Prevention Unit, six sessions were carried out with a total of 22 people attending for corporate personnel, 93 specific training sessions for Metro staff with 1,024 people attending, and 14 specific training sessions for TB staff with a total of 90 attendees.

Regarding the training carried out by the Health Unit, 35 training sessions were given for operations personnel and two sessions for updating skills in relation to preventing occupational risks for Infrastructure Maintenance staff, in the case of Metro, and training sessions for the group of 55 rescuers in handling the automatic defibrillators, in the case of Bus.

073 HEALTH SURVEILLANCE AND PROTECTION

With respect to protecting health in the area of Metro, the risks of different departments were reviewed and 33 inspections were carried out to check safety conditions in the facilities. 41 visits were also made by the nursing team to the work centres. 3 — Our people

An emergency and evacuation drill was carried out in the Can Zam workshop and 16 procedures were drawn up relative to risk prevention regulations in Metro, amongst other measures.

In the case of Bus, the environmental conditions (temperature and humidity) in the Business Operations Centres were reviewed, 33 visits were made by the nursing team to the work centres and the need was studied of having automatic defibrillators, as the most outstanding measures.

Throughout the year, 1,709 health checks were made on Metro and 2,819 checks in Bus, without considering those that were unplanned related to changes in category, returning to work after absence due to illness, initial and reintegration following leave or new contracting to cover summer vacancies. What’s more, vaccines were given against tetanus and diphtheria, hepatitis B and seasonal flu to different workers. A large part of payroll followed the activities aimed at promoting sports activity and preventing illnesses caused by obesity, tobacco and stress.

In 2010, a tender was put out to adjudicate the health care services (medical checks on incoming staff, rehabilitation and physiotherapy services, preventive and palliative treat- ments, diagnostic tests, etc.), in order to simplify the administrative, medical and accounting management. This change is a considerable improvement for the worker, as it enables different diagnostic tests, treatment and visits to be given in the same centre or at least in the same organisation.

TMB HEALTH AND SAFETY COMMITTEES

The TMB Health and Safety Committees are made up of: • 14 members in Metro: seven prevention delegates by the workers’ representatives and seven by the company. • 16 members in Bus: eight prevention delegates by the workers’ representatives and eight by the company.

In the Health and Safety Committee in Metro, 11 ordinary sessions were carried out during the year, two extraordinary sessions, 51 sector or thematic meetings (eight on Infrastructures, seven on Rolling Stock and six on Operations, six on Revision of the Circulation Regulation, etc.), and 25 work meetings.

One outstanding point was the 27 joint visits with prevention delegates in the work centres and facilities and the 87 actions and advisory meetings on different aspects related to preventing occupational risks.

In the Health and Safety Committee in Bus, 12 ordinary sessions were carried out in the year, 25 extraordinary and five single theme or work meetings.

There were also 11 joint visits made with prevention delegates in the work centres and facilities and 32 actions and advisory meetings on different aspects related to both general and special occupational risk prevention in TB.

074 ABSENTEEISM AND WORK ACCIDENTS

6,509 notifications of temporary incapacity were made in 2010, 723 were for labour reasons One of TMB’s and 5,786 for common contingencies. 990 assistances were also given for work accidents and more than 3,200 medical visits. objectives in the 3 — Our people

There were 19 periodic meetings held with the Business Operational Centres in order to coming years is to reduce the amount of absenteeism. reduce the present The accident frequency and incidence indices were lower in 2010 than the previous year. rates of temporary There was no mortal victim in the year. incapacity

Incapacity and assistance 2010

FMB

Notifications of temporary incapacity

For professional contingencies 301

For common contingencies 3,433

Assistance and treatment of work accidents 447 and professional illness

Medical visits 1,289

Management of temporary incapacities (visits) 2,275

Notifications of temporary incapacity

For professional contingencies 421

For common contingencies 2,317

Assistance and treatment of work accidents 542 and professional illness

Medical visits 1,918

Management of temporary incapacities (visits) 3,128

Percentage of accidents 2010

NON-LABOUR ACCIDENTS LABOUR ACCIDENTS COMMON ILLNESS COMMON ILLNESS

MEN WOMEN MEN WOMEN

TB 6.90 10.00 0.92 1.05

FMB 5.93 9.62 0.51 0.99

075 TB accident frequency index

Ratio of the number of accidents with leave with the total number of hours worked, for every million workers. 3 — Our people

90 · 88 · · 80

66 · 63 63 · · 62 · 60 · 59 · 55 · 53 ·

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

Accident incidence index TB

This index represents the number of accidents that have occurred for every one hundred thousand people exposed. · 128 116 · 112 · 111 · · 100 107 · · 102 93 · 91 ·

80 ·

68 ·

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

Average duration of accidents in TB

The index represents the ratio between the days lost by the number of accidents caused in the company. · 69

· 22 13 12 11 12 10 8 9 · 13 · 8 · · · · · · ·

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

076 FMB accident frequency index

Ratio of the number of accidents with leave with the total number of hours worked, for every million workers. 3 — Our people

· 74 68 63 · · 62 · 61 · 56 58 · 57 · 57 · 56 · ·

50 ·

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

Accident incidence index FMB

This index represents the number of accidents that have occurred for every one hundred thousand people exposed.

106 104 · 97 98 · · ·

81 · 84 80 · ·

64 70 · 69 · · 63 ·

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

Average duration of accidents in FMB

The index represents the ratio between the days lost by the number of accidents caused in the company.

13 · 13 · 13 · 12 · 12 · · 11 10 10

· 10 · · · 9 · 9

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

077 3.5. Labour relations based on consensus 3 — Our people

TMB strives to base the labour relations with its workers on a climate of dialogue. 85.28% of the TB workforce are members of some union, and 74.23% in FMB.

Company Committee composition at 31/12/2010

TB FMB

ACTUB 5 -

CCOO 5 5

CGT 6 9

CIM - 1

CPTC - 2

SIT 5 -

SU - 3

UGT 6 7

ACAT 1 -

PSA 1 -

Total 29 27

TB and FMB bodies with workers’ representation

TB FMB

Board of Directors Board of Directors

Delegate Commission Delegate Commission

Permanent Commission Permanent Commission

Clothing Commission Clothing Commission

Commission of Loans and Housing Commission of Loans and Housing

Social Assistance Fund Commission Social Assistance Fund Commission

Mixed and Paritary Commission of Mixed and Paritary Commission of interpretation of the Collective Covenant interpretation of the Collective Covenant

Administration Commission Health and Safety Commission

Commission of addiction-related Work Training Commission Accident Injuries

Operation Commission Timetable Commission

Workplace Assessment Commission Harassment Commission

Contracting Commission

Automatic Line Commission

Technical Commission

078 SIGNING OF NEW TB COVENANT FOR 2009-2012

On 20 January 2010 the negotiation of the Collective Covenant of Buses in TMB was closed for the years 2009-2012 and was signed by the representatives of the Management and the CGT, ACTUB and SIT unions, which accounted for two thirds of the Bus Company 3 — Our people Committee. It was not signed by the representatives of the other two unions at the table, UGT and CCOO.

The main points of the new covenant include the two days of weekly rest for the whole payroll, the application of Royal Decree 902/2007 with the daily rest times provided for driving staff, and the guarantee of maintaining the workers’ purchasing power.

The implementation of the content of the covenant required intense work on the part of the Paritary Commission and the Work Commissions of Administration, Operation, Rolling Stock and Workshops, and the Permanent Commission of the Company Committee. The main agreements reached are the following: a) The approval of all applicable work calendars and the holiday periods for the different groups of the company. b) The general choice of driving services, with the application of the new regulation to conciliate family and working life and the adhesion of the group to the different forms of rest time. c) The programming of consultation on elections for the groups outside driving. d) Agreement was reached with the whole of the Company Committee on the Organisational Reflection of Rolling Stock and Installations, consisting of an organisational plan to improve the processes by optimising the organisation, the procedures and the use of automation technologies. e) Information was given on the RETBUS project by which the network and the service offered to customers is intended to be improved.

079 Protection of the environment

4080 Landmarks 2010

Environmental Sustainability Steering Plan was approved — Adjudication of the purchase of 80 new compressed natural gas buses — Incorporation of four new hybrid vehicles into the bus fleet — Conversion of four and diesel buses into hybrid — Adjudication of 460 antipollution filters and assembly in 120 buses — A total of 411 people take part in the TMB digital game El Gran Reto Sostenible — New green points at Can Zam, Roquetes and Zona Franca I — Selective collection pilot trial in four metro stations

081 Targets 2011

Completion of the entry of the compressed natural gas buses adjudicated in 2010 — Construction of a green point at Ponent — Implementation of the first axis of the Retbus network with large capacity and greater commercial speed — Conversion of 50 diesel vehicles into hybrid buses — Installation of antipollution filters in 255 buses

Environmental sustainability in TMB is based on the following criteria: • To ensure that environmental protection is carried out by landmarks and specific directives of behaviour in all areas of activity of the company. • To reduce the environmental impact caused by atmospheric emissions, injury and disposal of water and waste generation. • To periodically review the degree of environmental protection in order to detect weaknes- ses and to have the necessary improvement actions. • The continuous improvement and prevention of contamination to achieve more sustainable development through the moderate use of energy and water and by environmentally correct management of the products used. • To inform and broadly train all workers on the environmental aspects of their activity, and to encourage them so that their behaviour at work might reflect the environmental awareness of the whole organisation. • To require suppliers and subcontractors to have similar environmental awareness to that of TMB. • To have information on the environmental works and actions taken to improve the protection of the environment available to any people who might be interested.

082 4.1. The Environmental Sustainability Steering Plan 4 — Protection of the environment

TMB in 2010 approved the Environmental Sustainability Steering Plan. In order to make sustainable mobility a benchmark, this Steering Plan contemplates three strategic lines: in- vestigation into maximum eco efficiency, minimisation of the impact on climate change and the quality of the air and the fostering of a culture of sustainability. These strategic lines are based on 12 objectives:

Operative perspective (metro and bus operations)

• PO-1: To increase energy efficiency and the use of renewable energies. • PO-2: To optimise water management. • PO-3: To prevent and reduce waste generation. • PO-4: To reduce atmospheric and acoustic contamination: emissions, noise and vibrations. • PO-5: To plan and manage the public transport network with criteria of environmental sustainability. • PO-6: To encourage the design, use and maintenance of sustainable technologies (fleet). • PO-7: To design, manage and maintain the infrastructures in a sustainable manner.

Internal perspective

• PI-1: To include sustainability criteria in the purchase of products and services. • Pl-2: To internally encourage a culture of environmental sustainability. • Pl-3: To design and implement a system of environmental management (SGMA).

External perspective

• PE-1: To nurture the culture of sustainable mobility among citizens and to increase TMB’s market share and reputation. • PE-2: To enhance public transport through dialogue with interest groups and synergies with the administration and other operators.

These strategic objectives are developed and specified in different projects, which have the corresponding distribution of responsibilities, management mechanisms and budgetary assignment.

In short, the Environmental Sustainability Steering Plan is inspired by the corporate view and values of TMB, which are no other than to continue working to improve the quality of life of citizens and to advance towards a more sustainable society that is more respectful of the natural and social surroundings.

083 By preparing this Plan, TMB intends to involve the whole of the organisation to make environmental sustainability part of their daily activity. It also wishes to enhance its role as the main player of metropolitan transport by new forms of transport based on applying more efficient and less polluting new technologies 4 — Protection of the environment

4.2. Environmental management

In 2010, TMB approved the Environmental Sustainability Corporate Policy which has the objective of developing the Environmental Sustainability Steering Plan and of working to implement an environmental management system in accordance with the ISO 14001/2004 standard and the EMAS 761/2001 European Regulation.

This Steering Plan in fact contemplates the ‘TMB Table of indicators of environmental behaviour according to ISO 14001/EMAS’ project to meet the PI-3 objective (to design and implement an environmental management system).

The project consists of implementing a tool to monitor TMB’s environmental behaviour on-line by presenting indicators of the consumption of water, energy, materials, waste generation and emissions.

Investment in the environment in Metro in 2010 amounted to 136,000 Euros and the expenses incurred in protecting and improving the environment in the same period amounted to 1.04 million Euros.

Investments in Metro associated with the environment (in thousands of Euros)

2009 2010

Green Point Vilapicina 3 2

Environmental management system 6 20

Sagrera purifier (automation) 7 7

Green Point Can Zam 0 33

Roquetes purifier 0 41

Santa Eulàlia purifier 0 17

Sant Genís purifier 0 8

Triangle purifier 0 8

TOTAL 16 136

084 Expenditure for protecting and improving the environment in Metro (in thousands of Euros)

2009 2010

External External Materials Total Materials Total services services

Environmental audits 0 10 10 0 14 14

Improvement actions 0 17 17 3 2 5 4 — Protection of the environment Waste treatment 0 544 544 0 617 617

Environmental 38 274 312 13 398 411 management

TOTAL EXPENSES 38 845 883 16 1,032 1,047

In Bus, the environmental investments made were 6.3 million Euros and the expenses incurred in protecting and improving the environment amounted to 533 thousand Euros.

Investments in Bus associated with the environment (in thousands of Euros)

2009 2010

Ponent purifier 0 24

Triangle purifier 27 0

Zona Franca I purifier 0 17

Green Point Zona Franca I 14 53

Environmental management system 6 20

AD-Blue unit Horta 0 30

AD-Blue unit Triangle 109 30

AD-Blue unit Ponent 0 71

Energy cogeneration project 15 455

Particulate filters for buses 38 2,723

Bus hybrid development 0 2,728

Hybrid infrastructure in Horta 0 183

TOTAL 209 6,334

Expenditure for protecting and improving the environment in TB (in thousands of Euros)

2009 2010

External External Materials Total Materials Total services services

Environmental audits 0 15 15 0 12 12

Improvement actions 0 2 2 3 1 4

Waste treatment 0 269 269 0 297 297

Environmental 13 156 169 28 192 220 management

TOTAL EXPENSES 13 442 455 31 502 533

085 4.3. A more sustainable bus fleet 4 — Protection of the environment

The environmentalisation of the bus fleet is the main project of the TMB Environmental Sustainability Steering Plan in order to carry out the PO-6 objective (to develop the design, use and maintenance of sustainable technologies in the fleet). It consists of renewing the bus fleet by introducing new technologies and new more efficient, less polluting fuels. These technologies enable the environmental impact of the activity of Transports Metropolitans de Barcelona to be reduced.

The measure proposes including new hybrid and advanced diesel technology, compressed natural gas or hydrogen vehicles in the bus fleet, the installation of particulate and NOx filters in Euro I-II-III diesel vehicles and the transformation of diesel vehicles into hybrid.

COMPRESSED NATURAL GAS

On 21 April 2010, Gas Natural and TMB signed a collaboration agreement in order to make improvements to the urban bus fleet in order to reduce their polluting emissions. The agreement covers the replacement of 204 diesel buses for vehicles driven by natural gas, a measure which would enable the annual emissions of NOx (nitrogen oxides) to be reduced by over 346 tonnes.

