2014 Management Summary
June 2015 Contents
What is TMB? 6 TMB Strategic Lines 8 TMB administrative and TMB administrative and management bodies 11 management bodies Board of Directors of TB and FMB 12 TMB Executive Committee 13 Highlights of the year Milestones for TB 15 Milestones for FMB 21 Montjuïc cable car: developments during the year 27 The year's milestones for TMB 28 Sustainable transport: at the Passengers carreid by TMB 34 heart of the organisation. TMB TMB services 36 in figures Bus network figures 38 Metro network figures 56 Projectes i Serveis de Mobilitat, SA figures 70 A quality public transport Bus 75 network Key technological and organisational projects 76 Metro 84 Developments and improvements in the metro 85 Barcelona Bus Turístic and Tramvia Blau 112 2014 Management 3 Summary
Protecting the Managing quality and the environment 114 environment Quality in Transports de Barcelona 115 Environmental sustainability in TB 116 Quality in Ferrocarril Metropolità de Barcelona 120 Environmental sustainability in FMB 121 Environmental sustainability in the Montjuïc cable car 123 Communication with 125 users, employees and the public Studies Studies 143 TMB administration TB administration and finance 151 and finance FMB administration and finance 153 Our people Personnel management - Bus 161 Personnel management - Metro 165 Personnel management - TB Corporate 167 Personnel management - FMB corporate 175 TMB workforce 182 TMB Foundation TMB Culture 190 Joint projects 193 TMB Education 194 Cooperation and Solidarity Master Plan 195 Universal Accessibility Master Plan 197 Heritage 198 Commitment to innovation Development of new business, research and development, and external consultancy 201 Significant events after 218 the close of the year Shareholdings Shareholdings in other companies in the consolidated TMB group 221 in other companies Financial measures Investments in TB 226 TB Income statement 228 TB Statement of financial position 231 Investment in FMB 232 FMB Income statement 234 FMB Statement of financial position 237 Consolidated income statement of the TMB Group 238 Consolidated statement of financial position of the TMB Group 241 Investment in Projectes i Serveis de Mobilitat, SA 243 Income Statement of Projectes i Serveis de Mobilitat, SA 244 Statement of financial position of Projectes i Serveis de Mobilitat 247 Outlook for 2015 248 1 What is TMB? 2014 Management What is TMB? 6 Summary
The Transports Metropolitans de Barcelona Group comprises: ——The parent company, Ferrocarril Metropolità de Barcelona, SA, which prepares the consolidated financial statements.
Fully consolidated group companies: ——Transports de Barcelona, SA ——Projectes i Serveis de Mobilitat, SA (formerly Telefèric de Montjuïc, SA). ——Transports Metropolitans de Barcelona, SL: This company was inactive in 2014. ——Companies consolidated using the equity method: Transports Ciutat Comtal, SA.
Ferrocarril Metropolità de Barcelona, SA provides passenger transport services in coordination with Transports de Barcelona, SA, under the collective name of Transports Metropolitans de Barcelona (TMB). The former company operates the metro network and the latter operates surface services, with common management of the business.
The companies Projectes i Serveis de Mobilitat, SA and Transports Metropolitans de Barcelona, SL also form part of the TMB Group. The consolidated financial statements are prepared by Ferrocarril Metropolità de Barcelona, SA, for the following reasons: —— The Group's transport strategy is developed around this company. —— The activities of Transports de Barcelona, SA are complementary to those of Ferrocarril Metropolità de Barcelona, SA. —— Ferrocarril Metropolità de Barcelona, SA therefore leads the Group's transport policy. This company is also the largest in terms of passenger numbers, turnover and asset values.
This Management Report of the Consolidated Transports Metropolitans de Barcelona Group for 2014 includes the Group's Income Statement and Statement of Financial Position at 31 December 2014, together with the main operating figures of the companies Ferrocarril Metropolità de Barcelona, SA, Transports de Barcelona, SA. and Projectes i Serveis de Mobilitat, SA. TMB strategic 2lines 2014 Management TMB Strategic 8 Summary lines
As the operator of Barcelona's bus and efficiency. This will continue to be important in the future. To ensure metro networks, the mission of Transports the success of this strategic vision, we implemented the Balanced Metropolitans de Barcelona (TMB) is to Scorecard management model, a strategic management system provide a quality public transport network which allows an overview of the entire business. This system which also contributes to the sustainable measures business performance from 4 key perspectives: 1) user/ development of the metropolitan area, public satisfaction, 2) process performance and innovation, 3) human ensuring that customers receive the best resource development and growth, and 4) financial results. service and implementing socially responsible policies as part of an operation which is efficient and financially viable. TMB also aims to be one of Europe's leading public transport companies, emphasising its international profile and competitiveness. TMB’s frame of reference will thus depend increasingly on the model developed through compliance with European regulations on passenger transport.
The efficient use of technology over recent years has allowed us to make great leaps forward in terms of improving service and 2014 Management TMB Strategic 9 Summary lines
1) Users/public based on dialogue and competitiveness with a view to developing commitment and engagement. This requires a gradual shift in the The ultimate strategic goal must be user culture of the company, in order to improve productivity while meeting satisfaction. Work continues on restructuring the challenges of containing staff numbers and salaries and efficiently the bus network, with new lines and high- managing personnel. performance services designed to match supply and demand. 4) Financial
2) Processes Our financial strategy is the mechanism necessary to achieve the ultimate objective of increasing user satisfaction. The main points Processes are key to obtaining the on which it is based are increasing ticket and additional revenues desired outcomes. TMB will thus focus on and managing resources effectively and efficiently in all parts of the rationalisation, sustainability, efficiency and organisation. quality.
3) People
Without people excellence cannot be achieved in other areas. Our human resources strategy includes ensuring good industrial relations TMB Administrative and management 3bodies 2014 Management TMB Administrative and 11 Summary management bodies
TMB Administrative and management bodies
Board of Directors of Boards of Directors of Transports de Ferrocarril Metropolità Barcelona, SA Barcelona, SA
Management boards
Executive Committee
Chair´s Office
Chief Executive Subdirectorate General and Officer assistant to the Chief Executive Officer
Legal Advice
TMB General Management Executive Board of the Chair´s Office 2014 Management TMB Administrative and 12 Summary management bodies
Board of Directors of TB and FMB
31.12.2014 BUS METRO
Joaquim Forn i Chiariello / Chair Joaquim Forn i Chiariello / Chair
Dídac Pestaña Rodríguez / Chief Executive Officer Dídac Pestaña Rodríguez / Chief Executive Officer Ricard Font i Hereu / Members Isabel de Diego i Levy-Picard / Members Sergi Alegre Calero / Members Assumpta Escarp Gibert / Members José Chito Salazar / Members Eduard Freixedes Plans / Members Assumpta Escarp Gibert / Members María Luisa Ibáñez Boira / Members Pere Padrosa i Pierre / Members Joaquim Mestre Garrido / Members Eduard Freixedes Plans / Members Manel Fajes Marta / Members María Luisa Ibáñez Boira / Members Pau Noy Serrano / Members Jordi Mas Herrero / Members Juan María Parralejo Aragoneses / Members Joaquim Mestre Garrido / Members Mercè Perea i Conillas / Members Juan María Parralejo Aragoneses / Members Jordi Portabella Calvete / Members Jordi Portabella Calvete / Members Antoni Poveda Zapata / Members Antoni Poveda Zapata / Members Antoni Vives i Tomàs / Members Enric Ticó i Buxadós / Members Antoni Vives i Tomàs / Members Josep Anton Grau i Reinés / Guest Josep Anton Grau i Reinés / Guest Oriol Sagarra Trias / Secretary Oriol Sagarra Trias / Secretary 2014 Management TMB Administrative and 13 Summary management bodies
TMB Executive committee
31.12.2014 Chief Executive Officer Chief Officer of Control, Budgets and Dídac Pestaña Rodríguez Internal Auditing Adolfo Céspedes Martín Chief Officer of the Chair's Office Jordi Nicolás Espinosa Head of Bus Network Marta Labata Salvador (Jaume Tintoré Chief Officer of Legal Advice Balasch until 1/11/2014) Albert Casanovas Mon Head of Technology Division Chief Officer of Media and Frederic Pijoan Posa Institutional Relations (Jacint Soler Trillo until 1/11/2014) Santiago Torres Sierra Head of Metro Network Chief Officer of the Bus Network Marc Grau Mancebo (Sebastián Jaume Tintoré Balasch (since 1/11/2014) Buenestado Caballero until 1/11/2014)
Deputy Director General and Assistant Chief Officer of Leisure Transport to the Chief Executive Officer Montserrat Pérez Adrián Lola Bravo González Chief Officer of Corporate Administration, Finance and Human Resources Asunción Santolaria Marco Highlights of 4the year 2014 Management Hightlights of 15 Summary the year
Milestone for TB
Implementation of the third stage of the new bus network (2014)
The implementation of the new bus network has continued and since September 2014 four additional lines (two vertical and two horizontal) have come into operation. Three of these are new and the fourth is the extended version of Line H16, first launched in 2013.