As part of the agreement in 2010, TMB adjudicated the purchase of 80 new buses driven by compressed natural gas, 28 articulated vehicles and 52 standard vehicles. These new buses began to arrive at the end of the year and will come in by mid-2011.

The remaining 124 vehicles will be brought in progressively before 2015, so the TMB gas vehicle fleet will reach 500 units.

The agreement also contemplates expanding the TMB logistics base in the Zona Franca by bringing in four new natural gas reloading points. This measure is intended to assure the coach house’s capacity to house and refuel the 500 natural gas buses the fleet will have by 2015.

The two institutions will also develop a research project to turn natural gas buses into hybrid vehicles by incorporating electric motors.

086 BIO DIESEL

After the test carried out in 2006, TB continues to operate the whole of the Ponent coach house fleet (122 buses) with 30% mixed bio diesel. Bio diesel is a renewable fuel based on vegetable oils and therefore reduces energy dependence on oil and also the emissions of greenhouse effect gases.

HYBRID VEHICLES 4 — Protection of the environment TMB come down strategically on the assessment and/or use of hybrid buses, a technology that is highly advanced and may be offered to standard vehicles within a few years to bring in the environmental benefits. In 2010, four new hybrid vehicles were brought into the fleet, which consume 30% less fuel.

TMB is specifically taking part in three large projects to push the use of hybrid buses: • Castrosua Hybrid Prototype: TMB was the first operator in Spain to bring this vehicle into service on a conventional line in December 2008. The prototype circulated on TMB lines until April 2009. Finally, in 2010, Castrosua delivered three units of this vehicle to TB. • MAN Hybrid Prototype: In September 2010, the company MAN delivered the first unit of its hybrid bus circulating in Spain to TMB. As in the case of the Castrosua vehicle, the result of the test with the first prototype was so favourable that the pre-series vehicle was requested in order to gain experience on regular lines with passengers, with a view to making future purchases. • RETROFIT Project: Along with Siemens, Edag and Noge, TMB has built a prototype hybrid bus by converting a combined diesel and electric vehicle. This is an innovative, pioneering idea in Europe.

The Retrofit project develops the hybrid vehicles by means of a procedure in which the diesel engine, connected to an alternator, produces electricity when needed, without this affecting the driving, and this energy is stored in condensers. The driving is carried out by two electric motors which, connected to the drive system, drive the bus on accelerations and rises, and generate electricity when going downhill in order to recharge the batteries.

At 31 December 2010, this installation has been carried out in four buses. The rate of installation will be increased as new standard compressed natural gas coaches come into use, in order to increase the number of finished vehicles planned for 2011. Barcelona will therefore be one of the 10 cities in the world and the only one in Spain using this new technology.

087 TMB Bus fleet 2010

Diesel buses 623

Compressed natural gas buses (CNG) 341

Bio diesel buses 122

Hybrid buses 4

Total 1,090 4 — Protection of the environment

INSTALLATION OF ANTI-POLLUTANT FILTERS IN TMB BUSES

In 2010, higher output filters began to be brought in in order to reduce nitrogen oxide and suspended particle emissions in the diesel buses, specifically in those classified as Euro I- II- III (previous to 2005). These filters eliminate around 90% of the solid particles and 60% of the nitrogen oxides. With these accessories the vehicles now have emission levels of between Euro V and the most demanding European standard, EEV (clean or environmentally improved vehicle), according to the tests carried out in the IDIADA laboratory. The environmental project of the diesel bus fleet dates back to Order 152/2007 of the Ministry of the Environment and Housing of the Government of Catalonia, which contains the plan of action for improving the quality of the air in metropolitan municipalities.

By the end of 2010, 450 filters had been adjudicated and 120 had already been assembled in vehicles. This measure, along with the purchase of more compressed natural gas and hybrid buses, will turn the TMB bus fleet into the cleanest in Europe in the short-term.

ECOTRANS PROJECT

Since 2007, TMB has taken part in the Cenit Ecotrans project led by the company CAF. The aim of this project is to resolve the challenges of urban public transport by researching and generating the necessary technologies to make urban public transport more attractive for passengers and more energy-efficient at the same time.

Ecotrans is a four-year project. In the third year, TMB took part by defining what an environmentally improved bus network could be like, and this has become the network of the RetBus project.

EFFICIENT BUS MODEL, RETBUS

This is the principal project of the Environmental Sustainability Steering Plan for achieving the PO-5 objective (planning and managing the public transport network with sustainability criteria).

A study has been made of the proposal made by Barcelona City Hall and TMB, with the collaboration of Catalonia Polytechnic University.

As part of this project, the company plans its application and the definition of conventional (performance similar to the present network), large capacity (larger, faster buses on the large axes) and proximity (district buses) service levels.

ENERGY CONSUMPTION

In 2010, the consumption of the different kinds of fuel on the fleet was as follows: • Diesel: A total 17.02 million litres were consumed, which is 3.35% down on the previous year. This fall is in line with the increase of the bus fleet using alternative fuels such as natural gas and bio diesel. The individual average consumption of diesel in 2010 was 61.25 litres/100 km,

088 which is a small increase as compared with the previous year, when it was 60.85 litres/100 km. In recent years, there has been a process to replace diesel driven buses with vehicles using more ecological fuels such as compressed natural gas and bio diesel. Whereas in 2004, 93% of the fleet was formed by vehicles driven by diesel, in 2010 the weight of such buses had fallen to 57%. • Compressed Natural Gas: The fleet driven by compressed natural gas engines consumed a total 8.49 million kg, which is an increase of 12.32% over the previous year. This increase was due to the larger number of vehicles driven by this fuel. Furthermore, individual consumption of these vehicles with compressed 4 — Protection of the environment natural gas was an average 65.42 kg/100 km, 1.76% more than in 2009. • Bio diesel: The fleet driven by bio diesel in 2010 consumed a total 3.54 million litres, 0.78% down on 2009. As for individual consumption, this was an average 59.47 litres/100 km, 1.33% lower than the previous year.

Fleet distribution for type of fuel

100.0% · 93.0% 84.1% 80.0% · 75.7% · · 73.3% 66.3% Diesel 61.5% 60.0% · · · 57.2%

40.0% NG

31.3% 27.3% · 22.9% 23.1% 23.0% · 20.0% 15.9% · · · · 10.8% 11.2% 11.2% 7.0% 3.6% BIO DIESEL· · HIBRID · · 0.0% 0.0% 1.4% 0.4% 0.0% · · · · · 2004 2005 2006 2007 2008 2009 2010

Energy consumption in TB

2008 2009 2010

Electricity (MJ) in facilities 42,172,383.6 41,177,397.6 47,694,801.6

Diesel for vehicles (GJ) 788,060 770,740 744,760

Propane gas for heating (kg) 9,271 15,645 -

Natural gas in facilities (MJ) 32,737,615.2 29,236,089.6 28,941,282

Natural gas for bus supplies (MJ) 37,828,800 429,728,400 477,817,200

Bio diesel (millions of litres) 2.7 3.6 3.6

089 4.4. A more efficient metro network

In compliance with applicable regulations, in 2010 FMB processed the environmental licences of the Sagrera, Vilapicina, Roquetes, Sant Genís and Triangle Ferroviari work centres 4 — Protection of the environment in Barcelona, and the Can Boixeres and Santa Eulàlia centres in L’Hospitalet de Llobregat.

The Sagrera centre has a provisional licence, having passed the initial control, and the licences for Vilapicina, Roquetes and Sant Genís have been approved.

ENERGY CONSUMPTION

The total amount of energy consumed by the fleet of trains in circulation in 2010 was 207.95 million kWh, an increase of 6% over the previous year as a consequence of the increase in the total number of coaches-km due to the line extensions.

The average individual consumption of the fleet was 249.1 kWh/100 coaches-km, an increase of 2.3% over 2009.

Energy consumption in FMB

2008 2009 2010

Electricity (MJ) in facilities 257,760,000 227,160,000 287,640,000

Electricity (MJ) in trains 713,160,000 706,320,000 748,440,000

Diesel for vehicles (GJ) 2,309,366.53 2,465,456.535 2,690,960.77

Natural gas in facilities (MJ) 23,584,377.6 18,196,542 20,383,293.6

090 4.5. Other initiatives against climate change

EXTERNAL ENVIRONMENTAL SUSTAINABILITY COMMUNICATION PLAN 4 — Protection of the environment

The principal project of the TMB Environmental Sustainability Steering Plan to meet the PE-1 objective (to foster a culture of sustainable mobility amongst the citizens) is to implement an Environmental Sustainability External Communication Plan.

Sustainability has therefore been brought in as the principal axis of the communication strategy of the Marketing Plan 2010, both with respect to the content of the messages and the elements or supports to be used in the campaigns.

One of the most representative actions of this Environmental Sustainability External

Communication Plan is the CO2 x Flowers campaign, which consists of encouraging the use of public transport to reduce greenhouse effect gas emissions and thus to combat climate change.

The starting gun to the plan was the creation of the canviemco2xflors.tmb.cat website in 2009, where users were able to make a virtual flower. The last step was an actual planting session in 2010 in the gardens of the Diagonal Mar Park, in which more than 200 children took part. The aim was to raise awareness on the importance of using public transport as opposed to private. The web now has more than 3,700 virtual flowers planted.

What’s more, between 22 and 28 November, the ‘Great TMB Sustainable Challenge’ was held, a digital game through Facebook, Twitter, Flickr, Spotify and YouTube in order to make the participants aware of the amount of CO2 that can be avoided if we use public transport.

The competition consisted of 10 tests that were carried out in the TMB profiles in the social networks and web sites. The first challenge consisted of bringing five friends into the cause of reducing CO2 emissions and labelling them in a message to be left on the TMB Facebook wall.

A total of 411 people took part in this digital game, and very good comments were received in all of the networks.

PLAN OF ENVIRONMENTAL COMMUNICATION, TRAINING AND PARTICIPATION

Through the Environmental Communication, Training and Participation Plan, TMB wishes to meet the PI-2 objective (to internally foster a culture of sustainability) of its Environmental Sustainability Steering Plan.

The plan contemplates the implementation of signalling and communication systems to encourage energy, water and paper savings in all TMB centres, and the integration of environmental aspects in the Internal Communication Plan, the Staff Training Plan and the participation actions both with respect to including the content of the actions and the support and/or material used to develop them.

INFRASTRUCTURE DESIGN, CONSTRUCTION AND MAINTENANCE WITH ENVIRONMENTAL SUSTAINABILITY CRITERIA

By means of the ‘Infrastructure design, construction and maintenance with environmental sustainability criteria’ project, TMB wishes to achieve the PO-7 objective (to sustainably design and manage infrastructures) of its Environmental Sustainability Steering Plan.

091 The following actions are considered in this sense: • Environmental choice of temperature control systems: provision of hygienic renewal air at a temperature below room temperature, radiating floor heating, facade solar control by applying the lines controlled by a centralised system, centralised control of each of the temperature-controlled areas, etc. • Efficient installations: high efficiency lighting, sectorised lighting system; presence detectors in places used sporadically, low energy consumption lifts, low water consumption taps and bathroom elements, etc.

• Natural, efficient exterior and interior isolation systems to reduce energy losses. 4 — Protection of the environment • FSC certified wood (from sustainable forest operations). • Ecological water paints. • Control of interior and exterior noise: external sound reducing class structure, isolation of reprography areas, etc. • Solar heat sensors and photovoltaic plant: solar panels to back up hot water production and photovoltaic solar panels for producing and selling electricity to the network.

With respect to this last point, the photovoltaic production of the plant opened in 2008 in the Zona Franca I Business Operative Centre was 17,640 kW/h, giving invoicing of more than 9,000 Euros.

4.6. Emissions

The Bus Network Emissions Map is a principal project contemplated in the TMB Environmental Sustainability Steering Plan in order to achieve the PO-4 objective (reduction of atmospheric and acoustic contamination, improvement of the quality of the air and fight against climate change).

TMB has developed and implemented a new tool called an emission simulator in order to draw up new maps of emissions using the characteristics of the Transports Metropolitans de Barcelona vehicles and their networks.

The preparation of emission maps is contemplated in line with the new technologies brought in or planned for the fleet (hybrid, bio diesel, diesel with suspended NOx and particulate filters, hydrogen, etc.) and the incorporation of emissions maps in the decision-taking concerning fleet distribution and network planning to reduce pollution in the city.

Direct emissions of CO2 FMB 2008-2010 Tn CO Tn CO Tn CO Origin 2 2 2 2008 2009 2010

Consumption of compressed natural gas 1,323 1,020 1,143 in the facilities

Diesel consumption auxiliary fleet 164 175 191

Total 1,487 1,195 1,334

092 Indirect emissions of CO2 FMB 2008-2010 Tn CO Tn CO Tn CO Origin 2 2 2 2008 2009 2010

Electricity consumption in the facilities 12,966 11,427 14,463

Metro electricity consumption for traveller 35,850 35,506 37,639 transport

Total 48,816 46,933 52,102 4 — Protection of the environment

Direct emissions of CO2 TB 2008-2010 Tn CO Tn CO Tn CO Origin 2 2 2 2008 2009 2010

Diesel (litres) 47,420 46,354 44,844 Fuel consumption by the bus Bio diesel (litres) 30% 4,978 6,622 6,576 fleet and the auxiliary fleet Natural gas (kg gas) 19,369 20,922 23,264

Consumption of CNG in the facilities 1,836 1,639 1,623

Total 73,603 75,537 76,307

Indirect emissions of CO2 TB 2008-2010 Tn CO Tn CO Tn CO Origin 2 2 2 2008 2009 2010

Electricity consumption in the facilities 2,120 2,070 2,398

NB In calculating the CO2 the methodology was used that is established by the Oficina del Canvia Climàtic (Office of Climate Change) of the Generalitat de Catalunya (Government of Catalonia).

Direct emissions of NOX, particles and other pollutants of the bus fleet Total emissions Total emissions Total emissions 2008 (=Fe*real Km) 2009 (=Fe*real Km) 2010 (=Fe*real Km)

NOX (gr) 370,799,871.90 351,066,024.74 328,752,303.61 PM2,5 (gr) 8,639,331.70 7,180,412.11 6,047,194.89

CO (gr) 99,003,481.10 89,800,876.50 81,178,284.92

NMVOC (gr) 16,571,181.10 14,047,262.40 11,965,511.08

NB The calculation of CO, NOx and PM is based on the CORINAIR methodology.

093 Direct emissions of NOX, Particles (PM) and other pollutants generated by the FMB facilities, in this case for boiler combustion

Total emissions 2008 Total emissions 2009 Total emissions 2010 (=Fe*real Km) (=Fe*real Km) (=Fe*real Km)

NOX (gr) 1,344,309.52 1,037,202.89 1,161,847.74 PM2,5 (gr) 11,792.19 9,098.27 10,191.65

PM10 (gr) 11,792.19 9,098.27 10,191.65 4 — Protection of the environment CO (gr) 731,115.71 564,092.80 631,882.10

NMVOC (gr) 247,635.96 191,063.69 214,024.58

SOX (gr) 11,792.19 9,098.27 10,191.65

TSP (gr) 11,792.19 9,098.27 10,191.65

NB The calculation of CO, NOx and PM emissions is based on the CORINAIR methodology.

Direct emissions of NOX. Particles (PM) and other pollutants generated by the TB facilities. in this case for boiler combustion

Total emissions 2008 Total emissions 2009 Total emissions 2010

NOX (gr) 1,866,044.07 1,666,457.11 1,649,653.07 PM2,5 (gr) 16,368.81 14,618.04 14,470.64

PM10 (gr) 16,368.81 14,618.04 14,470.64

CO (gr) 1,014,866.07 906,318.78 897,179.74

NMVOC (gr) 343,744.96 306,978.94 303,883.46

SOX (gr) 16,368.81 14,618.04 14,470.64

TSP (gr) 16,368.81 14,618.04 14,470.64

NB The calculation of CO, NOx and PM emissions is based on the CORINAIR methodology.

094 4.7. Improvements to the waste management system 4 — Protection of the environment

TMB fosters its policy of reducing and preventing waste generation in the workshops, the company offices and the metro stations by introducing selective collection, the construction of waste stores in the work centres (Green Points - Punts Verds) and by implementing the new management model. It is therefore planned to install Green Points in all TMB facilities and to extend selective collection in the metro network. The aim is to optimise the management of the approximately 5,000 tonnes a year of waste classified into 56 different types.

GREEN POINTS

TMB has introduced procedures for following up on and controlling the management of waste from the time it is generated, passing through transport until it reaches the final treatment plant.

In 2010, Metro opened Green Points in Can Zam and Roquetes. It already had such installations in the Sagrera, Santa Eulàlia, Triangle and Vilapicina workshops.

TB opened a new Green Point in Zona Franca I and has planned another in Ponent, which will be built in 2011. These are added to those that there already were in the Horta and Triangle workshops.

The Environmental Sustainability Steering Plan precisely provides for the extension of Green Points to the remaining TMB by 2014.

095 SELECTIVE COLLECTION

As a pilot test, in July 2010 the selective collection system was started up at Passeig de Gràcia (L2, L3 and L4), Universitat (L1 and L2), Catalunya (L1 and L3) and Paral·lel (L2 and L3) stations.

After analysing the waste collected from the metro wastepaper baskets, the selection was made in three groups: paper and cardboard; plastic containers, cans and bricks, and the remaining fractions. Initially, 49 triple baskets were installed, each with three plastic bags

with a band of a different colour: blue, yellow and black, corresponding to the previously 4 — Protection of the environment defined waste groups. Thirty-eight trays for newspaper reuse were also set up.

The establishment of selective waste collection in the metro was preceded by a detailed study with the collaboration of the Environmental Area of Barcelona City Hall and the SIRESA logistics and environmental service company.

In fact, the TMB Environmental Sustainability Steering Plan provides for the implementation of selective collection in the metro network in all offices (Sant Genís, Boixeres, Ponent, Mercat Nou, Hospital de Bellvitge, Can Zam and ZAL).

Consumption of material in TB in 2010

Unit of Item Quantity Amount measure

CONSUMPTION AND REPLACEMENT MATERIAL

Tacho disks 286,000 10,995.20 UN

Bus coolant liquid 261,295 142,927.60 KGS

Rivets 72,119 2,303.94 UN

OFFICE AND IT MATERIAL

DinA4 i DinA3 paper 2,898,580 15,318.57 UN

Envelopes 196,775 5,033.81 UN

Printer toner 460 49,388.43 UN

Consumption of material in FMB in 2010

Unit of Item Quantitys Amount measure

CONSUMPTION AND REPLACEMENT MATERIAL

Track ballast 902,625 14,604.15 KGS

Clamps 328,187 17,600.85 UN

Washers 184,554 56,684.32 UN

Bolts and spitals 54,700 181,547.35 UN

OFFICE AND IT MATERIAL

DinA4 i DinA3 paper 6,111,520 33,164.31 UN

Envelopes 570,743 12,163.73 UN

Printer toner 1,206 119,398.93 UN

096 Destination of hazardous waste in 2010

Quantity Quantity Waste Destination TB (kg) FMB (kg)

Accumulators / batteries Reuse 68 7,982

Washing water Waste treatment 93,320 -

Waste with hydrocarbons Waste treatment 29,384 2,203

Lead batteries Reuse 47,594 604 4 — Protection of the environment Chlorofluorocarbons. HCFC. HFC Reuse - -

Container waste gross m3 Reuse - -

Paint or varnish Reuse 2,752 1,640

Halogen solvent (with cl) Reuse 120 103

Non-halogen solvent Reuse 3,660.5 10,975

Cloths or sepiolite Waste treatment 31,293.5 11,197.5

Accumulator electrolyte Reuse - 3,820

Dirty plastic container Reuse 844 3,520

Dirty metal container Reuse 57 198

Extinguishers Waste treatment - 5,596

Purifying mud Waste treatment 30,060 8,280

Washing line mud Waste treatment - 243,140

Oil filters Reuse 5,833.5 17

Fluorescent / hg light Reuse 218 7,479

Pressurised gas Waste treatment 344 646.5

Machinery grease Reuse - 795

Sodium hydroxide Reuse 1,000 -

Coolant Reuse 44,100 -

Septic tank silt Waste treatment - 9,000

Oil and lubricant Reuse 57,756 9,804

Batteries Reuse 648 -

Hydrocarbon separator Waste treatment 76,921 -

Aqueous cleaning solutions Waste treatment 5,280 10,095

Earth / dirty stones Waste treatment - 299

Condenser transformer with PCB Waste treatment - 250

Dry condenser transformers Reuse - 5,071

Vehicle out of use Reuse 161,255 1,925

097 Destination of non-hazardous waste 2010

Quantity Quantity Name of the waste Destination TB (kg) FMB (kg)

Banal Waste treatment 3,626,305 1,328,806

Construction and demolition Reuse - 6,000

Electric or electronic Reuse 3,875.99 5,580.01

Wood Reuse 81,106.65 551,233.85 4 — Protection of the environment Iron + aluminium Reuse 139,490 347,149.07

Aluminium Reuse 4,158 327

Copper Reuse - 1,230

Paper and cardboard Reuse 33,828 53,555

Plastic Reuse 46,800 600

Printer toner Reuse 1,424 -

Glass Reuse - 1,435

4.8. Green purchase

TMB works to include sustainability criteria in the process of purchasing products and services. In 2009, it approved the environmentally responsible purchasing policy, whose most immediate commitments included in the Environmental Sustainability Steering Plan are to present the internal green purchasing manual and progressively incorporate the environmental criteria defined in the manual of TMB products and services. The environmental criteria of the bus fleet are a clear example.

098 4.9. Water treatment and reuse

All of the workshops with a washing line have installations for treating and reusing the waters used in the process. However, TMB wishes to continue to investing in increasing 4 — Protection of the environment energy efficiency and optimising water management by means of water and energy audits in their facilities and by defining and implementing optimisation measures and mechanisms to monitor and control the situation, as is contemplated in the Environmental Sustainability Steering Plan.

The bus coach houses have waste water and rainwater collectors and comply with applicable regulations by following the process to achieve permission from the Entitat Metropolitana de Barcelona to tip into the sewers.

The Triangle Business Operative Centre has had a tipping permit since 2009 and the per- mits for Zona Franca and Horta were processed in 2010, which meant analysing the situation in each of the centres, defining the corrective actions and necessary modifications and changes to meet all of the conditions of the tipping regulation of Entitat Metropolitana de Barcelona.

Water consumption in TMB in m3

2008 2009 2010

Bus 45,423 38,405 44,577

Metro 80,614 78,892 90,378

Total 126,037 117,297 134,955

Water treatment in buses and metro in m3

2008 2009 2010

Treated water 17,359 18,661 15,316

Recirculated water 12,226.5 13,449.6 11,081.6

Tipped water* 4,165 3,948.9 3,694.9

* This is waste water sent into the public sewers and which meets the tipping parameters established by current legislation.

099 Involvement with the citizens

5100 Landmarks 2010

Constitution of the TMB Foundation — First edition of TMB ‘Primavera Cultural’ — Opening of the Mercè Sala Space — Subtravelling Festival 2010 — 4th addition of the TMB Short Story Contest — Signing of a collaboration agreement with Barcelona Education Consortium and inclusion of the new ‘TMB moves for education’ workshop in its educational offer — 41 special services to enhance the independence of people with special mobility needs — The reuse of unused assets in cooperation projects exceeded 300,000 euro — Agreement with Action against Hunger — 90 disseminating collaborations with several entities

101 Targets 2011

Creation of the TMB photographic archive

In addition to the public transport service it offers, TMB goes further in its involvement with the citizens. This is shown by the constitution of the TMB Foundation in 2010 and a wide range of cultural, educational and supportive initiatives carried out by the company, as was the case of the first edition of the Primavera Cultural and the new ‘TMB moves for education’ workshop in the TMB Educa program.

102 5.1. The TMB Foundation starts up

The TMB Foundation was formally constituted in 2010 and is an entity whose main objectives are to ensure the preservation and dissemination of the company’s historical and cultu- with the citizens 5 — Involvement ral heritage, and to work in the social area to encourage inclusion, accessibility, cooperation, solidarity and the values of public transport as a sustainable option.

The trust is made up of FMB, TB and Projectes i Serveis de Mobilitat, along with the Fundación ECOM and the Fundación ONCE, which reinforced the entity’s social profile.

The following are some of the activities that will be carried out: • Inventory, preservation and protection of TMB’s historical and cultural heritage, which includes more than 60 vehicles that have given service in Barcelona since the end of the 19th century to the beginning of the 21st, and which are now assets of the foundation. • The organisation of cultural and training activities. • Fostering of research on collective and public transport and particularly on the environmental improvements that can be made. • Editing publications, giving grants and carrying out all kinds of initiatives in the line of promoting public transport accessible to one and all within the framework of a culture of sustainable mobility.

According to articles 5 and 6 of its statutes, the Foundation assumes activities that were previously carried out by TB and Metro and will therefore receive the resources from these companies that it needs to cover expenses.

Similarly, TMB has donated all of the historical vehicles currently forming part of its historical and cultural heritage.

103 5.2. Preservation of the historical vehicle heritage with the citizens 5 — Involvement

The restoration of bus number 410 Aclo was completed in 2010. This vehicle was registered in 1949 and served most of the urban bus routes and some intercity. It was withdrawn from circulation in 1965 without any future intention, until in 1978 it was excellently restored in the Vilapicina coach houses both in appearance and mechanically, and was presented at the Expomòbil 78 exhibition. From 1979 to 1988 it circulated on a tourist line (the Zoobus). Finally, the need for further restoration obliged it to be withdrawn in 1989.

The Washington tram, a vehicle that came to Barcelona by sea in 1961, is also being restored.

In addition to its work in preserving the historical and cultural heritage of the company, TMB wishes to share it with the citizens to show how the changes in mobility have enhanced the evolution and growth of the city itself. TMB therefore has land in the Zona Franca, alongside the future L9 Mercabarna metro station, where there is a Modernist warehouse that will house the future permanent exhibition of vehicles, once it has been restored and suitably prepared.

5.3. Promotion of culture

From 17 March until the end of June, the first edition of the TMB Primavera Cultural was held on the Metro and bus network. This consisted of a series of actions and events framed within six large areas: music, exhibitions, fashion, stage and audiovisual arts, literature and history. The purpose of the event was to bring users to the social and cultural values of the city of Barcelona and its metropolitan area, and at the same time to enhance the image of TMB.

Among the activities that form part of this program, there were habitual ones such as musi- cal performances in the metro, but many new, pioneering cultural proposals also stood out, such as a fashion parade at Diagonal exchange (L5), trips on historical bus and metro vehicles, the opening of a new exhibition hall at Diagonal metro station (L5), the Espai Mercè Sala, and a dance show for a whole day on the metro.

What’s more, TMB organised different activities between 12 and 17 April for the Year of Cerdà in collaboration with the Barcelona Culture Institute (ICUB) and the Barcelona Contemporary Culture Centre (CCCB). In Universitat station (L2) a ‘fast video’ was set up where users were able to explain before the camera how they imagine Barcelona will be in the year 2159. The recorded messages were left in the Time Capsule of the Year of Cerdà, which will be left in the city and will be accompanied by instructions for it to be opened in 150 years.

In addition to this, in 2010 TMB put on the 2nd ‘With Music elsewhere’ cycle, a project that consists of creating an agenda of concerts by metro musicians in the civic centres of the different districts of Barcelona, in which some of the performers who usually play at the 32

104 points of the suburban network performed.

The cycle also brought in the sixth edition of the suitability tests of musicians in the metro, in which new candidates gained a licence to perform in the suburban network after a jury had considered their suitability. After nine years of musicians on the metro network facilities, TMB and the Association of Street Musicians (Amuc BCN), with the collaboration of a jury made up of teachers from the IJPC School of Musicians, organised a new audition to guarantee the quality of the suburban music. with the citizens 5 — Involvement Actions of the TMB Primavera Cultural 2010

Area Action Dates Place

Music María Canals competition 17 & 18 of march Universitat (L2)

Scenic and audio-visual arts Dance Happening 27 of march Trinitat Nova (L3) / Universitat (L2) / Diagonal (L3-L5)

Exhibitions/Miscellaneous Year of Cerdà 12-17 of april Universitat (L1-L2) / Passeig de Gràcia (L2-L4)

History Night visit to historical metro 14 of april Metro

Music Musician idealness tests 16 of april Universitat (L2)

Music With music elsewhere 16 of april Universitat (L2)

Literature Paseo Joan Brossa 17 of april Bus

Literature Sant Jordi 23 of april Metro and Bus network

Scenic and audio-visual arts Dance-Percussion 5 of may Universitat (L2)

Verdaguer (L4-L5) / Tetuan (L2) / Lesseps (L3) / Music Opera Day 9 of may Fontana (L3) / Ciutadella / Vila Olímpica (L4)

Exhibitions/Miscellaneous 22nd TMB Gymkhana 8 of may Streets of Barcelona

Literature Poetry Week 13-19 of may Bus

Scenic and audio-visual arts Video Art ‘Connectats’ 19-21 of may Diagonal (L3-L5)

Universitat (L2) / Passeig de Gràcia (L2) / Music San Miguel Primavera Sound 22 of may Sagrada Familia (L2)

Exhibitions/Miscellaneous Mercè Sala space From 1st of june Diagonal (L5)

History Rally of historical vehicles 30 of may Barcelona-Caldes of Montbui

Moda Sub ModaFAD 17 of june Diagonal (L3-L5)

Exhibitions/Miscellaneous Barcelona Metro a Metro 22 of june Funicular of Montjuïc

Another Primavera Cultural activity was the organisation on 15 May of a literary route following the poetic view of the city described in works by authors such as Verdaguer, Joan Maragall, to the present Última Oda a Barcelona by Luis Calvo and Jordi Valls, and the Barcelona of David Caño. The three authors, along with the poet Laia Noguera, accompanied the travellers on this trip around Barcelona, from Collserola to Montjuïc. The action was held for the Poetry Week organised by Barcelona City Hall.