The lines brought into operation this year bring the total of high performance lines to thirteen, as shown below: 2014 Management Hightlights of Milestones for TB 16 Summary the year
Four new lines were introduced, two vertical and two horizontal:
——V15 (Barceloneta - Vall d’Hebron): replacing numbers 16 and 17. ——V27 (Pg. Marítim - Canyelles): replacing the number 71. Other changes: the route of the number 36 to Poblenou has been changed slightly. ——H14 (Paral·lel - Sant Adrià): replacing part of numbers H16 and 141. Other changes: the number 143 (La Pau - Sant Adrià) no longer runs on Saturdays and public holidays. ——H16 (Pg. Zona Franca - Fòrum): replacing the number 9 and partly replacing numbers H16 and 141. Other changes: the number 41 route has been shortened and it now terminates at Ronda de Sant Pere.
These stage III lines are shown below: 2014 Management Hightlights of Milestones for TB 17 Summary the year
With this new stage we have completed almost half of the project Approximately 2 kilometres of new bus lanes have been created and to transform public surface transport in the city, moving from an separate traffic lights have been installed to facilitate manoeuvres by accumulation of routes to an integrated network which is more efficient, buses. comprehensible and useful. With the introduction of the new lines a new communication campaign The new network is characterised by its straight-line routes, a high has been launched with the slogan ‘Així avança Barcelona’, so that service frequency of five to eight minutes from 7.00 am to 9.00 pm, and users have as much information as possible about the new routes. the extensive availability of information on the service. This means that Communication was through thewww.novaxarxabus.bcn.cat website about 35% of bus travel on weekdays (220,000 journeys) can be on and via the presence of information agents at bus stops, in interchange high performance routes. These have been welcomed by passengers areas and on buses, leaflets, static information in bus shelters and and are attracting new users. entrances, via the 010 information line, social network profiles, mobile apps, digital journey planners, MouTV, presence in the city’s advertising The new routes cover a total of 42.3 kilometres, with 235 stops. media (banners, light-box posters in the street and in the metro, buses), Two of the new routes run through the centre of Barcelona, where press and radio advertising, and sending information to JoTMBé Club key interchange areas have been created at points such as Plaça members and municipal databases. Universitat, Gran Via Centre, Catalunya and Urquinaona. There is also a direct link between numbers H14 and H16 where they overlap in Carrer After the introduction of the first ten lines in the new bus network a Pujades. study by TMB published in May 2014 revealed that users of the new network are satisfied and give it a positive score of 7.7 out of 10. The combination of the first ten lines and the three new additions has Moreover, two out of three users give the new network scores of 8 or created a 128.6-kilometre network with 13 lines and 35 interchange above. hubs marked at route intersections.
To modernise all the infrastructure as needed, especially at bus stops, over 100 projects have been undertaken to build or move facilities. 2014 Management Hightlights of Milestones for TB 18 Summary the year
Participation in ZeEUS project —— The second trial involves two articulated Solaris vehicles. Although vehicles with high capacity batteries are viable up to a length of 12 ZeEUS stands for Zero Emissions Urban Bus System, which is part metres, the solution is not so satisfactory for large capacity buses, due of the EBSF (European Bus System of the Future) project. It consists to weight and size considerations. Consequently the Polish company of an observatory of eight European cities which, subsidised by the Solaris is making two special vehicles according to technical and European Community, test different types of electric and hybrid buses functional specifications provided by TMB. They are equipped with using different recharging methods to demonstrate the viability of these small batteries that can be charged very quickly, so that a 5-minute technologies in real operating conditions. The results of these studies recharge provides enough power for the bus to complete a full return will be public and they will help transport in cities to evolve towards a journey. This solution makes it possible to reduce the weight of the model without local emissions. vehicle and increase its capacity but it means that a recharging point must be available at the end of each line. The cities participating are: London, Barcelona, Bonn, Glasgow, Stockholm, Cagliari, Pilsen and Münster. Each city has different This type of solution implies a review of the schedules, routes, solutions for vehicle type, operational strategy and charging method. information systems and restrictions in TMB’s operating model. The Participating companies in Europe include Irizar, Solaris, Volvo, GMV, vehicles are expected to be delivered to TMB around June 2015. Alexander Dennis, Skoda, Endesa, Enide, UB, and Idiada.
TMB’s aim is to verify the viability of running an electric bus continuously for 16 hours with the air conditioning operating in summer conditions, which are the most demanding. Two strategies are being tested:
—— The first involves two Irizar vehicles with sodium batteries and a capacity of over 324 kWh. These buses can be recharged in 5 hours at the Triangle Business Operations Centre. 2014 Management Hightlights of Milestones for TB 19 Summary the year
The first 100% electric bus made in Europe is tested brought into service in August and another similar vehicle in October) and tests will continue until April 2017. On 18 August the first of the two latest generation i2e electric buses made by Irizar came into service, and they are taking part in long-term In Barcelona the trials coincide with those for the K9 electric bus made tests as part of the European ZeEUS project for promoting electric by the Chinese manufacturer BYD, which TMB has added to its fleet transport in cities, financed by the European Union. for two years. The vehicle is leased with an option to purchase and has been carrying passengers since last year. The i2e is a standard 12 metre bus made by the Irizar company in the Basque country. It can carry 76 passengers. It is one of the first 100% electric buses made in Europe. Driven by a 230 kW engine and powered by sodium and nickel batteries which, together with its ultra-condensers, give it a range of 200 to 250 kilometres, according to operating conditions. The batteries are charged overnight in the Triangle depot and they can also store energy when the brakes are applied during driving. The vehicle incorporates all TMB’s usual comfort and accessibility features and includes some innovations such as the position and separation of the two areas reserved for wheelchairs, different temperature control for the passenger and driver areas, and cameras to monitor reversing and exit doors.
The vehicle was first used on line 20 (Estació Marítima - Pl. Congrés) and it was subsequently deployed on other routes, with a view to alternating routes with different characteristics (flat, with a gradient and combined) to assess functionality, comfort and power consumption. The trials are being conducted with two standard i2e buses (one 2014 Management Hightlights of Milestones for TB 20 Summary the year
Pilot test for payment by contactless bank card on three buses
Latest-generation bank cards incorporate technology which allows contactless payment. The system is becoming widely used for small payments and has been introduced as a pilot scheme in the ticket issuing machines of the three double-articulated buses. Single tickets can thus be purchased as on a conventional bus, even though the driver is in a cabin separated from passengers and cannot sell tickets. Tickets can now be bought using coins, a conventional bank card or a contactless card.