105 Inauguration of the EspaI Mercè Sala

As part of the first edition of TMB ‘Primavera

Cultural’, on 10 June the Espai Mercè Sala with the citizens 5 — Involvement was opened as a new exhibition hall in the TMB metro network. The hall receives the name of the person who presided the company between 1980 and 1991, and gives a strong impulse to metropolitan public transport. The space occupies the former connection passage between the Diagonal halls, which was suppressed when the exchange was reformed, and is created with the intention of becoming a location for exhibitions but also a point for meeting, creativity and citizen participation. It will receive both its own productions and productions resulting from collaboration with entities and institutions, largely related to public transport. The space was opened with ‘The pulse of the city’, a display of metro photographs taken by Underground users from the Flickr social network. The exhibition replies to the programme that TMB wants for the new setup: to disseminate experiences and views related to mobility and public transport that are had in the infrastructures and/or the urban surroundings by people who use the service or have very close contact with it.

106 SUBTRAVELLING FESTIVAL 2010

Between 15 and 24 October, TMB organised the 2nd International Short film Show in the Metro Subtravelling, projecting the best creations of animation and fiction in short films. The Festival web page received more than 39,000 visits and 18,000 users enjoyed the minia- ture cinema in Universitat station. On 23 October, the prizes were given out at the Barcelona Maritime Museum, with over 300 people in attendance. The action was well received (8.4 out of 10) by those taking part, and was given a 7.4 by those not doing so.

The show started a new category ‘Film in TMB’, a public contest for making a three-minute with the citizens 5 — Involvement film on a mobile phone in the TMB metro and bus facilities. Around sixty short films were presented, and the contest was finally won by ‘Fábrica de sueños’, with ‘Transbordo’ in second place and ‘Buen viaje’ third.

In the ‘Microshort’ category, the work of fiction chosen by the audience was ‘Post-It Love’, whereas most votes in the animation category went to ‘Solved’. In the ‘Campus’ category, a total of 12 short films made by the pupils of the cinema schools and universities in Catalonia were selected. Finally, ‘Ejercicio’ was chosen (El dedo en el ojo SL - Bande à Part. Escuela de Cine de Barcelona) as the best audiovisual piece.

8th MUSICIAN FESTIVAL IN THE METRO

From 11 to 13 November, the Universitat station hall received a true marathon of concerts led by a large part of the performers who habitually perform at certain points of the underground network facilities.

The new development from 2010 was a cultural exchange of metro musicians between Porto and Barcelona in order to enrich the relationships between both cities and also to achieve greater cultural notoriety before the public. A documentary was also made on the interior details of the Musicians in the Metro program, which was put on screens inside the metro and on the website.

107 VOLL-DAMM INTERNATIONAL JAZZ FESTIVAL OF BARCELONA

The Universitat and Passeig de Gràcia metro stations became two of the stages for the 42nd edition of the Voll-Damm International Jazz Festival of Barcelona on 20 and 29 October, with performances by the bass player Charlie Moreno Project and the duo formed by Charlie Moreno and Gemma Abrié.

For TMB, this participation in the festival was a chance to relate public transport to urban culture and the young audience. with the citizens 5 — Involvement

4th EDITION OF THE TMB SHORT STORY CONTEST

In 2010, the company held the 4th edition of the Short Story contest of Transports Metropolitans de Barcelona (TMB), in order to celebrate the feast of Sant Jordi. These are texts on a single page in Catalan or Spanish telling a story that has been experienced or ima- gined on a bus or the metro. All of the actions revolved around a web 2.0 where customers can send their stories, read them and discuss them. This initiative was carried out with the collaboration of Grupo Planeta and Grupo 62 through the publishing stamps Booket and labutxaca.

Of the 2,500 stories received, two types of winners were chosen. On the one side, there is a prize from the jury with the renowned writer Emili Teixidor as its president, in the general category and with two special mentions; and there is also a special prize given the name of ‘Nos mueve la sostenibilidad’ which chooses the story that best relates to the subject of sustainability and bus and/or metro. The competition also had a special category for children (8 to 12 years old), with a win and two distinctions.

To promote the competition, the writers Màrius Serra and Sílvia Soler wrote the first mobile short stories about a story on a bus and in a metro station hall.

What’s more, during the Sant Jordi festivities free copies were given out of a book made with the selection of the stories presented in the third edition of the contest, with the title of Stories on bus and metro, published by Planeta.

108 5.4. New developments of the TMB Educa educational programme with the citizens 5 — Involvement

In general terms, in 2010 a total of 348 visits were made as part of the TMB Educa program, representing the attendance of a total 9,077 students.

Educational visits 2010 Type of visit Number of visits Number of visitors

School 312 8,316

University 5 106

Special Education 19 386

Occupational Training 12 269

Total 348 9,077

Similarly, TMB Educa collaborated on 48 school and university research works included in the database that registers both students and educational centres and the works done.

The relationship with the Education Consortium was consolidated throughout the year with an agreement signed and the incorporation of the new ‘TMB mousse for education’ workshop in the offer, posted in the Official Gazette of the Government of Catalonia, and which is included in the educational offer of the curricular diversification courses.

The workshop consists of 10 working sessions lasting three hours each, programmed in TMB in a real environment. The structure is based on knowledge of the operation and management of the TMB transport network to learn what the service means and how it affects citizens’ mobility.

In this sense, in the third quarter of the 2009-2010 year two pilot trials were carried out of this workshop in the Juan de Austria and Salvador Espriu secondary school institu- tes. Following their satisfactory assessment, on 21 September an event was carried out at Sagrera L9/10 Station with the signing of an agreement between TMB and the Barcelona Education Consortium, in which the secondary schools that had done the workshop in the school year 2010-2011 took part.

Furthermore, the bonds were strengthened with the Education Department of Barcelona Regional Council so that TMB Educa might continue to take part in the local educational projects of the municipalities of Barcelona Metropolitan Area. The relationship was maintai- ned with the Council of Pedagogical Coordination in the ‘Education for Citizens’ workgroup; two new educational textbooks were designed in terms of content and production, corresponding to the ‘Let’s go to Montjuïc by public transport’ and the ‘Let’s visit the Metro coach house’ activities and the textbook corresponding to the ‘24 hours by bus’ activity was updated.

The TMB Educa project was also extended to other municipalities of Barcelona Metropolitan Area such as Sant Adrià del Besòs.

109 5.5. Support for the celebrations in the city with the citizens 5 — Involvement

LA MERCÈ FESTIVAL

On the occasion of the Mercè local festival, an informative campaign was carried out which, in addition to giving all of the information about extraordinary transport, was intended to inform on how to use it to get to all of the events. TMB customers were able to select the activities in which they were interested and share them on the social networks to be informed of the timetable and place where the event was to be held.

A photography competition was also held and the Mercè Gymkhana was sponsored with the support of a communication campaign focused on a micro site where participants could find all of the information they needed regarding registration and participation.

CHRISTMAS

The Christmas 2010 campaign had special actions such as the creation of a space in Universitat station called Christmas Box, where people could sing the TMB carol created especially for the occasion. The karaoke action was recorded and hung directly on the TMB channel on YouTube and on the micro site created for Christmas, and the participant viewed most times was awarded.

5.6. Solidarity in TMB

PROMOTION OF VOLUNTEERING

TMB has 460 volunteers (almost 6% of the payroll) involved in five volunteer profiles: bus driver, metro guide, TMB Educa monitor, a volunteer for one day and volunteer for development. Throughout the year, four calls were made for external volunteers and 46 internal, a specific training session was given on fair trade (14 volunteers) and two training sessions were carried out on starting out as a volunteer.

Forty-one special services were given to enhance the independence of people with special mobility needs, with the participation of 18 volunteer drivers, and this philosophy was passed over to metro with the new form of metro volunteer guide. Six actions were performed for the psychically disabled, with the participation of five volunteer guides.

Finally, a specific campaign was started to recruit volunteers through the ‘I am supportive, I am TMB’ commercial, which was broadcast at the participation systems meeting for the first time.

110 COLLABORATION WITH ENTITIES

In 2010, development also continued on the programme of direct donations from TMB to local entities and groups, and international donations within the framework of the collaboration agreement with the Association of Municipalities of Barcelona Metropolitan Area, to apply unused TMB assets to cooperation projects. The value of the donated assets exceeded 300,000 Euros.

TMB also took part in disseminating others’ activities and/or events. In this sense, special mention must be given to the agreement established with Action against Hunger, which ena- with the citizens 5 — Involvement bled four actions to be developed in favour of the entity. There was also sporadic collaboration with 16 social entities in the area of dissemination. The traditional food collection campaign was carried out for the Food Bank Foundation, and finally, numerous supportive proposals were also received from the employees within the line of action ‘You supportive? All supportive!’ which were answered within this framework.

‘THE SILENCED HUNGER’

In December in the Mundet metro station (L3), it was possible to see the exhibition ‘The Silenced Hunger’, a series of photographs explaining the great work being done by inhabitants of countries such as Nigeria and Mali to cope with the malnutrition they suffer from and the difficulties they find in their daily lives. The show was promoted by Action against Hunger with the collaboration of TMB and the financing of the Catalan Development Cooperation Agency. All of the images were taken by the photographer Susana Vera, the winner of several Picture of the Year International awards and the Godó prize for Photo Journalism 2005.

111 5.7. Relations with the community

MORE THAN 70 CORPORATE EVENTS with the citizens 5 — Involvement

TMB organised a total of 70 corporate institutional events in 2010, 20 were part of the Primavera Cultural program. There were also 13 meetings with national and international professionals which took place in Barcelona and in which TMB acted as host and organiser.

Meetings organised by TMB in 2010

Date Technical Meeting

25/01/2010 Metro Safety Meeting

26/01/2010 Railway Company Sustainability Forum

31/01/2010 Meeting Railway Communicators

2-3/03/2010 POLIS Mediate Working Group

11-12/03/2010 Barcelona Metro Automation International Meeting

11/03/2010 Observatory of Automated Metro Lines of the UITP

16/06/2010 Meeting of the ATUC executive commission

16-18/06/2010 L9 Railgrup technical meetings

28/06/2010 Nova project

29-30/06/2010 ALTRAN Railway Safety Seminar

1-3/12/2010 UITP Metro International Assembly

01/12/2010 UITP Metro Committee

01/12/2010 Observatory of Automated Metro Lines of the UITP

Regarding the institutional visits, 80 visits were made in 2010 by representatives of national and international governments, other transport operators and different associations, organisations and groups.

On 11 and 12 March, the ‘International Presentation of Line 9. The automation of the Metro in Barcelona’ meetings were organised by TMB and Ifercat, with collaboration from Railgrup and Siemens. Managers and people responsible for institutions and operators from a dozen countries of Europe, America and Asia took part. There were representati- ons from Moscow, Hong Kong, Buenos Aires, Bogotá, Berlin, Paris, Lyons, Rome, Milan, Copenhagen, London, Brussels, Prague and Lisbon, in addition to Madrid, Bilbao, Valencia, Seville and Barcelona.

During the meetings, the participants visited the Santa Coloma de Gramenet subsection of line 9, line 11, which is also automated, and the Metro Control Centre where the automatic and also the conventional line supervision is centred.

112 Automatic Metro Observatory

By decision of the International Union of Public Transports (UITP), TMB directs its

Automatic Metro Observatory created in with the citizens 5 — Involvement 2005. The members of this Observatory include the main operators of automatic metros throughout the world: Paris, Hong Kong, Nuremberg, Copenhagen, Singapore, Lausanne, Lille, Lyons, Rennes, Vancouver, Rome and Dubai, in addition to Barcelona, which presides it. The Observatory is intended to meet its members’ information needs concerning the operation of automatic metros. With the knowledge of its members, it produces documentation which is periodically made available in the UITP.

RELATIONSHIP WITH THE PRESS

In 2010, 9,253 TMB appearances were managed in the media. 67% were favourable to the company approaches, 3% were unfavourable (4.5 points down on the previous year) and the remaining 30% may be considered neutral. The most widely discussed subjects in the year were particularly the metro L9/10 (13% of the total), following the opening of L10, in addition to the later extension in Sagrera, the financing system, new concessions, etc. Also outstanding for the volume (5% of the total) is the information on cultural actions and particularly the first edition of TMB Primavera Cultural.

The proactive work of the cabinet concentrated on carrying out and disseminating six informative dossiers, 211 informative notes and remaining in constant contact with the media.

Work was also done on seeking applications for creating a TMB Photographic Archive, which is expected to be available for 2011.

113 6 on innovation Firm stake 114

5 — Involvement with the citizens Landmarks 2010

Continuation of the start-up of L9/10 with the adaptations made in the new Metro Control Centre — Continued development of the deployment of the Technology Management Model — Start or continuation of all projects identified in the Roadmap of the Technology Steering Plan (PDT) — Start of the implementation of the Mou TV channel — New TMB Virtual application for information on public transport in the field via mobile phone — Approval of the new IECISA payment gateway which includes the EMV protocol — Incorporation of the QR code at stops

Targets 2011

Start-up of the new TMB website based on 2.0. technology

115 6.1. Technology management model

The TMB Technology Area seeks to give value by providing specialised services for business to on innovation 6 — Firm stake facilitate change by innovation and proactivity and resolving problems from a multidisciplinary standpoint. To continue with the evolutionary process started as part of the Technology Steering Plan and to consolidate the creation of the area, a change of paradigm has been made to steer the area towards the management of technological services.

What’s more, work continued in 2010 on the development of the Technology Management Model started in 2009, which basically has three objectives: • To cover the internal organisational model aimed at service • To reply to the processes of the general framework • To steer the implementation of more suitable tools

6.2. Internal innovation

• Technology Steering Plan: Start or continuation of all the projects identified on the Technology Steering Plan Roadmap and those assigned a budgetary item. Of these, the following must be highlighted: development of the trite and fibre optics, stamping and sale systems adapted to the new credit cards with microchip and start of the strategic Mou TV project in order to replace the present Canal Metro. This new platform will be available at stations, on metro trains and buses and is intended to be a unique medium with updated, corporate contents and information on the service. • New corporate portal (new web 2.0): Development and presentation of the new TMB website based on 2.0 technology which will be operative in 2011. • Virtual TMB: in 2010, citizens were made available the Virtual TMB application in a version for iPhone 3GS and iPhone 4 telephones and another for those using the Android operating system. By focusing the telephone camera in any direction, the screen presents indicated signs superimposed over the real image of the stops, lines and distance in metres to each one. By placing the telephone horizontally, the apparatus becomes a compass and each stop is shown as an arrow indicating the way there.

116 METRO

• Continuation of the start-up of L9/10, with the changes made in the new Metro Control Centre. • A further 21 stations have been provided with mobile phone coverage to complete phase 5 of the project, and there are now 121 stations in the conventional network with the GSM telephony service.

• In 2010, the project was completed to adapt technical cameras, which now covers on innovation 6 — Firm stake 37% of the refurbished cameras. • Concerning the cabling infrastructure, tritub and fibre optics were installed this year in Phase I and II, and Phase III was adjudicated and started. 76% of the fibre optics and 84% of Tritub are in operation or under contracting. 2010 also saw the tender and adjudication of development phase I of the new 10 Gigabit Ethernet communication network. • Sermepa approved the new IECISA payment gateway that includes EMV protocol, a credit card interoperativity system with a microprocessor, which will become a necessary European standard for all credit card operations. The implementation of the first 99 distributor machines is contracted.

BUS

• Deployment of 125 PDA devices (33 personal and 92 shared) for access to the Operation Help System, electronic mail and mobile telephony. New functions are being provided: regulation, alteration details and command location. • The performance of two prototypes with different providers that guarantee the feasibility of the renovation of the bus on board sale and stamping system. This implementation will eliminate the sales desk (obsolete) and the infrared transfer system in the coach house. • Incorporation of the QR code in the posts. Using this technology, users can access information associated with each stop and the lines used, which will greatly enhance the connection with the iBus. • Improvements to the Driver Information System represented by a new TFT touch screen that includes all of the functions of the present Operation Help System and brings in additional support information such as control of the location and communication systems, the route sheet, timetable and line route. • Bus transfer centre (CT-BUS): This project uses the wireless network to detect the presence or absence of connected buses in order to be able to update them. The system includes a central server with the support of the database that concentrates all statistical and process information, while the contents are stored in the coach house server.

117 6.3. Encouraging network innovation

In 2010, TMB took part in the following research and development projects of which other on innovation 6 — Firm stake organisations form a part:

• Hybrid-Bus-BCN: In 2010 the project was started that is partially joint financed by ACC10 of the Government of Catalonia, which researches into hybrid and electrical drive technologies applied to urban buses. Specifically, the intention is to investigate applicable procedures for turning a conventional urban bus driven by diesel technology into a hybrid bus (diesel-electric). • ERRAC: This project of the Seventh Framework Programme of the European Union is a technology platform that promotes European research in the railway field both for the national network and the local, urban, suburban and regional. ERRAC brings together the representatives of the European Union, the member states and the railway R&D players (operators, industry, researchers...), and suggests the priority R&D subjects to the European Union for the forthcoming framework programmes, and especially the eighth. This platform has been established until 2013 and TMB is one of the two representatives of the Spanish state. • ModSafe: One of the conclusions of the European Union ModUrban project was the need to investigate in the field of railway safety in order to establish even criteria in the urban railway transport industry, in order to increase safety, reduce the delivery time and expenses of the products required by the operators. Among the ModUrban members within the Seventh European Union Framework Program, a proposal known as ModSafe was presented in this sense, which was approved and research activities are now under way. It is expected to be completed between 2011 and 2012. • Urban Tracks: The aim of the project is to develop innovative products based on 2020 ERRAC Vision, a low-cost life cycle railway infrastructure system that is high-performance, modular, safe, quiet and smooth, ans also compatible with the European market. The project started in January 2006 and finished in the summer of 2010. • Elecrail: In railway transport, electricity consumption has an important weight in the operational expenditure. Furthermore, the high electrical consumption also has negative consequences on the environment. This project studies the processes of electrical consumption in the railway world and identifies elements that can be improved, finally defining a series of recommendations for reducing consumption. The project, which is joint financed by the Ministry of Industry, started in 2008 and ended in the second quarter of 2010.

118 6.4. Advice in innovation

The purpose of the Department of Technical Corporation and Foreign Promotion of TMB is to on innovation 6 — Firm stake contribute to expanding other transport networks by providing its knowledge and technical, commercial, administrative, personal and legal experience, and by making engineering projects.

The projects currently being developed in surface networks are the following: • Rijhad (Saudi Arabia): for the transport operation of the King Faisal University. • Casablanca (Morocco): restructuring of the urban transport network in this city’s metropolitan area.

Regarding the projects carried out in recent years, TMB has taken part in the following: • Caracas (Venezuela): controlling the manufacture and testing buses, training maintenance managers, drawing up conditions for the Operation Help System and training technicians, amongst other things. • Monterrey (Mexico): preparing the bus fleet Maintenance Plan. • Canary Islands: studying management and operation improvements, studying transport in Tenerife, as well at its demand and the tariff integration project. • Ciudad Guayana (Venezuela): urban network planning. • Calvià (Majorca): performing the study of the urban transport network and the study of citizens’ mobility by taxi to draw up the new regulation. • Tunis: carrying out the second phase of the circulation plan, the study of tariff integration for public transport in the city. • Panama: carrying out the bus integrated transport system study. What’s more, the consortium formed by TMB, Ayesa and Inelectra has been selected to manage the project and give technical assistance in the operation of the first metro line in the city of Panama. • Chile: analysing the responsibility and control of the public transport systems.

119 Responsible and sustainable supply

7120 The companies of TMB -which lie in the public sector and are considered adjudicating powers- contract goods and services in accordance with Law 31/2007, the regulation that establishes the procedures for contracting in the water, energy, transport and postal service sectors, and through which directives 2004/17/CE and 92/13/CEE are incorporated into Spanish legal ordinance.

Law 31/2007 deals with the procedure for adjudicating contracts referring or related to their own activity and which have a total amount, in relation to work, of 5,150,000 Euros or more, and regarding the adjudication of supply and service contracts, amounts of 412,000 Euros or more.

As for contracts with a value under the mentioned thresholds or excluded from Law 31/2007 7 — Responsible and sustainable supply for objective reasons, they will be subject to the pertinent regulations of Law 30/2007 concerning Public Sector Contracts, without being applied the regulations established ex- clusively for contracts subject to harmonised regulations, in other words to European regulations. This translates into the provision of compulsory internal instructions that have to be suitably approved by the top bodies in TMB.

The principles that guide the contracting activity in TMB are: freedom of access to tenders, advertising and transparency of procedures, non-discrimination and equal treatment of candidates; the assurance of the efficient use of funds intended for carrying out works, purchasing goods and contracting services, by requiring a previous definition of the needs to be met, the safeguard of free competition and a selection of the economically most ad- vantageous offer.

121 Policy of Environmentally and Socially Responsible Purchasing

The purchase and use of products and services has an environmental and social impact on the surroundings. TMB is aware of the positive impact it can have on the environment and society, and has an Environmentally and Socially Responsible 7 — Responsible and sustainable supply Purchasing policy by virtue of which environmental and social criteria are applied in purchasing its products and services in order to achieve benefits for the environment and the whole of society.

This policy determines that: • The TMB management will support and become involved in developing the policy of purchasing products and services that meet environmentally and socially responsible criteria. • The staff will participate in preventing the impacts associated with the purchases by bringing environmental and social criteria into the conventional purchasing criteria. • The environmental and social criteria will be considered in the purchasing planning phase and in the decision taking. • All departments, offices and institutions shall make sure that the contracted agents preferably use environmentally and socially responsible products and that the environmental and social aspects are contemplated in the services on offer. • Responsibility for Environmentally and Socially Responsible • Purchasing will be shared between the staff requesting the product/service and the purchasing staff. • Environmentally and Socially Responsible Purchasing will be one of TMB’s main commitments in preventing pollution.

122 TMB agrees to: • Increase the purchase of Environmentally and Socially Responsible Products and Services. • Identify and implement pilot projects in order to enhance the incorporation of environmental and social criteria in purchasing products

and services. 7 — Responsible and sustainable supply • Establish programs to encourage the agency involved in managing purchases to favour the promotion of Environmentally and Socially Responsible Purchasing. • Promote responsible purchasing by fostering consumption savings policies. • Incentives on including clauses of social and environmental behaviour in processes.

123 7.1. Contractual activity control and management bodies 7 — Responsible and sustainable supply TMB has several bodies managing and controlling contractual activity. The top contracting bodies are the Executive Commission and the Contracting Committee.

Executive Commission

• The functions of the Executive Commission as a contracting body are: • To approve the start of the tender process for contracting works, services and supplies and those generating an accessory income to the operation of €200,000 or more. • To approve the adjudication of the tenders for contracting works, services and supplies and those generating an accessory income to the operation of €200,000 or more. • To approve special agreements for purchasing goods and services exceeding €200,000. • To inform on the purchase of all kinds of goods and sell-off of equity over and above the amounts determined each year. • To approve the functional projects that serve for carrying out construction, refurbishment and maintenance work, provided the tender process for carrying it out is authorised by the Executive Commission. • To approve the start of the process for contracting financial credit and leasing operations, and the corresponding adjudication to enable the contract to be formalised. • To monitor both the investments in course carried out by the company and the investment in the Metro and Bus Network, commissioned to external investment institutions. • To know and approve, as the case may be, the final settlement of the works, service and supply contracts that have been authorised by the Executive Commission.

124 Contracting committee

The Contracting Committee is made up of eight permanent members: the director-general of Corporate Services acting as the chairman; the director-general of Metro; the director- general of Bus; the executive manager of the Presidency Cabinet; the Administration and Finance manager; the assistant general manager of Corporate Services; the manager of Legal Advice and; the technical coordinated of the deputy executive officer acting as the secretary of the Committee; the manager of the Supply and Logistic Service. Also in attendance the manager of the Control Area of Management, Budgets and Auditing, as the person responsible for Budgetary Control, the manager of the Technology Area, the manager of Marketing and Accessory Income, the manager of Maintenance and Projects, the director of the area responsible for contracting or putting out to tender, who may attend 7 — Responsible and sustainable supply with specialists on the subject.

Its functions are to suggest the following to the Executive Commission for approval: • The start of the tender process for contracting works, services and supplies and those generating an accessory income to the operation of €200,000 or more. • The adjudication of the tenders for contracting works, services and supplies and those generating an accessory income to the operation of €200,000 or more. • The functional projects that serve for carrying out construction, refurbishment and maintenance work, provided the tender process for carrying it out is authorised by the Executive Commission. • The start of the process for contracting financial credit and leasing operations, and the corresponding adjudication to enables the contract to be formalised. • The final settlement of the works, service and supply contracts that have been authorised by the Executive Commission.

125 7.2. Advertising of the contractual activity

TMB’s contractual activities are advertised in accordance with the provisions of Law 31/2007, whenever this might proceed and, in any case, with everything that is determined by TMB’s internal regulations, depending on the nature and the value of the contract, but 7 — Responsible and sustainable supply always guaranteeing compliance with this general principle. The priority means of dissemination of the contractual activity and with the effects derived from the provisions of Law 30/2007, is through the Contracting Profile, which is accessed through the institutional web site www.tmb.cat, without prejudice to any advertising that might be made through the official gazettes or other means whenever necessary.

Furthermore, TMB has its own classification system called PROTRANS, in accordance with the principles and conditions established by Law 31/2007 and with the effects derived from this regulation regarding advertising and calling for tenders.

The register of PROTRANS suppliers is a common system made up by the most important, significant transport operators and created in order to provide an effective, objective and permanently updated management tool to select suppliers and contractors.

All interested economic operators can ask for registry and the corresponding classification in the PROTRANS supplier register, the existence of which TMB states by annual publication in the official gazettes. To form part of the register certain questions are asked to relative to the area of Corporate Social Responsibility: belonging to some kind of insurance system, subscription to certain environmental, social and labour standards, availability of anticor- ruption systems and the application of responsible working practices, amongst others.

TMB fosters the contracting of local suppliers. 56.3% of TB suppliers belong to one of the 11 municipalities where the organisation operates. In the case of FMB, the percentage of local suppliers is 76%.

In 2010, the 1st TMB supportive consumption exhibition was held as an action to raise awareness in collaboration with Intermon Oxfam and Conductors Solidaris de Catalunya

126 7.3. Towards electronic billing

Throughout the year, work was done on the procedure and implementation of digitisation of supplier invoices with the following objectives:

• To reduce the time required for accounting supplier bills to put more time into 7 — Responsible and sustainable supply other work of greater added value. • Greater efficiency and speed in attending suppliers and internal customers in dealings related to invoicing. • Greater security and speed in obtaining payment information in treasury forecasts. • Time reduction and space saving in storage.

127 Economic action

8128 8. Economic action

The year 2010 was outstanding for a considerable increase in the metro offer caused by the 8 — Economic action extensions of L2, L5 and L9/10, which had an affect on the Profit and Loss Accounts.

Total income for the TMB consolidated group (including service subsidies) grew by 9.4% over the previous year. Income derived from travel tickets increased by 15.4 million Euros (+4.9%) thanks to the larger number of passengers. Accessory income rose by 9.2 million Euros and service subsidies grew by 11.7% with respect to the previous year. As part of the accessory income, 5.2 million Euros came from invoicing to Ifercat for maintenance work performed on the infrastructures of L9/10 by Ferrocarril Metropolità de Barcelona, S.A. Other items that grew considerably throughout the year were those arising from fees for advertising and special services on the bus shuttle lines, amongst others.

All of the operation expenses before redemption grew by 9.3% over the previous year. By items, greatest growth was seen in Outsourced Services with 47.7 million Euros and, with regard to the previous year, the increase due to the fee on L9/10 paid to Ifercat of 26.2 million Euros, the 11 million Euro increase in train renting, and the increased expense of certain items such as the repair and preservation of machinery, installations and tools, the repair and preservation of fixed installations, the expenses of security and cleaning in stations, buildings and transport elements, amongst others.

Another item that also grew significantly was Supplies (+12.8%), mainly among materials for consumption and replacement.

What’s more, attention must be drawn to the more moderate growth of Energy and Fuel expenditure (+3.4%) and that of Operative Personnel (+2.3%).

Finally, net redemption grew by 12.1% over the previous year. The fall in financial expenditure of -3.9% should also be stressed.