Contactless technology is expected to gain ground in the near future, not only for the purchase of tickets but also for ticket validation and access to public transport networks, as envisaged in the Barcelona area T-Mobility project. 2014 Management Hightlights of 21 Summary the year
Milestones for FMB
90th anniversary of the Barcelona metro Lecture series (October - November): —— On 23 October, in the lecture hall of the Jaume Fuster library, Agustín 2014 marked the 90th anniversary of the Barcelona metro and a series Castillo, former Director-General of Metro spoke on: ‘Metro technology, of events were organised to celebrate it. from the early days to our time’, describing key moments in the technological development of rolling stock, ticketing, communications, Race in the metro: traffic control, etc. During the night of 28-29 August, when the Metro service had —— On 30 October at Espai Gaudí a talk on ‘Precedents and projects for finished, a 10-kilometre race was held in Line 2 of the Metro. A total the arrival of the Metro in Barcelona, the vicissitudes of entrepreneurs of 300 runners took part, chosen from 15,000 entries. The organiser before 1924’, by Josep M. Rovira, Vice-Dean of the College of Industrial of this race was Discovery Max, making it the main sponsor of the Engineers and a member of the railway appreciation society Amics del programme of activities to mark the metro’s 90th anniversary. Ferrocarril. ——On 5 November at Espai Gaudí a talk on ‘History of the city: from Reconstruction of the historical memory of the metro: Roman times until 1924. Transformations of the city until the arrival of Construction of a virtual album of the collective historical memory the metro’, by the historian Dani Cortijo. of the metro. A photo album was created using a micro-website —— On 11 November in the Pompeu Fabra auditorium at the College which both employees and the public could access to share their of Industrial Engineers a lecture on ‘Barcelona at the cutting edge of experiences, with the metro as the common thread, thus creating a metros in the future’ by Ramon Malla, manager of automated metro popular historical retrospective. The project ran from 27 October to 28 lines. November. The first four stations: Key results: A total of 11,512 visits to the website by 8,349 visitors. 44 An activity consisting in identifying the first stations to form part of the photographs were collected. Barcelona metro network, associating them with a QR code to show what they were like when they were opened in the 1920s. This activity Event for employees: was designed and implemented by Associació Andana Central (Friends On 30 September a private concert by the group Love of Lesbian was of the Metro Association). held for TMB staff at L’Auditori de Barcelona. The concert was very well attended and the group gave a memorable performance. 2014 Management Hightlights of Milestones for FMB 22 Summary the year
Travelling exhibition at metro stations: Exhibition at the Espai Mercè Sala: The exhibition visited various stations: Lesseps (L3), Sagrada Família This exhibition on the 90th anniversary, produced by TMB, examines (L2), Universitat (L2) and Diagonal (L5). The exhibition opened on 19 the impact of the construction and operation of Barcelona’s first metro November and was scheduled to run for one month at each of these line on the city’s inhabitants. It traces the origins of the project, building stations. It has a very visual emphasis so that people can see quickly methods, what the stations and trains of the time were like, what was how the metro has developed over this 90-year period. happening in Barcelona and the world in 1924, and what society was like. A catalogue of the exhibition, sponsored by Alstom was published. A surprising route through the metro network: Cultruta, a company specialising in guided tours organises this activity Educational activity to celebrate the 90th anniversary: for groups of twenty people at weekends. It involves an underground The TMB Education programme has launched a new activity for the route through the metro network so that participants can hear academic year 2014-2015 aimed at primary and secondary school fascinating anecdotes about its history and its links with the city. The pupils. By means of a virtual guided tour participants learn about the visits began in September. Metro’s most significant moments and the way in which this form of transport has responded to the social changes taking place during its Literary and audiovisual activity ‘It happened in TMB’: 90-year history. As part of the short story competition held by TMB to mark Saint George’s Day, a category related to the metro’s 90-year history was Publication of the commemorative book ‘90 Years of the Metro included this year. Entrants had to tell a story that had taken place in in Barcelona’: the metro and relate it to a time in its history. A jury selected the six Publication of a book bringing together the most significant images of best stories (from 341 entries) and these have been converted into the Barcelona metro’s history. The structure of the book reflects the audiovisual documents to be included in the 2014 Subtravelling festival. trends that have marked the development of the metro. The book has a The best ‘It happened in TMB’ story was chosen by the public, who prologue by Josep M. Espinàs, and was printed by the Barcelona City could vote on the festival’s micro-website. 2014 Management Hightlights of the year Milestones for FMB 23 Summary
Council Publishing Service. The photographs were provide by the TMB Foundation historical archive and the Barcelona Photographic Archive.
Institutional event to mark the 90th anniversary: The institutional campaign to mark the metro’s 90th anniversary concluded with a ceremony held in the Liceu on 15 December, which was attended by local dignitaries, institutional guests, representatives of civil society, etc. During the event the commemorative book was presented, speeches were given by institutional figures and there was a musical performance. Guests were then taken on board the TMB Foundation’s historical buses to Sagrada Família station on Line 2 for a ride on a vintage train. 2014 Management Hightlights of Milestones for FMB 24 Summary the year
TMB joins ‘Barcelona, heart safe city’ with the support of the sponsors, FIATC programme Assegurances and Philips, the latter being the manufacturer of the equipment, for which The Chair of TMB and the President of TMB will not be charged. Associació Barcelona Salut (ABS) signed an agreement on 28 August 2014 under which The seven defibrillators have been installed TMB joined the programme ‘Barcelona, heart inside transparent boxes in the central section safe city’, to prevent sudden deaths from heart of platforms at the four stations, beside the conditions via the installation of defibrillators in intercom. The equipment is easy for any public spaces, promoted by the Association passenger to use without medical knowledge and the Brugada Foundation, with the support if they suspect that another traveller is having of the Ministry of Health, the City Council, a heart attack. The passenger must first notify the Emergency Medical Service (SEM) and station staff by pressing the SOS button on the Barcelona Pharmacy Association, and the intercom beside the box, before taking out sponsorship by FIATC Assegurances and the defibrillator and following the instructions. Philips. The metro control centre will alert the 112 emergency service so that a medical team One early result of the agreement was a pilot can be sent to the station. test in which semi-automatic defibrillators were installed at Espanya, Universitat, Catalunya and La Sagrera metro stations on Line 1, the most heavily used in the network, as the first part of an innovative project to provide cardio protection at all metro stations, which will be a European first. The cost of the project will be assumed by Associació Barcelona Salut 2014 Management Hightlights of Milestones for FMB 25 Summary the year
The Barcelona metro to coordinate the Ferrocarril Metropolità de Barcelona also hosted the Energy Saving Nova international benchmarking group Strategies Expert Workshop, held on 4 and 5 September in Barcelona, at which all the metros participating expressed their appreciation. In 2014, in line with the trend in previous years, Ferrocarril Metropolità de Barcelona took an Metro de Barcelona completes its first year as chair of active part in the international benchmarking ALAMYS initiatives supported by the Nova i Comet Group, through Imperial College London’s At the 27th General Assembly of ALAMYS, held in Buenos Aires Railway and Transport Strategy Centre. from 26 to 30 November 2013, TMB was elected Chair and Metro de Santiago de Chile was named Secretary General of ALAMYS. The This year TMB’s presence has been of organisation thus began a new phase with the Chairman of Ferrocarril special interest because Metro de Barcelona Metropolità de Barcelona, Joaquim Forn, at the helm. has occupied the chair of the Nova Group, by agreement among the members, and The following objectives were identified by the new Chairman and has acted as representative for the other Secretary General: metro organisations in the group. Metro de —— Maximising efficiency and transparency through the modernisation Barcelona thus played a special role in the of work structures, making the organisation more flexible so that it can annual meeting of Nova, held in Toronto react more quickly to any new situation or need. from 13 to 16 May, at which the different —— Ensuring sources of income and making the best use of resources, operators presented their situation and managing them economically and seeking the cooperation and new developments since the previous year. participation of all members in its activities. Another meeting was held in New Delhi from —— Using new technologies to work more effectively. 24 to 26 September, at which a route map for the group to follow in the next stage was proposed, after a number of working sessions. 2014 Management Hightlights of Milestones for FMB 26 Summary the year
——Drawing up the new strategic plan and —— Transfer of functions between the previous implementing it. This document will reflect Secretary General and the current holder in medium- and long-term goals and challenges May. and the policies and lines of activity that should —— 19th meeting of technical committees from be pursued to achieve them. 25 to 27 May 2014, in Panama city, organised by Metro de Panamà. The keys to good management will be the —— 28th General Assembly of ALAMYS and positive synergies between the different public International Conference on Fare Policy and transport operators, government bodies, Payment Systems, from 7 to 10 December business and engineering companies, and 2014 in Mexico City, organised by the Mexico cooperation between the public and private City Collective Transport System. sectors. Finally, as a result of cooperation between The most important features of our period as the Chair and the Secretary General to carry Chair of ALAMYS in 2014 were the following: out the transfer from the previous Secretary —— Confirmation of the appointment of the General (in Madrid) to the current holder (in Chair and Secretary General (February- Santiago de Chile), the General Assembly March) via a written vote with no meeting. The agreed that the official registered address appointments were supported by the majority of ALAMYS should be that of Transports of operators who participated. Metropolitans de Barcelona, and that this ——Opening of the Panama metro on 5 April should be reported to the Spanish Ministry 2014. The first event attended by the Chair of for Home Affairs’ National Register of Ferrocarril Metropolità de Barcelona as Chair Associations. of ALAMYS. 2014 Management Hightlights of Montjuïc cable car: 27 Summary the year developments during the year
Montjuïc cable car: developments during the year
New Montjuïc cable car website
On 6 March 2014 the Montjuïc cable car launched a new website (www. telefericdemontjuic.cat) which gives practical information in 6 languages on the service: timetables, fares, a photo gallery, how to reach the three stations (Parc de Montjuïc, Castell de Montjuïc and Mirador) by public transport and nearby places of interest to tourists. 2014 Management Hightlights of 28 Summary the year
The year's milestones for TMB
Refinancing and restructuring of Metropolitan Transport the period 2014-2031 equivalent to the obligations resulting from Authority (ATM) transport system the agreement signed with financial institutions and all associated expenses. The meeting of the ATM Board of Directors (which includes the Government of Catalonia, Barcelona City Council and Àrea After four months of negotiations with credit institutions, led by Metropolitana de Barcelona) on 6 March 2014 approved the framework CaixaBank, on 6 November a financing contract was signed for agreement for refinancing the public transport system’s debt and 472.28 million euros, over 17 years and 2 months (with a 2 year 2 restructuring its finances in the period 2014-2031, and the basis for month period of grace for the principal) in two tranches, with a view drawing up the four-year financing plan for 2014-2017 with government to eliminating the ATM transport system deficit, refinancing the loan bodies forming part of the consortium and programme contracts with granted in 2009-2013 and with further credit to balance the budget transport operators for 2014-2017. from 2013 to 2016.
The framework agreement was ratified by the government bodies The lending banks were: CaixaBank, BBVA, Bankia, Banco de forming part of the consortium: the Government of Catalonia on 1 April Santander, Sabadell, Popular, and Bankinter, with CaixaBank acting as 2014, the Barcelona Metropolitan Area Metropolitan Council on 29 April agent. Ferrocarril Metropolità de Barcelona, SA acted as borrower and and the plenary session of Barcelona City Council on 9 May. Transports de Barcelona, SA, and the Metropolitan Transport Authority as obligors. An interest rate hedging agreement was also signed. At the same Board of Directors’ meeting it was decided that negotiations for the refinancing envisaged in the 2014-2031 framework The main guarantee was the commitment of Barcelona City Council to agreement should be led by the Chief Officer of ATM and the Chief transfer the necessary amounts to the ATM’s bank account, as agreed Executive Officer of TMB, with their respective teams. The complete in the 2014-2031 framework plan, so that it could meet its obligations operation was channelled through Ferrocarril Metropolità de Barcelona to the lending institutions. As this constitutes an entitlement for the ATM (FMB), which thus assumed the full amount of the public metropolitan to credit from Barcelona City Council which, as capital income does transport system’s debts, acting on behalf of the ATM, as a financial not affect the sustainability of the public service, the ATM can provide instrument of the system. ATM thus agreed to pay FMB a subsidy over collateral to the financial institutions for FMB’s obligations under the loan agreement. 2014 Management Hightlights of Milestones for TMB 29 Summary the year
Signing of 2014-2017 programme The main objectives of the programme contract signed by the ATM and contract between ATM, Transports TB/FMB for 2014-2017 are as follows: de Barcelona (TB) and Ferrocarril —— To establish a stable finance framework for a regular public transport Metropolità de Barcelona (FMB) service. —— To establish a stable framework for managing the debts of the The fifth of November 2014 saw the signing of system through TMB, which becomes the instrument for refinancing the 2014-2017 financing agreement between it, and to guarantee TMB’s financial ability to meet all the obligations the Catalan government and the ATM and arising from the debt. the programme contract between the ATM —— To guarantee a public transport service which meets transport needs and the operators, and on 6 November the and increase its efficiency. financing agreement between the banks and Ferrocarril Metropolità de Barcelona was The ATM-TMB programme contract regulates all the obligations arising signed. On 11 November a ceremony was from the refinancing and restructuring agreement for the transport held at the Palau de la Generalitat to present system until 2031. This contract defines the rights and obligations the three agreements. This was attended by arising from the granting of a 472.3 million euro loan to FMB, which all the institutional signatories. acts as the system’s financial instrument. The aim of this operation is to refinance the cumulative debt of the transport system up to 2013 The duration of the programme contract was and cover the shortfalls for the years 2014 to 2016 envisaged in the four years, unlike others in recent years. The framework plan approved by the ATM. Central Government (AGE), which has not signed any programme contract with the The ATM is committed to paying FMB a subsidy over the years ATM, contributes to the financing of public 2014-2031 equivalent to FMB’s obligations under the agreement for transport in the Barcelona metropolitan area refinancing and restructuring the transport system to ensure that FMB via a budgetary allocation in accordance with has the necessary resources to meet the repayments at all times, current legislation. including amortisation of the principal, interest and any other financial 2014 Management Hightlights of Milestones for TMB 30 Summary the year
expense related to the operation. The restructuring commission of 3.29 The ATM Board also approved, as part of the changes to the 2015 million euros was necessarily treated in 2014 as an additional expense budget, an additional contribution of 7.11 million euros to meet the cost in relation to the refinancing and write-down operation carried out of extending bus services. The cost of this measure will be fully assumed through FMB. by Barcelona City Council, as envisaged in the 2014-2017 ATM-TMB programme contract, the 2014-2017 four-year plan and the commitment Subsequently, at the ATM Board of Directors meeting of 12 December by the ATM and the government bodies forming part of the consortium to 2014, it was agreed that fares should be frozen for 2015, and a finance the transport system in the period 2014-2031. reduction applied to T-10 cards and special rate cards (the 3-month travel card for unemployed people and the T-70/90 for large and The above decisions made by the ATM Board of Directors on 12 single-parent families). These two measures mean an 18.12 million December 2014 affect the size of the subsidy that will be needed for 2015 euro reduction in receipts for the whole metropolitan public transport and the following years. system, of which 10.51 million euros correspond directly to expected income for TMB.
Consequently, the Board of Directors approved a change to the 2014-2017 four-year plan and a commitment for the government bodies forming part of the consortium and the ATM to finance the transport system during the years 2014-2031 to implement the 2014- 2031 framework plan and the programme contracts with transport operators and the AMB for 2014-2017 in order to offset the reduction in receipts caused by these measures, compared with the receipts from fares envisaged in the 2014-2017 four-year plans and the 2014-2017 financing agreement between the ATM and the government bodies forming part of the consortium. 2014 Management Hightlights of Milestones for TMB 31 Summary the year
TMB metro and buses to give Wi-Fi access to the Internet
Public transport users in Barcelona will benefit from free access to the Internet as a result of the extension of the Barcelona City Council Wi-Fi network. Wi-Fi access will complement and reinforce that available from mobile phone operators.
The project, launched at the end of 2014, involves a new engineering project designed to find the best possible technical solution. It is expected that Wi-Fi will have been installed on 50 buses by February 2015 and on the rest of the fleet by mid-2016.