129 Consolidated profit and loss account of the TMB group (in thousands of Euros)

Difference % difference Year 2010 Year 2009 2010-09 2010-09 XXX XXX XXX XXX

A) ON-GOING OPERATIONS 8 — Economic action INCOME

Sales 329,806 314,424 15,382 4.9

Accesory to the operation 30,632 21,439 9,193 42.9

Special subsidies 9,298 8,239 1,059 12.9

Service subsidies 341,428 305,796 35,632 11.7

TOTAL INCOME 711,164 649,898 61,266 9.4

OPERATION EXPENDITURE

Supplies 20,947 18,570 2,377 12.8

Electricity / Fuels 49,736 48,085 1,651 3.4

Operative personnel 362,653 354,605 8,048 2.3

Contribution to the complementary pension plan 4,704 4,162 542 13.0

Personnel in the process of regulation 1,016 781 235 30.1

External services 205,424 157,734 47,690 30.2

Taxes 527 661 -134 -20.3

Variations of provisions -817 3,964 -4,781 -

Result for fixed asset sales 336 970 -634 -65.4

TOTAL EXPENDITURE BEFORE REDEMPTION 644,526 589,532 54,994 9.3

Redemptions 71,310 67,798 3,512 5.2

Capital subsidies passed on to profits and losses 14,648 17,240 -2,592 -15.0

NET REDEMPTION 56,662 50,558 6,104 12.1

TOTAL OPERATION EXPENDITURE 701,188 640,090 61,098 9.5

FINANCIAL EXPENSES

Financial expenses for correcting the complementary ATM debt 3,004 1,463 1,541 105.3

Structural financial expenses 3,836 8,139 -4,303 -52.9

Financial income from prorate return of VAT 0 -2,483 2,483 -

TOTAL FINANCIAL EXPENDITURE 6,840 7,119 -279 -3.9

Participation in profits of companies placed in equivalence 711 1,128 -417 -37.0

TOTAL PRE-TAX RESULT 3,847 3,817 30 0.8

Corporate tax -68 -8 -60 750.0

Consolidated result of the year from on-going operations 3,779 3,809 -30 -0.8 (after corporate tax)

B) INTERRUPTED OPERATIONS:

Consolidated result of the year from interrupted operations 0 0 0 0 (after corporate tax

RESULT OF THE YEAR 3,779 3,809 -30 -0.8

130 Profit and loss account in FMB (in thousands of Euros)

Difference % difference Year 2010 Year 2009 2010-09 2010-09 XXX XXX XXX XXX

A) ON-GOING OPERATIONS 8 — Economic action INCOME

Sales 218,024 203,048 14,976 7.4

Commissions and rappels -2,230 -2,077 -152 7.3

Accesory to the operation 16,071 8,267 7,804 94.4

Pension plan income 1,914 1,371 543 39.6

Special subsidies 3,108 3,212 -104 -3.2

Service subsidies 90,417 83,062 7,355 8.9

Service subsidies per rènting trens i cànons L9/10 90,571 53,373 37,198 69.7

TOTAL INCOME 417,874 350,255 67,620 19.3

OPERATION EXPENDITURE

Supplies 9,585 8,483 1,102 13.0

Electricity / Fuels 28,463 28,924 -462 -1.6

Personnel 164,342 150,795 13,547 9.0

Pensions 1,914 1,371 543 39.6

External services 170,740 123,650 47,091 38.1

Taxes 273 195 78 40.1

Variations of provisions 796 199 597 -

Result for fixed asset sales 73 922 -849 -

TOTAL EXPENDITURE BEFORE REDEMPTION 376,186 314,539 61,647 19.6

Redemptions 42,609 39,605 3,004 7.6

Capital subsidies passed on to profits and losses -6,578 -6,590 12 -0.2

NET REDEMPTION 36,031 33,015 3,016 9.1

TOTAL OPERATION EXPENDITURE 412,217 347,554 64,663 18.6

FINANCIAL EXPENDITURE

Financial expenditure for failing to settle deficit 3,004 419 2,585 617.0

Structural financial expenditure (including leasing) 2,653 4,765 -2,112 -44.3

Financial interest for prorate return of VAT 0 -2,483 2,483 -

TOTAL FINANCIAL EXPENDITURE 5,657 2,701 2,956 109.4

Year result from on-going operations 0 0 0 0 (after corporate tax)

B) INTERRUPTED OPERATIONS:

Year result from interrupted operations 0 0 0 0 (after corporate tax)

RESULT OF THE YEAR 0 0 0 0

NB The outsourced services include train renting of 64,376 thousand Euros in 2010 and 53,373 thousand Euros in 2009. This also includes 26,195 thousand Euros in 2010 by way of levies on the L9/10. 131 Profit and loss account in TB (in thousands of Euros)

Difference % difference Year 2010 Year 2009 2010-09 2010-09

XXX XXX XXX XXX 8 — Economic action A) ON-GOING OPERATIONS INCOME

Sales 117,004 116,462 542 0.5

Commissions and rappels -8,004 -7,472 -531 7.1

Accessory income 11,456 10,893 562 5.2

Pension plan income 2,790 2,791 -1 0.0

Special subsidies 6,190 5,027 1,163 23.1

Service subsidies 160,440 169,361 -8,922 -5.3

TOTAL INCOME 289,876 297,062 -7,187 -2.4

OPERATION EXPENDITURE

Supplies 11,298 10,038 1,260 12.5

Electricity / Fuels 21,174 19,063 2,111 11.1

Personnel 198,651 203,950 -5,300 -2.6

Pensions 2,790 2,791 -1 0.0

External services 35,692 35,516 176 0.5

Taxes 253 465 -212 -45.7

Variations of provisions -1,613 3,765 -5,377 -

Result for fixed asset sales 263 48 215 -

TOTAL EXPENDITURE BEFORE REDEMPTION 268,508 275,636 -7,128 -2.6

Redemptions 28,118 27,618 500 1.8

Capital subsidies passed on to profits and losses -8,070 -10,650 2,579 -24.2

NET REDEMPTION 20,048 16,968 3,079 18.1

TOTAL OPERATION EXPENDITURE 288,556 292,604 -4,049 -1.4

FINANCIAL EXPENDITURE

Financial expenditure for non settlement of deficit 0 1,044 -1,044 -100.0

Structural financial expenditure (including leasing) 1,259 3,414 -2,156 -63.1

TOTAL FINANCIAL EXPENDITURE 1,259 4,458 -3,200 -71.8

TOTAL PRE-TAX RESULT 61,3 0 61 -

Corporate tax -61 0 -61 -

Year result from on-going operations 0 0 0 - (after corporate tax)

B) INTERRUPTED OPERATIONS:

Year result from interrupted operations 0 0 0 - (after corporate tax)

RESULT OF THE YEAR 0 0 0 -

132 Profit and loss account in Projectes i Serveis de Mobilitat, S.A. (in Euros)

Difference % difference Year 2010 Year 2009 2010-09 2010-09

XXX XXX XXX XXX 8 — Economic action A) ON-GOING OPERATIONS INCOME D’EXPLOTACIÓ

Sales 5,011,471.22 4,462,781.37 548,689.85 12.3

Accessory to the operation 246.39 23,435.51 -23,189.12 -98.9

TOTAL OPERATION INCOME 5,011,717.61 4,486,216.88 525,500.73 11.7

OPERATION EXPENDITURE

Supplies 63,310.19 49,065.80 14,244.39 29.0

Electricity / Fuels 99,741.38 97,717.84 2,023.54 2.1

Operative personnel 676,897.18 640,543.37 36,353.81 5.7

External services 588,903.07 474,698.10 114,204.97 24.1

Taxes 1,101.20 1,029.14 72.06 7.0

Result for fixed asset sales 0.00 54.12 -54.12 -100.0

TOTAL EXPENDITURE BEFORE REDEMPTION 1,429,953.02 1,263,108.37 166,844.65 13.2

Redemptions 582,714.48 574,390.07 8,324.41 1.4

TOTAL OPERATION EXPENDITURE 2,012,667.50 1,837,498.44 175,169.06 9.5

NET RESULT OF OPERATION 2,999,050.11 2,648,718.44 350,331.67 13.2

Financial result -115,700.88 -40,863.03 -74,837.85 183.1

Result from on-going operations (before corporate tax) 3,114,750.99 2,689,581.47 425,169.52 15.8

Corporate tax 6,319.48 8,107.14 -1,787.66 -22.1

Result from on-going operations (after corporate tax) 3,108,431.51 2,681,474.33 426,957.18 15.9

B) INTERRUPTED OPERATIONS:

Result from interrupted operations (after corporate tax) 0.00 0.00 0.00 -

TOTAL RESULT 3,108,431.51 2,681,474.33 426,957.18 15.9

133 Consolidated balance sheet of the TMB group (in thousands of Euros)

Year 2010 Year 2009 Difference 2010-09 8 — Economic action ASSETS

NON-WORKING ASSETS 935,364 819,584 115,780

Intangible fixed assets 14,505 8,784 5,721

Tangible fixed assets 664,680 639,916 24,764

Real state investments 91 95 -4

Long-term investments in group and associated companies 3,831 3,120 711

Long-term financial investments 252,257 167,669 84,588

WORKING ASSETS 177,639 139,240 38,399

Stocks 8,795 7,736 1,059

Commercial debtors and other accounts receivable 157,589 119,395 38,194

Short-term financial investments 1,332 1,119 213

Short-term deferrals 1,094 1,017 77

Cash and other cash equivalents 8,829 9,973 -1,144

TOTAL ASSETS 1,113,003 958,824 154,179

NET EQUITY AND LIABILITIES

NET EQUITY 401,460 379,744 21,716

Stockholders’ equity 259,214 255,435 3,779

Underwritten capital 18,642 18,642 0

Reserves 236,793 232,984 3,809

Year results 3,779 3,809 -30

Value change adjustments 2,037 874 1,163

Subsidies, donations and legacies received 140,209 123,435 16,774

NON-WORKING LIABILITIES 427,684 306,295 121,389

Long-tem debts 427,684 306,295 121,389

WORKING LIABILITIES 283,859 272,785 11,074

Short-term provisions 10,700 14,930 -4,230

Short-term debts 150,465 161,984 -11,519

Commercial creditors and other accounts payable 110,492 85,915 24,577

Short-term deferrals 12,202 9,956 2,246

TOTAL LIABILITIES 1,113,003 958,824 154,179

134 Consolidated balance sheet of the Ferrocarril Metropolità de Barcelona. S.A. (in thousands of Euros)

Year 2010 Year 2009 Difference 2010-09 8 — Economic action ASSETS

NON-WORKING ASSETS 591,892 479,488 112,405

Intangible fixed assets 6,853 4,881 1,702

Tangible fixed assets 373,327 355,210 18,117

Real state investments 91 95 -4

Long-term investments in group and associated companies 5,003 5,003 0

Long-term financial investments 206,889 114,299 92,590

WORKING ASSETS 73,899 64,908 8,991

Stocks 4,808 3,888 920

Commercial debtors and other accounts receivable 61,827 51,775 10,052

Short-term financial investments 26 855 -829

Short-term deferrals 915 822 93

Cash and other cash equivalents 6,323 7,568 -1,245

TOTAL ASSETS 665,792 544,396 121,396

NET EQUITY AND LIABILITIES

NET EQUITY 221,767 210,051 11,716

Stockholders’ equity 118,693 118,693 0

Underwritten capital 10,227 10,227 0

Reserves 108,446 108,446 0

Year results 0 0 0

Value change adjustments -363 0 -363

Subsidies, donations and legacies received 103,437 91,358 12,079

NON-WORKING LIABILITIES 274,501 142, 079 132,422

Long-tem debts 274,501 142, 079 132,422

WORKING LIABILITIES 169,524 192,266 -22,742

Short-term provisions 1,520 1,983 -463

Short-term debts 79,514 112,384 -32,870

Short-term investments with group and associated companies 1,900 23,474 -21,574

Commercial creditors and other accounts payable 81,002 52,281 28,721

Short-term deferrals 5,588 2,144 3,444

TOTAL NET EQUITY AND LIABILITIES 665,792 544,396 121,396

135 Consolidated balance sheet of Transports de Barcelona, S.A. (in thousands of Euros)

Year 2010 Year 2009 Difference 2010-09 8 — Economic action

ASSETS

NON-WORKING ASSETS 337,561 334,427 3,134

Intangible fixed assets 7,872 3,883 3,989

Tangible fixed assets 279,017 271,870 7,147

Long-term investments in group and associated companies 5,304 5,304 0

Long-term financial investments 45,368 53,370 -8,002

WORKING ASSETS 111,556 98,369 13,187

Stocks 3,950 3,818 132

Commercial debtors and other accounts receivable 103,969 68,486 35,483

Long-term investments in group and associated companies 0 23,474 - 23,474

Short-term financial investments 1,301 259 1,042

Short-term deferrals 178 195 -17

Cash and other cash equivalents 2,158 2,137 21

TOTAL ASSETS 449,117 432,796 16,321

NET EQUITY AND LIABILITIES

NET EQUITY 167,155 160,935 6,220

Stockholders’ equity 127,984 127,984 0

Underwritten capital 8,415 8,415 0

Reserves 119,569 119,569 0

Year results 0 0 0

Value change adjustments 2,399 874 1,525

Subsidies, donations and legacies received 36,772 32,077 4,695

NON-WORKING LIABILITIES 150,483 160,616 -10,133

Long-tem debts 150,483 160,616 -10,133

WORKING LIABILITIES 131,479 111,245 20,234

Short-term provisions 9,181 12,947 -3,766

Short-term debts 70,050 48,699 21,351

Short-term investments with group and associated companies 8,300 7,600 700

Commercial creditors and other accounts payable 37367 34,201 3,166

Short-term deferrals 6,581 7,798 -1,217

TOTAL NET EQUITY AND LIABILITIES 449,117 432,796 16,321

136 Consolidated balance sheet of Projectes i Serveis de Mobilitat, S.A. (in Euros)

Year 2010 Year 2009 Difference 2010-09 8 — Economic action ASSETS

NON-WORKING ASSETS 12,386,301.87 12,856,010.41 -469,709

Intangible fixed assets 50,047.20 20,689.23 29,358

Tangible fixed assets 12,336,254.67 12,835,321.18 -499,067

WORKING ASSETS 10,627,972.69 7,972,275.25 2,700,652

Stocks 37,975.26 29,873.26 8,102

Commercial debtors and other accounts receivable 39,307.72 27,648.73 11,659

Long-term investments in group and associated companies 10,200,000.00 7,600,000.00 2,600,000

Short-term financial investments 4,267.10 4,267.10 0

Cash and other cash equivalents 346,377.61 265,486.16 80,891

TOTAL ASSETS 23,014,229.56 20,783,285.66 2,230,944

NET EQUITY AND LIABILITIES

NET EQUITY 19,011,475.80 15,943,056.69 3,068,419

Stockholders’ equity 19,011,475.80 15,943,056.69 3,068,419

Underwritten capital 10,003,100.00 10,003,100.00 0

Reserves 5,899,944.29 3,258,482.36 2,641,462

Year results 3,108,431.51 2,681,474.33 426,957

NON-WORKING LIABILITIES 2,700,000.00 3,600,000.00 -900,000

Long-tem debts 2,700,000.00 3,600,000.00 -900,000

WORKING LIABILITIES 1,302,753.76 1,240,228.97 62,525

Short-term debts 900,742.70 900,637.00 100

Commercial creditors and other accounts payable: 368,590.05 325,071.97 43,518

Suppliers 154,752.98 138,374.32 16,379

Suppliers, group and associated companies 101,735.08 92,720.78 9,014

Staff, remunerations payable 14,403.76 16,511.78 9,014

Other debts with public administrations 97,698.23 77,465.09 20,233

Short-term deferrals 33,421.01 14,520.00 18,901

TOTAL LIABILITIES 23,014,229.56 20,783,285.66 2,230,944

137 INVESTMENTS

The investments made in Metro in the year amounted to 62.64 million Euros, which break down into: 1.72 million Euros corresponding to investments in intangible fixed assets (computer applications); 19.70 million Euros in tangible fixed assets and 41.22 million Euros in variations in fixed assets in course. 8 — Economic action

Thousands Items of Euros

INTANGIBLE FIXED ASSETS 1,729.7

Studies and projects 0.0

Computer applications 1,720.7

Tangible fixed assets 19,704.0

Land and material goods 0.0

Building and other constructions 482.6

Fixed installations 7,307.1

Machinery, installations and tooling 2,206.7

Subunits 408.3

Furniture and tools 576.6

Data processing equipment 1,067.2

Transport elements 6,405.5

Fixed assets spares 1,250.0

Real state investments 0.0

Investments in lands and and natural goods 0.0

Computer applications 0.0

Total 21,424.7

Variation in fixed assets in course 41,215.5

TOTAL 62,640.2

138 The investments made in Transports de Barcelona, S.A. throughout in 2010 amounted to 39.60 million Euros. As shown in the following table, these investments break down into: 5.02 million Euros of intangible fixed assets (computer applications and rights to transfer the lands in the Zona Franca occupied by Foret SA), 21.88 million Euros in tangible fixed assets and 12.70 million Euros in variations in fixed assets in course. 8 — Economic action Thousands Items of Euros

INTANGIBLE FIXED ASSETS 5,015.4

Transfer rights 3,700.0

Computer applications 1,315.4

Tangible fixed assets 21,881.0

Building and other constructions 322.7

Machinery, installations and tooling 2,364.7

Furniture and tools 213.3

Data processing equipment 100.5

Transport elements 18,879.8

Total 26,896.4

Variation in fixed assets in course 12,699.3

TOTAL 39,595.7

In the case of Projectes i Serveis de Mobilitat, S.A., the investments made in the financial year 2010 amounted to 113.0 thousand Euros, which break down into entries of 74.0 thousand Euros in investments in tangible fixed assets and 39.0 thousand Euros in intangible fixed assets.