As part of the same project Wi-Fi is to be installed at 16 stations (only on platforms). In the first stage of the project, Wi-Fi is to be installed at five stations by February 2015. It will be introduced at the other eleven during 2015 and most of 2016. 2014 Management Hightlights of Milestones for TMB 32 Summary the year
Information on public transport included will continue until the first quarter of 2015, when all bus stops and in the BCN Contactless programme metro stations should be covered. They will not only be available at transport points but also at places of interest, various public locations In the closing months of the year information and other facilities. about bus and metro services was added to the Barcelona Contactless mobile platform, They are simple to use. Users need only to place their NFC-enabled together with information on libraries, Bicing, phone near the access point or read the QR on it and they can access tourist information offices, pharmacies, hotels, a mobile website in three languages (Catalan, Spanish and English) to green zones, road works, monuments and obtain information about this particular time and place in connection many other facilities, providing a valuable tool with the subject that interests them. When the user establishes for people who use smartphones. contact, the website presents links to the transport route search facility ‘Going to...’, the TMB website customer services section, nearby bus Access points to this information platform and metro stops, other places of interest in the area and the latest TMB are being incorporated in metro stations and information and customer service updates on Twitter. In the case of at bus stops, starting with those at Plaça bus stops users can also see projected arrival times for the next two d’Espanya. They consist of vinyl stickers on buses on each line. the information panel in bus shelters and on the metro’s outdoor light-box posters. These contain the QR code and an NFC chip, currently the two most widely used connectivity systems, plus the symbols of Barcelona Contactless and the BCN Smart City brand. The introduction of access points Sustainable transport: at the heart of the organisation. 5TMB in figures Sustainable transport: at 2014 Management the heart of the 34 Summary organisation. TMB in figures
Sustainable transport: At the heart of the organization. TMB in figures
Passengers carreid by TMB Although passenger numbers rose in both companies, the increase was more pronounced in the metro network, where the number of In 2014 demand grew by 7.1 million passengers (up 1.3%) for TMB passengers rose by 5.8 million (up 1.6%). In the case of Transports de transport overall. The total number of passengers carried rose from Barcelona, which includes the regular bus network, the Barcelona Bus 552.9 million in 2013 to 560.0 million in 2014. Turístic and the Tramvia Blau, growth occurred mainly in the regular bus network, with 1.64 million passengers more than the previous year Passengers carried by TMB (millions) (+0.9%). However, in the case of leisure transport, there was a drop in passenger numbers on the Barcelona Bus Turístic (-4.8%) while there (Figures in millions) 2014 2013 Chg. % was a slight increase in use of the Tramvia Blau (0.5%). Total Ferrocarril 375,722 369,939 5,783 1.6 Metropolità de Barcelona The total number of passengers using the services of the two tourist bus operators in Barcelona fell by 1.9%. Bus Network 178,346 176,706 1,640 0.9 Bus Turístic 5,751 6,042 -0.290 -4.8 Tramvia Blau 0.216 0.214 0.001 0.5 Total Transports de Barcelona 184,313 182,963 1,350 0.7 Total TMB 560,035 552,902 7,133 1.3 2014 Management Sustainable transport: at TMB passenger 35 Summary the heart of the numbers organisation. TMB in figures
The following chart of demand for TMB 4) The trend was halted in 2012 and in 2013 demand again rose, services (including Barcelona Bus Turístic and coinciding with a slight improvement in the economy. Tramvia Blau) in the last ten years shows clear variations: TMB passenger numbers (including leisure transport services)
1) The three-year period 2005-2007 showed an increase in passenger numbers coinciding 580.00 with the extension of the metro network 575.00 and growth of the population and economic 570.00 activity in general. 565.00 2) Passenger numbers fell for two consecutive 560.00 years from 2008 following the start of the 555.00 recession. 550.00 3) TMB's passenger numbers rose again in 545.00 2010 and 2011 following extensions to the 540.00 metro network (extensions to lines L2, L3 and 535.00 535.70 548.40 550.23 561.11 576.90 571.20 557.60 570.66 577.38 553.48 552.90 560.03 L5 and the opening of the first stretch of L9/ L10). 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Sustainable transport: at 2014 Management the heart of the 36 Summary organisation. TMB in figures
TMB services
The most important addition to TMB services in Figures in thousands 2014 was the introduction of the third stage of 2014 2013 Change % the new bus network with the implementation of four lines (two vertical and two horizontal). Metro 83,160.46 84,303.28 -1,142.82 -1.4 Three of these are new (V15, V27 and H14) TB 39,729.88 40,781.08 -1,051.20 -2.6 and the fourth was an extended version of line H16, created in 2013. The number of In the case of Transports de Barcelona, the decrease is a result high performance bus lines has thus reached of declining productive capacity. As specified in the 2014-2017 thirteen. The launch of these lines has involved programme contract, it is hoped that bus network services will the replacement of some existing services and increase in 2015 with the introduction of a plan to improve the service changes to others. and with further work on introducing the new bus network.
Vehicles-km in operation In the case of Metro, the policy introduced in previous years was maintained, planning the availability of services in line with real The figure for vehicles-km in operation in 2014 demand with a view to making efficient use of the resources available fell by 1.4% for the metro and 2.6% for surface and helping to make savings. It should be remembered that in the transport. previous year, in March 2013, a new schedule for the service available throughout the network was introduced. This particularly affected line L2 and line L9/L10 (the latter in off-peak hours). Some months later, on 1 September 2013, the operating speed of Line 2 was reduced, leading to an increase in round journey times. Sustainable transport: at 2014 Management the heart of the TMB services 37 Summary organisation. TMB in figures
Places-km provided Seats-km provided by TMB (excl. Montjuïc cable car)
Figures for TMB metro and buses have both declined for the reasons 20,500.00 described previously, with a fall of 1.4% compared with 2013. 20,000.00 Figures in millions 19,500.00 2014 2013 Change % 19,000.00 Metro 15,236.10 15,448.86 -212.76 -1.4 18,500.00 TB 3,314.29 3,3 57.11 -42.81 -1.3 18,000.00 TMB 18,550.40 18,805.97 -255.57 -1.4 17,500.00 17,000.00
On the bus network the percentage fall in buses-km in operation 17,911.0 19,566.2 20,125.9 18,944.2 18,806.0 18,550.4 (2.6%) is greater than the drop in places-km (1.3%) because in 16,500.00
2014 the number of kilometres in operation driven by large capacity 2009 2010 2011 2012 2013 2014 vehicles (articulated and double articulated) grew, while the number of kilometres in operation driven by standard buses, which carry fewer passengers, fell.
The following chart shows changes in places-km available on all TMB vehicles (excluding the Montjuïc cable car). From 2012 on there is a decline in places-km available as a result of the measures introduced that year to rationalise bus and metro availability and bring it into line with demand, thus reducing TMB’s need for financing. Sustainable transport: at 2014 Management the heart of the 38 Summary organisation. TMB in figures
Bus network figures
Bus network figures at 31 December 2014 Total Bus network figures at 31 December 2014 Num. vehicles Number of routes (*) 100 Standard buses 639 Bus network length (*) 870.77 Diesel 241 Number of stops (*) 2,544 CNG 267 With shelter 1,337 Diesel/electric hybrid 115 With post 1,207 CNG/electric hybrid 13 Kilometres of bus lane 156.60 All electric 3
(*) Excluding special Bus Turístic and Tramvia Blau services and lines 80, 81, 82 and 83 Articulated buses 286 which are contracted out to Sagalés. Diesel 157 CNG 129 Midibuses 24 Diesel 23 Diesel/electric hybrid 1 Minibuses (diesel) 47 Double-decker (diesel) 67 Open-top(diesel) 4 Double articulated 3 (diesel/electric hybrid) Total fleet 1,070 2014 Management Sustainable transport: at Bus network figures 39 Summary the heart of the organisation. TMB in figures
Fleet broken down by fuel type Num. vehicles Diesel 539 CNG 396 Hybrids buses 132 Diesel/electric hybrid 119 CNG/electric hybrid 13 All electric 3 Total fleet 1,070
Buses adapted for people with limited mobility 1,070 Buses with air conditioning (a) 1,066 Fleet needed for service (weekday peak hour in winter) (b) 808
Notas: (a) The difference between this figure and the total fleet corresponds to the 4 open-top buses. (b) The difference between the total number of vehicles and the vehicles needed for the service (which excludes the Bus Turístic service) corresponds to the operational fleet in reserve and vehicles undergoing maintenance or official test for roadworthiness (ITV). 2014 Management Sustainable transport: at Bus network figures 40 Summary the heart of the organisation. TMB in figures
Bus lines in service at 31 December 2014
Distance Distance Line Route in km (*) Line Route in km (*) 6 Pg. Manuel Girona - Poblenou 8.11 42 Pl. Catalunya - Santa Coloma 12.58 7 Diagonal Mar - Zona Universitària 10.60 45 Pg. Marítim - Horta 12.00 11 Trinitat Vella - Roquetes 13.53 46 Pl. Espanya - Aeroport BCN 17.9 5 13 Mercat Sant Antoni - Can Clos 6.91 47 Pl. Catalunya - Canyelles 9.47 14 Vila Olímpica - Bonanova 7.71 50 Collblanc - Trinitat Nova 14.19 19 Port Vell - Sant Genís 10.51 51 Pla del Palau - Ciutat Meridiana 12.02 20 Estació Marítima - Pl. Congrés 9.15 54 Estació del Nord - Campus Nord 10.81 21 Paral·lel - El Prat 16.58 55 Parc de Montjuïc - Pl. Catalana 10.66 22 Pl. Catalunya - Av. Esplugues 8.84 57 Pg. Marítim - Ernest Lluch 7.42 23 Pl. Espanya - Parc Logístic 7.0 8 58 Pl. Catalunya - Av. Tibidabo 5.31 24 Paral·lel - El Carmel 8.88 59 Pg. Marítim - Reina M. Cristina 9.74 26 Poblenou - Barri Congrés 7.3 9 60 Pl. Glòries - Zona Universitària 20.39 27 Pl. Espanya - Roquetes 11.45 62 Pl. Catalunya - Ciutat Meridiana 13.38 32 Estació Sants - Roquetes 11.63 63 Pl. Universitat - Sant Joan Despí 12.43 33 Zona Universitària - Verneda 10.86 64 Barceloneta - Pedralbes 10.77 34 Sarrià - Virrei Amat 10.54 65 Pl. Espanya - El Prat 12.54 36 Paral·lel - Can Dragó 11.90 66 Pl. Catalunya - Sarrià 7.6 6 37 Hospital Clínic - Zona Franca 7.8 8 67 Pl. Catalunya - Cornellà 13.13 39 Barceloneta - Horta 12.02 68 Pl. Catalunya - Cornellà 13.88 40 Port Vell - Trinitat Vella 10.99 70 Sants - Bonanova 4.24 41 Pl. Francesc Macià - Diagonal Mar 4.49 73 Maquinista - Pl. Kennedy 12.16 2014 Management Sustainable transport: at Bus network figures 41 Summary the heart of the organisation. TMB in figures
Bus lines in service at 31 December 2014
Distance Distance Line Route in km (*) Line Route in km (*) 75 Les Corts - Av. Tibidabo 7.79 111 Tibidabo 3.20 76 Sant Genís - Ciutat Meridiana 11.83 113 La Mercè 3.42 78 Estació Sants - Sant Joan Despí 12.99 114 Gràcia - Can Baró 4.40 79 Pl. Espanya - Bellvitge 8.97 115 La Bordeta 2.98 90 Bus Turístic de Nit/Night 10.95 116 La Salut 3.03 91 Rambla - La Bordeta 4.87 117 Guinardó 5.06 92 Gràcia - Pg. Marítim 12.55 118 Mas Guimbau 8.61 94 Circular Cornellà 2 4.32 119 La Teixonera 5.07 95 Circular Cornellà 1 5.33 120 El Raval 4.84 96
Bus lines in service at 31 December 2014
Distance Distance Line Routes in km (*) Line Routes in km (*) 132 Porta - Prosperitat 3.39 H14 Paral·lel - Sant Adrià 9.70 143 La Pau - Sant Adrià 5.36 V15 Barceloneta - Vall d’Hebron 10.22 150 Pl. Espanya - Castell de Montjuïc 5.09 H16 Passeig de la Zona Franca - Fòrum 12.10 155 Can Cuiàs - Sta. M. de Montcada 10.13 V17 Port Vell - Carmel 8.72 157 Ernest Lluch - Sant Joan Despí 7.52 D20 Pg. Marítim - Ernest Lluch 9.26 165 Pratexprés 12.42 V21 Pg. Marítim - Montbau 9.45 185 Vall d’Hebron - Horta -
Changes to the service —— Major provisional work
A number of major changes were made to the Related to town planning and infrastructure projects: TMB bus network in 2014: —— 15/9/2014: implementation of third stage Routes Description of new bus network with lines V15, V27, H14 and H16. 7, 16, 17, V15 and 24 Development in Pg. de Gràcia —— 15/9/2014: adjustments to conventional 6, 7, 14, 15, H8, 33, 34, 63 i 67 Development in Av. Diagonal routes to complement introduction of new H6, 14, 16 and 70 Development in Ronda General Mitre services: —— Changes to Line 36 in Carrer Llull. D20, 24 and 120 Remodelling of Av. Paral·lel —— Changes to Line 66 in Plaça de Catalunya. Line 41 to terminate at Plaça H12, 7, 60, 92 and 192 Remodelling of Plaça de les Glòries Urquinaona. —— Line 41 to terminate at Plaça Urquinaona. —— 15/9/2014: the following lines are discontinued: 9, 16, 17, 71 and 141. 2014 Management Sustainable transport: at Bus network figures 44 Summary the heart of the organisation. TMB in figures
Special bus services
Special service Start date Duration Metro Montjuïc cable car shuttle 27/01/2014 21 days substitute Shuttle for metro L2 from La Pau to Pompeu services Fabra 12/04/2014 10 days Shuttle for metro L1 Av. Carrilet / Bellvitge 02/08/2014 27 days Montjuïc cable car shuttle 25/10/2014 Until 31/12/2012 Shuttle for metro L9 Bon Pastor / Can Peixauet 06/12/2014 3 days Trade fairs Shuttle service for 2014 Hewlett Packard Trade Fair (I) 03/02/2014 5 days Shuttle for MWC 2014 Trade Fair 24/02/2014 4 days Shuttle for EWEA Trade Fair 09/03/2014 5 days Shuttle for Alimentaria 2014 31/03/2014 4 days Shuttle for Novia España 2014 05/05/2014 6 days Shuttle for Expoquimia 2014 30/09/2014 3 days Shuttle for VM World 2014 12/10/2014 5 days Shuttle for Microsoft 2014 26/10/2014 10 days Shuttle service for 2014 Hewlett Packard Trade Fair (II) 26/11/2014 11 days 2014 Management Sustainable transport: at Bus network figures 45 Summary the heart of the organisation. TMB in figures
Special service Start date Duration Other Primavera Sound shuttle 30/05/2014 2 days services Shuttle to Botanical Gardens (April) 27/04/2014 1 day Shuttle to Botanical Gardens (October) 06/11/2014 1 days Shuttle to Grec 2014 Festival 28/06/2014 9 days Shuttle for Biocultura fair 08/05/2014 4 days Shuttle for Pl. Espanya to the Cementery 01/11/2014 1 day Club Súper 3 Pl. Espanya - Stadium 25/10/2014 2 days Club Súper 3 Car park - Stadium 26/10/2014 3 days Discovery Underground 26/11/2014 11 days 2014 Management Sustainable transport: at Bus network figures 46 Summary the heart of the organisation. TMB in figures
Passengers carried The chart below shows monthly passenger figures on the regular bus network over the last two years. In the first half of 2014, the increase For the second year running the number of passengers carried by all in passenger numbers was 1.02 million (+1.10%), while the second half Transports de Barcelona, SA vehicles has increased. The total for 2014 of the year saw slower growth, with 0.62 million additional passengers was 184.31 million, 1.35 million more than the previous year (+0,7%). (+0.72%).
Passengers carried by Transports de Barcelona (millions) Monthly passenger figures on regular bus network
2014 2013 Change % 2014 Bus Network 178,346 176,706 1,640 0.9 2013 17.31 Barcelona Bus Turístic 5,751 6,042 -0.290 -4.8 18.00 16.30 Tramvia Blau 0.216 0.214 0.001 0.5 17.0 0 16.07 15.09 15.27 15.87 15.35 Total TB 184,313 182,963 1,350 0.7 16.00 15.08 15.11 17.28 15.00 14.86 16.23 14.20 14.58 14.00 15.19 14.61 14.97 14.88 13.75 15.17 The increase has been particularly notable in the regular bus network, 13.00 14.18 14.30 where 1.64 million passengers more were carried (+0.9%) This rise 12.00 can be attributed to the launch of the different stages of the new bus 11.00 network and a slight improvement in the general economic situation. 10.00 9.70 9.00 9.69 In the case of leisure transport, there was a drop in passenger 8.00 numbers on the Barcelona Bus Turístic (-4.8%) while there was a jan. feb. apr. jun jul. oct. slight increase in use of the Tramvia Blau (0.5%). The total number mar. may aug. sep. nov. dec. of passengers using the services of the two tourist bus operators in Barcelona fell by 1.9%. 2014 Management Sustainable transport: at Bus network figures 47 Summary the heart of the organisation. TMB in figures
If we examine changes in demand for all of Bus network passenger number TB over the last ten years, we can see three (including leisure transport services) distinct periods: 220.00 1. From 2005 to 2007 passenger numbers grew in response to improvements in the 210.00 service (quality improvement plans in 2002 200.00 and 2006, new buses, better information, etc.), together with population and economic 190.00 growth. 180.00
2. In the years 2008-2012 there was a drop 170.00
in demand due to the extension of the metro 203.71 205.00 205.00 207.70 210.50 194.86 195.95 189.44 188.40 179.97 182.96 184.31 160.00 network and the impact of the recession.