Thousands Items of Euros

INTANGIBLE FIXED ASSETS 39.00

Computer applications 39.00

Tangible fixed assets 74.0

Building and other constructions 4.7

Fixed installations 11.9

Machinery, installations and tooling 40.7

Furniture and tools 3.4

Data processing equipment 0.0

Transport elements 13.3

Total 113.00

Variation in fixed assets in course 0.0

TOTAL 113.00

139 SITUATION OF PARTICIPATION IN OTHER COMPANIES

Ferrocarril Metropolità de Barcelona

The Ferrocarril Metropolità de Barcelona, S.A. shareholding in other companies at 31 December is broken down below: 8 — Economic action • Participation with 4,403.07 Euros in the company Ensitrans, AEIE, an amount representing 10% of its share capital. • Participation with 60,101.22 Euros in Barcelona Regional, Agència Metropolitana de Desenvolupament Urbanístic i d’Infrastructures, S.A, an amount representing 3.92% of the share capital of this company. • Participation with the 3,005.06 Euros in the Fundació per a la Motivació dels Recursos Humans, an amount representing 3.85% of its share capital. • Participation in the company Operadora Tramvia Metropolità, S.A. with 2,624,400.0 Euros, a figure that represents 10% of its share capital. • Participation with 51,821.0 Euros in the company Catalunya Carsharing, S.A., which amounts to 8.37% of this company. • Participation with 513,000.0 Euros in the company Tramvia Metropolità del Besòs, S.A., representing 2.5% of its share capital. • Participation with 1,550.0 Euros in the company Transports Metropolitans de Barcelona, S.L., an amount that covers 50% of its share capital. • Participation in the company Projectes i Serveis de Mobilitat, S.A. with 5,001,550 Euros, 50% of the enterprise.

Transports de Barcelona

The participation of Transports de Barcelona, S.A. in other companies at 31 December is presented below: • Participation with 300,506.05 Euros in the company Transports Ciutat Comtal, S.A., an amount representing 33.3% of its share capital. • Participation with 420.71 Euros in Promociones Bus, S.A., 0.37% of its share capital. • Participation with 4,403.07 Euros in the company Ensitrans, A.E.I.E., which amounts to 10% of its share capital. • Participation with 60,101.22 Euros in Barcelona Regional, Agència Metropolitana de Desenvolupament Urbanístic i d’Infrastructures, S.A., an amount representing 3.92% of the company. • Participation with 1,550.0 Euros in the company Transports Metropolitans de Barcelona, S.L., accounting for 50% of its share capital. • Participation in the company Projectes i Serveis de Mobilitat, S.A. con 5,001,550 Euros, 50% of the enterprise.

At 31 December 2010, the company Projectes i Serveis de Mobilitat, S.A. had no shareholding in other companies.

140 Annexes

9141 About the Annual Report 2010 9 — Annexes

The TMB Annual Reported 2010 includes the principal actions of the organisation in 2010 in the area of sustainability. TMB’s objective with this publication is to measure its work with respect to the objective of sustainable development in the economic, environmental and social areas and also to give public account on the subject to its main stakeholders or interest groups. The report includes both the positive and negative contributions of TMB in 2010 with a reference to the evolution in the previous two years.

In order to show a balanced, reasonable presentation of the development of TMB, this report has been based on the new version of the guide G 3.1 of the Global Reporting Initiative for preparing sustainability reports, and follows these principles in its preparation: Materiality. The information provided in this report covers and tries to reply to all indicators set out in the G3.1 preparation guide. The materiality was determined from the analysis of the group activity, its impact on the interest groups, its interaction with the surroundings and the analysis of the risks and opportunities of the tendencies affecting the organisation and which might have an influence on sustainability. Exhaustiveness. The publication precisely covers all indicators and material aspects required for the interest groups to be able to assess TMB’s work in 2010. Comparability. The disseminated information is presented in a format that enables comparison and analysis of TMB’s evolution with the passing of time. Methodology. The methodology used by TMB in collecting data was similar to that used in previous reports. Coverage. In the coverage of the report there are no joint ventures, subsidiaries, leased facilities, subcontracted activities and other entities that might affect the possibility of comparing the report. Precision and clarity. The information provided is precise and detailed so that the different interest groups can assess TMB’s work. Regularity. TMB present its report each year following a calendar so that the interest groups might take decisions with suitable information. The last published report was the Annual Report 2009. Reliability. The information provided is checked independently by DNV, a body that is in no way related to TMB, and has been drawn up in accordance with guide G3.1 of the Global Reporting Initiative (GRI). This body has given the report an A +, the maximum qualification granted in recognition of these kinds of reports.

For any additional information or query, please contact: Corporate Communication Area: [email protected]

142 9.2. Index Global Reporting 9 — Annexes Initiative (gri)

Index of content G3.1

Application Level: A+ G3.1 Assured by DNV

BASIC CONTENTS PART I: Profile

1. Strategy and analysis

Reason Cross-reference/Direct If applicable, indicate Profile Description Reported for Explanation answer the part not reported omission

Statement from the most senior decision-maker 1,1 Fully 3, 4 of the organization.

1,2 Description of key impacts, risks, and opportunities. Fully 12, 13

2. Profile of the organisation

Reason Cross-reference/Direct If applicable, indicate Profile Description Reported for Explanation answer the part not reported omission

2,1 Name of the organization Fully 9

2,2 Primary brands, products, and/or services. Fully 9, 10

Operational structure of the organization, including main 2,3 divisions, operating companies, subsidiaries, and joint Fully 9, 10; 140 ventures.

2,4 Location of organization’s headquarters. Fully Contraportada

Number of countries where the organization operates, and names of countries with either major operations or 2,5 Fully 9, 119 that are specifically relevant to the sustainability issues covered in the report.

2,6 Nature of ownership and legal form. Fully 9

Markets served (including geographic breakdown, 2,7 Fully 9-14 sectors served, and types of customers/beneficiaries).

2,8 Scale of the reporting organization. Fully 9-14

Significant changes during the reporting period regarding There have not been 2,9 Fully size, structure, or ownership. significant changes

TMB has not received 2,10 Awards received in the reporting period. Fully any award in the reporting period

3. Report parameters

Reason Cross-reference/Direct If applicable, indicate Profile Description Reported for Explanation answer the part not reported omission

Reporting period (e.g., fiscal/calendar year) for 3,1 Fully 2010 information provided.

3,2 Date of most recent previous report (if any). Fully 2009 143 3,3 Reporting cycle (annual, biennial, etc.) Fully Anual

Contact point for questions regarding the report or its 3,4 Fully 142 contents. 9 — Annexes 3,5 Process for defining report content. Fully 142

Boundary of the report (e.g., countries, divisions, 3,6 subsidiaries, leased facilities, joint ventures, suppliers). Fully 142 See GRI Boundary Protocol for further guidance.

State any specific limitations on the scope or boundary 3,7 of the report (see completeness principle for explanation Fully 142 of scope).

Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that 3,8 Fully 142 can significantly affect comparability from period to period and/or between organizations.

Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the 3,9 Fully 142 Indicators and other information in the report. Explain any decisions not to apply, or to substantially diverge from, the GRI Indicator Protocols.

Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons 3,10 for such re-statement (e.g.,mergers/acquisitions, change Fully 142 of base years/periods, nature of business, measurement methods).

Significant changes from previous reporting periods in There have not been 3,11 the scope, boundary, or measurement methods applied Fully significant changes in the report.

Table identifying the location of the Standard Disclosures 3,12 Fully 143-152 in the report.

Policy and current practice with regard to seeking 3,13 Fully 142, 154 external assurance for the report.

4. Government, commitment and participation of interest groups

Reason Cross-reference/ If applicable, indicate Profile Description Reported for Explanation Direct answer the part not reported omission

Governance structure of the organization, including Composition of the Considered committees under the highest governance body Confidential 4,1 Partially 19-22 government structure confidencial responsible for specific tasks, such as setting strategy or information by age and minorities information organizational oversight.

Indicate whether the Chair of the highest governance 4,2 Fully 20 body is also an executive officer.

For organizations that have a unitary board structure, state 4,3 the number of members of the highest governance body Fully 20 that are independent and/or non-executive members.

Mechanisms for shareholders and employees to provide 4,4 Fully 20 recommendations or direction to the highest governance body.

Linkage between compensation for members of the highest governance body, senior managers, and 4,5 executives (including departure arrangements), and Fully 69 the organization’s performance (including social and environmental performance).

Processes in place for the highest governance body to 4,6 Fully 20 ensure conflicts of interest are avoided.

Process for determining the composition, qualifications, and expertise of the members of the highest governance 4,7 Fully 19 body and its committees, including any consideration of gender and other indicators of diversity.

Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, The project is under 4,8 Partially 14-16 No information about the Not development and has environmental, and social performance and the status of code of conduct available no specific date their implementation.

144 Procediments del màxim òrgan de govern per supervisar la identificació i gestió, per part de l’organització, del comportament econòmic, ambiental i social, inclosos els 4,9 Fully 14-16 riscos i oportunitats relacionats, així com l’adherència o compliment dels estàndards acordats en l’àmbit 9 — Annexes internacional, codis de conducta i principis.

Procediments per avaluar l’acompliment propi del màxim 4,10 òrgan de govern, en especial respecte a l’acompliment Fully 23 econòmic, ambiental i social.

Description de com l’organització ha adoptat un 4,11 Fully 23 plantejament o principi de precaució.

Principis o programes socials, ambientals i econòmics 4,12 desenvolupats externament, així com qualsevol altra Fully 3-7 iniciativa que l’organització subscrigui o aprovi.

Memberships in associations (such as industry associations) and/or national/international advocacy organizations in which the organization: * Has positions in governance bodies; * 4,13 Fully 17, 48, 49, 112, 113 Participates in projects or committees; * Provides substantive funding beyond routine membership dues; or * Views membership as strategic.

4,14 List of stakeholder groups engaged by the organization. Fully 17, 18

Basis for identification and selection of stakeholders with 4,15 Fully 17 whom to engage.

Approaches to stakeholder engagement, including 4,16 frequency of engagement by type and by stakeholder Fully 17, 18 group.

Key topics and concerns that have been raised through http://www.tmb.cat/ca/ stakeholder engagement, and how the organization has c/document_library/ responded to those key topics and concerns, including get_file?uuid=18988 4,17 through its reporting. Fully 708-067f-4a9d-8eeb- b7560c9792c9&grou pId=10168 (pág.142-147)

BASIC CONTENTS PART II: Management focus

If applica- Perfor- ble, indi- To be Reason for mance Description Reported Cross-reference/Direct answer cate the Explanation repor- omission indicator part not ted in reported

Disclosure on Management DMA EC Fully 129 Approach EC

Economic performance Fully 129

Aspects Market presence Fully 129

Indirect economic impacts Fully 129

Disclosure on Management DMA EN Fully 81-83 Approach EN

Materials Fully 96

Energy Fully 82-88

Water Fully 96

Not TMB does not operate at a Biodiversity Not material biodiversity protect area Aspects Emissions, effluents and waste Fully 92-94

Products and services Fully 86-89

Compliance Fully TMB operates according legislation

Transport Fully 86-89

Overall Fully 81-83 145 Disclosure on Management DMA LA Fully 60 Approach LA

Employment Fully 60, 61 9 — Annexes Labor/management relations Fully 78, 79

Occupational health and safety Fully 73-77 Aspects Training and education Fully 65-67

Diversity and equal opportunity Fully 68-72

Equal remuneration for women TMB does not offer different salaries Fully and men for genre reasons

Disclosure on Management TMB operates taking into account the DMA HR Fully Approach HR respect of human rights

Investment and procurement Fully 121-127 practices

Non-discrimination Fully 68-72

Freedom of association and Fully 78,79 collective bargaining

TMB has not an specific politics about child labor as it operates in the Child labor Fully metropolitna area of Barcelona where does not exit that risk

TMB has not an specific politics about forced and compulsory labor as it Forced and compulsory labor Fully Aspects operates in the metropolitna area of Barcelona where does not exit that risk

Security practices Fully 50-52

TMB does not operate in Not Indigenous rights Not an area with risk for the material indigenous rights

TMB operates taking into account the Assessment Fully respect of human rights

TMB operates taking into account the Remediation Fully respect of human rights

Disclosure on Management DMA SO Fully 101, 102 Approach SO

Local communities Fully 101, 102

Corruption Fully 23

Public policy Fully 112, 113 Aspects As a public organisation, there is no Anti-competitive behavior Fully politic about this issue

Compliance Fully 23

Disclosure on Management DMA PR Fully 25, 26 Approach PR

Customer health and safety Fully 50-52

Product and service labelling Fully 53-56

Aspects Marketing communications Fully 53-56

Customer privacy Fully TMB respects legal rules in this area

Compliance Fully TMB respects legal rules in this area

146 BASIC CONTENTS PART III: Action indicators

DMA EC 9 — Annexes

If applica- Perfor- ble, indi- Reason Referència en l’índex de Expla- To be re- mance Description Reported cate the for contingut/ resposta directa nation ported in indicator part not omission reported

Economic compliance

Direct economic value generated and distributed, including revenues, operating costs, employee EC1 compensation, donations and other community Fully 129-139 investments, retained earnings, and payments to capital providers and governments

Financial implications and other risks and EC2 opportunities for the organization’s activities due to Fully 92-94 climate change.

Coverage of the organization’s defined benefit plan EC3 Fully 69,70 obligations.

Significant financial assistance received from EC4 Fully 129-130 government.

Market presence

Range of ratios of standard entry level wage EC5 compared to local minimum wage at significant Fully 69 locations of operation.

Policy, practices, and proportion of spending on EC6 locally-based suppliers at significant locations of Fully 126 operation.

Procedures for local hiring and proportion of senior 62. TMB has not an specific politics EC7 management hired from the local community at Fully for local hiring significant locations of operation.

Indirect economic impact

Development and impact of infrastructure investments and services provided primarily for EC8 Fully 25, 26 public benefit through commercial, in-kind, or pro bono engagement.

Understanding and describing significant indirect EC9 Fully 14-16 economic impacts, including the extent of impacts.

DMA EN

Perfor- Reason Cross-reference/Direct If applicable, indicate Expla- To be re- mance Description Reported for omis- answer the part not reported nation ported in indicator sion

Materials

EN1 Materials used by weight or volume. Fully 96

Percentage of materials used that are recycled input EN2 Fully 96, 97 materials.

Energy

EN3 Direct energy consumption by primary energy source. Fully 88-90

EN4 Indirect energy consumption by primary source. Fully 88-90

Energy saved due to conservation and efficiency EN5 Fully 86-92 improvements.

147 Initiatives to provide energy-efficient or renewable EN6 energy based products and services, and reductions Fully 86-92 in energy requirements as a result of these initiatives. 9 — Annexes Initiatives to reduce indirect energy consumption and EN7 Fully 86-92 reductions achieved.

Water

EN8 Total water withdrawal by source. Fully 99

Water sources significantly affected by withdrawal EN9 Fully 99 of water.

Percentage and total volume of water recycled EN10 Fully 99 and reused.

Biodiversity

Location and size of land owned, leased, managed TMB does not operate EN11 in, or adjacent to, protected areas and areas of high Fully at a biodiversity protect biodiversity value outside protected areas. area

Description of significant impacts of activities, TMB does not operate products, and services on biodiversity in protected EN12 Fully at a biodiversity protect areas and areas of high biodiversity value outside area protected areas.

Emissions, effluents and waste

Total direct and indirect greenhouse gas emissions EN16 Fully 92-94 by weight.

The payroll uses public Not reported transport. Other relevant indirect greenhouse gas emissions by greenhouse Not They are EN17 Partially 92-94 weight. emissions caused by material offered payroll transport cards free of charge for this purpose

Initiatives to reduce greenhouse gas emissions and EN18 Fully 86-94 reductions achieved.

EN19 Emissions of ozone-depleting substances by weight. Fully 93-94

NO , SO , and other significant air emissions by type EN20 X X Fully 93-94 and weight.

EN21 Total water discharge by quality and destination. Fully 99

EN22 Total weight of waste by type and disposal method. Fully 97

There has not been any EN23 Total number and volume of significant spills. Fully significant spill

Products and services

Initiatives to mitigate environmental impacts The achieved reducti- Not EN26 of products and services, and extent of impact Partially 86-94 on is not reported available mitigation.

TMB Percentage of products sold and their packaging Not offers a EN27 Not materials that are reclaimed by category. material transport service

Compliance

Monetary value of significant fines and total number There has not been any EN28 of non-monetary sanctions for non-compliance with Fully significant fine environmental laws and regulations.

148 Transport

Significant environmental impacts of transporting TMB products and other goods and materials used for the Not offers a EN29 Not 9 — Annexes organization’s operations, and transporting members material transport of the workforce. service

General

Total environmental protection expenditures and EN30 Fully 84, 85 investments by type.

DMA LA

Perfor- If applicable, Reason Cross-reference/Direct To be re- mance Description Reported indicate the part for omis- Explanation answer ported in indicator not reported sion

Employment

Total workforce by employment type, employment LA1 Fully 60-63 contract, and region, broken down by gender.

New employee At TMB, new hires by age hires are Total number and rate of new employee hires and continuos so it LA2 Partially 60-63 group, gender No aplica employee turnover by age group, gender, and region. is not possible and regionNot to obtain this applicable information

Benefits provided to full-time employees that are not LA3 provided to temporary or part-time employees, by Fully 69-70 major operations.

Retention rate is 100%. Return to work and retention rates after parental There are several LA15 Fully leave, by gender. options of flexibility in order to ease childcare.

Labor/management relations

Percentage of employees covered by collective LA4 Fully 69 bargaining agreements.

Minimum notice period(s) regarding significant According legislation. LA5 operational changes, including whether it is specified Fully Not specified in in collective agreements. collective agreements.

Occupational health and safety

Percentage of total workforce represented in formal joint management-worker health and safety LA6 Fully 74 committees that help monitor and advise on occupational health and safety programs.

Absenteeism is considered confidential. Concerning lost Not Rates of injury, occupational diseases, lost days, and days, TMB is Lost days and available LA7 absenteeism, and number of work-related fatalities by Partially 75-77 working on an absenteeism and con- region and by gender. aplication in fidential order to obtain this information. The date is still not available.

Education, training, counseling, prevention, and risk-control programs in place to assist workforce LA8 Fully 73, 74 members, their families, or community members regarding serious diseases.

Health and safety topics covered in formal LA9 Fully 73, 74 agreements with trade unions.

Training and education

Average hours of training per year per employee by Average hours of Not LA10 Partially 65-67 gender and by employee category. training by gender material

149 Programs for skills management and lifelong learning LA11 that support the continued employability of employees Fully 65-67 and assist them in managing career endings.

Percentage of employees receiving regular performance 9 — Annexes LA12 Fully 67 and career development reviews by gender.

Diversity and equal opportunity

Composition of governance bodies and breakdown Age and minority of employees per employee category according to membership of LA13 Partially 20-22; 60-63 Confidential Confidential gender, age group, minority group membership, and the governance other indicators of diversity. bodies

Ratio of basic salary and remuneration of women to LA14 men by employee category, by significant locations Fully 69 of operation.

DMA HR

Si Perfor- Raó To be aplica, Expli- mance Description Reported Cross-reference/Direct answer d’omis- reported part no cació indicator sió in reportada

Investment and procurement practices

Percentage and total number of significant TMB does not operate at the metropolitan investment agreements and contracts that include HR1 Fully area of Barcelona where this risk is not clauses incorporating human rights concerns, or that significant. have undergone human rights screening.

Percentage of significant suppliers, contractors and TMB does not operate at the metropolitan HR2 other business partners that have undergone human Fully area of Barcelona where this risk is not rights screening, and actions taken. significant.

Total hours of employee training on policies and TMB does not operate at the metropolitan procedures concerning aspects of human rights that HR3 Fully area of Barcelona where this risk is not are relevant to operations, including the percentage significant. of employees trained.

Non-discrimination

Total number of incidents of discrimination and HR4 Fully None corrective actions taken.

Freedom of association and collective bargaining

Operations and significant suppliers identified in which the right to exercise freedom of association and HR5 Fully There is no activity under this risk collective bargaining may be violated or at significant risk, and actions taken to support these rights.

Child labor

Operations and significant suppliers identified as having significant risk for incidents of child labor, and HR6 Fully There is no activity under this risk measures taken to contribute to the effective abolition of child labor.

Prevention of forced and compulsory work

Operations and significant suppliers identified as having significant risk for incidents of forced or HR7 Fully There is no activity under this risk compulsory labor, and measures to contribute to the elimination of all forms of forced or compulsory labor.

Security practices

Percentage of security personnel trained in the 50-52. Training for the security personnel HR8 organization’s policies or procedures concerning Fully is not in charge of TMB aspects of human rights that are relevant to operations.

Indigenous rights

Total number of incidents of violations involving rights HR9 Fully None of indigenous people and actions taken.

150 Assessment

Percentage and total number of operations that have TMB does not operate at the metropolitan HR10 been subject to human rights reviews and/or impact Fully area of Barcelona where this risk is not

assessments significant.. 9 — Annexes

Repair

Number of grievances related to human rights fi led, HR11 addressed and resolved through formal grievance Fully None mechanisms.

DMA SO

If aplica- Perfor- ble, indi- Reason To be Expla- mance Description Reported Cross-reference/Direct answer cate the for reported nation indicator part not omission in reported

Local communities

Percentage of operations with implemented local SO1 community engagement, impact asessments, and Fully 101, 102 development programs

Operations with significant potential or actual SO9 Fully None negative impacts on local communities.

Prevention and mitigation measures implemented SO10 in operations with significant potential or actual Fully None negative impacts on local communities

Corruption

Percentage and total number of business units SO2 Fully 23 analyzed for risks related to corruption.

Percentage of employees trained in organization’s SO3 Fully None anti-corruption policies and procedures.

SO4 Actions taken in response to incidents of corruption. Fully None

Public policy

Total value of financial and in-kind contributions to 116. TMB is aprt of d’ALAMYS (Asociación Latinoamericana de Metros SO5 political parties, politicians, and related institutions Fully y Subterráneos) and UITP (International by country. Association of Public Transport)

TMB Total value of financial and in-kind contributions to Not is a SO6 political parties, politicians, and related institutions Not mate- public by country. rial organisation

Disloyal competition

Total number of legal actions for anti-competitive SO7 behavior, anti-trust, and monopoly practices and their Fully None outcomes.

Compliance

Monetary value of significant fines and total number SO8 of non-monetary sanctions for non-compliance with Fully None laws and regulations.

151 DMA PR

If aplica- Perfor- ble, indi- Reason To be Expla- mance Description Reported Cross-reference/Direct answer cate the for reported 9 — Annexes nation indicator part not omission in reported

Customer health and safety

Life cycle stages in which health and safety impacts of products and services are assessed for PR1 Fully 50-52 improvement, and percentage of significant products and services categories subject to such procedures.

Total number of incidents of non-compliance with regulations and voluntary codes concerning health PR2 Fully None and safety impacts of products and services during their life cycle, by type of outcomes.

Product and service labelling

Type of product and service information required by PR3 procedures, and percentage of significant products Fully 53-56 and services subject to such information requirements

Total number of incidents of non-compliance with PR4 regulations and voluntary codes concerning product and Fully None service information and labeling, by type of outcomes.

Practices related to customer satisfaction, including PR5 Fully 53-56 results of surveys measuring customer satisfaction.

Marketing communications

Programs for adherence to laws, standards, TMB is under supervision of the Consell and voluntary codes related to marketing de l’Audiovisual de Catalunya (CAC), PR6 Fully communications, including advertising, promotion, and independent autority that regulates and sponsorship. audiovisual communication in Catalonia.

Total number of incidents of non-compliance with regulations and voluntary codes concerning PR7 Fully None marketing communications, including advertising, promotion, and sponsorship by type of outcomes.

Customer privacy

Total number of substantiated complaints regarding PR8 Fully 55 breaches of customer privacy and losses of customer data.

Compliance

Monetary value of significant fines for non- PR9 compliance with laws and regulations concerning the Fully None provision and use of products and services.

152 9 — Annexes

153 DNV Statement of Assurance 9 — Annexes TMB GROUP Annual Report 2010 - TMB

Det Norske Veritas Business Assurance Spain (DNV) has been commissioned by the Barcelona Metropolitan Transport Management Group (TMB group) to carry out the verification of the Annual Corporate Responsibility / Sustainability on 2010, called "Annual Report 2010 "(hereinafter Report). TMB is responsible for the collection, analysis, aggregation and presentation of information within the Report. Our responsibility in performing this work is to the management of TMB only and in accordance with terms of reference agreed with the organisation. The assurance engagement is based on the assumption that the data and information provided to us is complete and true.

Scope and Limitations of Assurance The scope of work agreed upon includes the following:

• Verification of the CR management practices at TMB Group, focusing us on the following areas: sustainability strategy; environmental management and reporting; human resources (diversity; health and safety); and community relations in Metro, Bus and Corporate areas. The financial indicators have not been verified; • CR related policy, strategy, objectives and achievements in 2010 described in the Report; • Initiatives and projects related with the RC described in the Report; • Processes and tools for collecting, aggregating and reporting qualitative and quantitative data in the Report; • Review of the Report’s adherence to the principles of Materiality, Completeness, Neutrality, Reliability, Responsiveness and Stakeholder Inclusiveness, as set out in the DNV Protocol. This also included a check of the Global Reporting Initiative (GRI) application level declared by TMB Group. • Review of the online GRI indicators in accordance with GRI G3.1

The testing was conducted during May 2011.

Verification Methodology

Our assurance engagement was planned and carried out in accordance with the DNV Protocol for Verification of Sustainability Reporting. The Report has been evaluated against the following principles: Materiality, Completeness, Neutrality, Reliability, Responsiveness and Stakeholder Inclusiveness, as set out in the DNV Protocol.

As part of the verification DNV has challenged the CR-related statements and claims made in the Report and assessed the robustness of the underlying data management system, information flow and controls. We have:

 Conducted interviews with TMB personnel representing the above mentioned functions. Each interview sought to discuss how CR was perceived and managed, current CR performance, key challenges and opportunities for improvement;  Carried out a review of the processes and tools used to collect, analyse, aggregate and report on CR related data;  Investigated statements and claims made in the report through the review of data at source and discussions with the originators of the information;  Conducted a review of relevant documentation, databases and information supplied by TMB;  Visited the following offices in the city: Headquarters or in the Industrial Free Zone, Street 60, No 21-23 Head C / Balmes 149  Review of a selection of internal communication and external media reports relating to TMB CR management and performance.

Conclusions In DNV’s opinion, the report is a fair and accurate representation of the TMB CR strategies, management systems and performance. TMB has led a management strategy based on CR-related risks but should go further in its implementation and regular updating of risk-based approach. TMB Group demonstrates a clear commitment to the criteria of transparency in information, as well as its accuracy. We hope that in future reports can be developed over the management of other material aspects already included in the report as aspects of "ethics". We have evaluated the Report’s adherence to the principles on a scale of ‘Good’, ‘Acceptable’ and ‘Needs Improvement’

Materiality: Acceptable. TMB Group shows that its principles and strategies are aligned with the major issues and future challenges of the public transport sector (sustainable mobility, accessibility). This principle is present in developing organizational strategy, through its policies, objectives and goals. The risk management system for the identification of material impacts of CR should be implemented across the board. It should give more coverage to anti-corruption issues in the report.

154 Anual Report

Memòria coordinada per l’Àrea de Memoria coordinada por el Área de Report coordinated by the Comunicació i Relacions Institucionals Comunicación y Relaciones Institucionales Communication and Institutional de TMB de TMB Relations Area of TMB

Contacte Contacto Contact [email protected] [email protected] [email protected]

Redacció, correcció i traducció Redacción, corrección y traducción Writing, correction and translation MediaResponsable, SL MediaResponsable, SL MediaResponsable, SL

Fotografies Fotografías Photography Sílvia T. Colmenero, Pep Herrero, Sílvia T. Colmenero, Pep Herrero, Sílvia T. Colmenero, Pep Herrero, Miguel Ángel Cuartero i Arxiu TMB Miguel Ángel Cuartero y Archivo TMB Miguel Ángel Cuartero and Archive TMB

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