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 3. This trend was halted in 2013-2014 when the new bus network was launched and there was a slight improvement in the economic situation. 2014 Management Sustainable transport: at Bus network figures 48 Summary the heart of the organisation. TMB in figures
Occupancy ratio Passenger number on TB services (passengers/vehicle-km in operation) In 2014 TB's average occupancy was 4.64 passengers carried per vehicle-km in operation, 3.4% more than the previous year. 4.75 4.70 This increase is the result of the rise in passenger numbers referred to 4.65 above and a reduction in the availability of vehicle-km in operation in 4.60 2014. 4.55 2014 2013 Chg. % 4.50 4.45 Passengers 184.31 182.96 1.35 0.7 4.40 Vehicles-km in operation 39.73 40.78 -1.05 -2.6 4.35 4.30 4.64 Passengers/vehicle-km in operation 4.64 4.49 0.15 3.4 4.25 4.71 4.64 4.47 4.43 4.47 4.49
2008 2009 2010 2011 2012 2013 2014 Changes to this indicator in recent years are shown in the chart below. Average occupancy on the bus network declined each year until 2011, when it reached a minimum of 4.43 passengers per km in operation. After this, thanks to measures designed to rationalise the availability of places in order to reduce the company’s financial needs, the trend was reversed and the indicator began to rise. 2014 Management Sustainable transport: at Bus network figures 49 Summary the heart of the organisation. TMB in figures
Bus services Places-km provided by TB
The most important addition to the service was the introduction of the 3,550.00 third stage of the new bus network with the implementation of four 3,500.00 lines (two vertical and two horizontal). Three of these are new (V15, V27 and H14) and the fourth was an extended version of line H16, created 3,450.00 in 2013. The number of high performance bus routes has thus reached 3,400.00 thirteen. The launch of these lines has involved the replacement of some existing services and changes to others. 3,350.00
3,300.00 Places-km (in millions) 3,250.00 2014 2013 Chg. %
3,200.00 3,520.70 3,503.76 3,501.86 3,320.57 3,357.11 3,314.29 Places-km provided 3,314.29 3,3 57.11 -42.81 -1.28
2009 2010 2011 2012 2013 2014 In quantitative terms, the number of places-km available was 1.28% lower than in 2013, at a total of 3,314.29 million. The decrease is a result of declining productive capacity. As specified in the 2014- 2017 programme contract, it is hoped that bus network services will increase in 2015 with the introduction of a plan to improve the service and with further work on introducing the new bus network. 2014 Management Sustainable transport: at Bus network figures 50 Summary the heart of the organisation. TMB in figures
In recent years the availability of bus services has been adapted to % service compliance in 2014 (millions of tickets validations) demand, especially with the introduction of metro Line L9/L10 and the Monthly extension of lines L2 and L5 in the years 2009-2010. The fall seen in Cumulative 2012 was the consequence of strike action that year together with the launch of a plan to rationalise availability. 99.60 99.32 99.32 The drop in operational mileage during the year—2.58% compared to 99.40 99.30 99.28 99.20 99.18 2013—can be explained by the same factors. 99.06 99.16 99.32 99.31 98.99 99.00 99.27 99.21 98.97 98.90 98.89 98.86 Vehicle-km in operation (in thousands) 98.80 99.01 2014 2013 Chg. % 98.60 98.79 98.79 98.59 98.59 Vehicle-km in operation 98.40 98.51 98.46 98.39 covered 39,729.88 40,781.08 -1,051.2 -2.58 98.20 98.00 The percentage fall in vehicle-km in operation (2.58%) is greater and double articulated) grew, while the number of kilometres in operation jul. jan. feb. mar. apr. may jun. sep. oct. nov. driven by standard buses, which carry fewer passengers, fell. aug. dec.
Average fulfilment of scheduled service (vehicle-km in operation as percentage of total scheduled) for the year was 98.86%. 2014 Management Sustainable transport: at Bus network figures 51 Summary the heart of the organisation. TMB in figures
The service provision study provides Information Score (2014) assessments of various qualitative aspects Compliance Service compliance 9.91 of the bus service. Average scores for 2014 Confort Cleanliness Passengers travelling in vehicles which are sufficiently clean 9.88 (on a scale 0 to 10) for fulfilment of service, cleanliness, conservation, information and Passengers waiting at bus stops which are sufficiently clean 9.28 customer service were as follows: Total confort: Cleanliness 9.68
Confort Maintenance Passengers travelling in vehicles which are adequately maintained 9.94 Passengers waiting at bus stops which are adequately maintained 9.64 Total confort: Maintenance 9.82
Información Passengers on buses who are adequately informed 10.00 Passengers at stops who are adequately informed 9.89 Total information 9.93 Customer service Passengers receiving appropriate treatment 9.85 Passengers given correct responses 9.99 Passengers travelling in correctly driven vehicles 10.00 Passengers travelling in correctly driven vehicles 9.98 Complaints and Average response time 9.50 claims: Responsive within time limits established 8.41 Total Customer service 9.77 2014 Management Sustainable transport: at Bus network figures 52 Summary the heart of the organisation. TMB in figures
Cost per passenger carried and per bus hour Cost per passenger carried (euros)
Cost per passenger carried Change in cents In a situation of economic stagnation the company has continued to Concept 2014 2013 (€) % apply measures to save resources and contain expenditure, so that Operating Supplies 0.050 0.050 0.00 0.1 it remains within budgetary limitations. A good indication of this is the expenses Electricity/fuel 0.128 0.140 -1.26 -8.9 total cost per passenger carried, which was 1.61 euros in 2014, a 1.8% Personnel 1,093 1,091 0.19 0.2 reduction on the figure for the previous year. During the year TB has not only seen a reduction in expenditure but also an increase in the External 0.182 0.187 -0.51 -2.7 number of passengers carried, as mentioned above. Changes in -0.006 -0.004 - 0.17 38.9 provisions Total operating expenses 1,447 1,464 -1.74 -1.2
Other Taxes other than 0.003 0.002 0.03 11.6 expenses income tax Net amortisation and 0.128 0.143 -1.49 -10.4 depreciation Gain/loss on sale of 0.000 0.000 -0.03 fixed assets Pensions 0.002 0.004 - 0.13 -34.8 Total other expenses 0.133 0.149 -1.62 -10.8 Financial Write-off the contract 0.000 0.000 0.00 expenses programme Structural expenses 0.028 0.024 0.39 16.5 Total financial expenses 0.028 0.024 0.39 16.5 Total cost per a passenger 1,608 1,638 -2.97 -1.8 carried Passengers carried (thousands) 184,313 182,963 1,350 0.7 2014 Management Sustainable transport: at Bus network figures 53 Summary the heart of the organisation. TMB in figures
Operational costs per passenger carried last year were 1.45 euros/passenger, a reduction of 1.2%. The cost per passenger of provisions was practically the same as for the previous year and the cost per passenger of staff rose slightly (0.2%). The cost of fuel and external services fell by 8.9% and 2.7% respectively. In the case of fuel expenditure on diesel and natural gas fell thanks to lower consumption by the fleet (2.65% fewer total km than the previous year) and 2014 also saw a drop in the price of fuel.
Other items include a reduction in net amortisation per passenger to 1.49 euro cents and an increase in cost per passenger of financial costs of 0.39 euro cents. 2014 Management Sustainable transport: at Bus network figures 54 Summary the heart of the organisation. TMB in figures
Total cost per hour of the bus service Cost per hour of the bus service (euros) Concept 2014 2013 Chg. % The analysis of unit costs from the viewpoint of demand (cost per Operating expenses Supplies 2,507 2,429 0.08 3.2 passenger) differs from the analysis based on service available (hours Electricity/fuel 6,368 6,781 -0.41 -6.1 provided). While the cost per passenger fell by 1.8%, the total cost per hour of service rose by 1.3% in 2014, despite the reduction in overall Personnel 54,451 52,702 1.75 3.3 expenditure by the company. The is the result of a 2.3% cut in service External 9,084 9,054 0.03 0.3 hours compared with 2013. Changes in provisions -0.300 -0.209 -0.09 43.3 Operating costs per hour also fell, by 1.9% to 72.11 euros. The cost per Total operating expenses 72,109 70,755 1.35 1.9 hour of fuel fell by 0.41 euros and there was a 0.09 euro reduction in Taxes other than income tax 0.134 0.116 0.02 15.1 the cost of provisions. Net amortisation and 6,386 6,911 -0.52 -7.6 depreciation Other items include a reduction in net amortisation per hour of 0.52 euro and an increase in financial costs per hour of 0.23 euro. Gain/loss on sale of fixed assets -0.003 0.011 -0.01 Pensions 0.124 0.184 -0.06 -32.7 Total other expenses 6,641 7,222 -0.58 -8.0 Financial expenses: Write-off of the contract 0.000 0.000 0.00 programme Structural expenses 1,384 1,152 0.23 20.2 Total financial expenses 1,384 1,152 0.23 20.2 Total cost/bus hour 80,135 79,129 1.01 1.3 Total hours of the bus service (thousands) 3,698.7 3,786.9 -88.2 -2.3 2014 Management Sustainable transport: at Bus network figures 55 Summary the heart of the organisation. TMB in figures
Revenues Revenue per vehicle-km, meanwhile, grew by 5.3% in the year, reaching 3 euros/vehicle-km for the first time. In 2014 TB revenues (before commission, discounts and volume discounts) amounted to 135.1 million euros, an increase of 3.3 million The chart showing revenue in recent years reflects continuous growth euros on the figure for 2013. This increase has occurred in the regular since 2010, especially in figures for total revenue per vehicle-km. bus network because of the rise in passenger numbers and changes to fares in 2014. Sales revenue
Revenues (thousands of euros) Revenue per vehicle-km (euros) Revenues / vehicle-km total
2014 2013 % chg. 3.20 140,000 3.07 Revenue (thousands of euros) 135,116 131,777 2.53 2.91 135,000 3.00 Vehicles-total km covered (thousands) 44,066 45,265 -2.65 2.79 130,000 Revenue/vehicle-km total 3,066 2,911 5.32 2.66 2.80 2.50 125,000 2.50 2.60 120,000 2.40 115,000 110,000 2.20
105,000 116,462 117,004 124,506 125,161 131,777 135,116 2.00
2009 2010 2011 2012 2013 2014 2014 Management Sustainable transport: at 56 Summary the heart of the organisation. TMB in figures
Metro network figures
The main figures for the metro network at 31 December 2014 can be Metro rolling stock (without the cable car) at 31 December 2014 seen in the following table: consisted of 162 five-coach trains and 3 two-coach trains. Of the total of 816 coaches, 654 are motor cars and 162 are trailer cars. The Trains following table gives a breakdown by series: Number of scheduled Train frequency Line km stations at peak hour at peak hour Total Total 1 20.7 30 26 3'44" Motor Trailer coaches trains 2 13.1 18 19 3'28" 2000-series 24 6 30 6 3 18.4 26 26 3'21" 2100-series 60 15 75 15 4 17.3 22 19 4'00" 3000-series 72 18 90 18 5 18.9 26 30 2'58" 4000-series 96 24 120 24 9 and 10 11.1 12 6 and 4 3'00" 5000-series 156 39 195 39 11 2.3 5 2 7'30" 6000-series 40 10 50 10 Funicular 0.8 2 2 10'00" 9000-series 200 50 250 50 Total 102.6 141 134 500-series (*) 6 0 6 3 network Total coaches 654 162 816 162 5-coach (*) 500-series trains are all 2-coach. Line 11 has 3 2-coach trains, the trains on all other lines have 5 coaches. 3 2-coach Funicular: 2 3 -coach trains. The 3'00" frequncy corresponds to the shared section of L9 and L10, the frequancy on The Montjuïc cable car has two units, each consisting of three the nonshared section is 6´00". coaches. Of the network’s 141 stations, including the Montjuïc cable car, 99 are non-interchange stations, 15 allow passengers to change to one other line and 4 allow them to change to two others. 2014 Management Sustainable transport: at Metro network figures 57 Summary the heart of the organisation. TMB in figures
Statistics for Line L9/L10 are shown in the following table:
Lines 9/10 Key figures Year 2014 L9/10 Service Length of the line at 31 December (km) 11.1 figures Number of stations at 31 December 12 Operating speed at Línea 9 (km/h) 29.25 peak hour Línea 10 (km/h) 32.4 Train frequency at On shared section 3'00" peak hour: On non-shared section 6'00" Coaches-km in operation (thousands) 7,421.8 5 Places-km (millions) 1,4 47. 26 Coaches-total km covered (thousands) 7,4 32. 21 Fleet data L9/10 Number of trains 18 Number of motor coaches 72 Number of trailer coaches 18 Total coaches 90 Average age of fleet (years) 5.2 Passenger data Passengers carried (thousands) 8,224 L9/10 Staff L9/10 Total staff at 31 December 168 Average standardised workforce 153.55 2014 Management Sustainable transport: at Metro network figures 58 Summary the heart of the organisation. TMB in figures
Passengers carried Monthly metro passenger numbers
In 2014 demand on the metro service grew by 5.78 million passengers 2013 compared with the previous year, rising from 369.9 million in 2013 2014 to 375.7 million, an increase of 1.56%. This healthy growth can be attributed to maintenance of service quality standards (despite the 38.00 continued application of measures to save resources) and a slight 36.00 35.46 improvement in the economic situation. 34.00 34.08 33.16 32.92 32.44 31.63 Passengers carried by Ferrocarril Metropolità de Barcelona 32.00 30.81 34.51 31.55 30.50 33.89 30.97 (millions) 29.74 30.00 31.61 30.54 31.16 30.84 31.75 31.45 2014 2013 Change % 28.00 30.10 29.25 29.92 Passengers in millions 375.72 369.94 5.78 1.56 26.00
The chart below shows monthly demand over the last two years. Millions of ticket validations 24.00 Although there was growth in both halves of the year, it was 22.00 23.81 noticeably stronger in the last six months. In the period January-June 23.61 2014 passenger numbers rose by 1.28 million (+0.68%), while in the 20.00 second half of the year the increase was 4.50 million, 2.48% more jun jul. jan. feb. mar apr may aug. set. oct. nov. dec. than the figure for the same period in the previous year.
The growth in passenger numbers has occurred on all metro lines except 2, L9/L10 and the cable car. In the case of Line L9/L10 it should be remembered that from 25 November to 8 December there were interruptions to service because of maintenance work on the line. 2014 Management Sustainable transport: at Metro network figures 59 Summary the heart of the organisation. TMB in figures
The cable car was closed from 1 October 2014 because of a rockfall Metro passenger numbers (millions of ticket validations) which blocked the line near the top, in the vicinity of Parc de Montjuïc station, in Passeig de Miramar. The rockslide was the result of the 390.00 collapse of a containing wall on an adjacent property. It broke through 380.00 the protective fence of the cable car and covered part of the track. 370.00 Work is still in progress to remove all the debris and to reinforce the site 360.00 and its structural elements. In the meantime, Paral·lel and Miramar are 350.00 connected by a special bus service. 340.00 330.00 Passengers carried by metro lines (millions) 320.00 310.00 Line 2014 2013 Change % chg. 300.00 L1 103,051 100,906 2,145 2.13% 290.00 345.3 353.4 366.4 376.4 361.7 381.2 389.0 373.5 369.9 375.7 L2 40,397 41,195 -0.798 -1.94% 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 L3 82,033 80,134 1,899 2.37% L4 52,368 50,871 1,497 2.94% L5 87,9 0 4 86,724 1,180 1.36% The chart showing demand in recent years reflects yearly increases in passenger numbers until 2011, coinciding with the growth of the L9 and L10 8,224 8,305 -0.080 -0.96% metro network, the only exception being 2009. After 2011, when a L11 1,161 1,061 0.10 0 9.43% record 389.0 million passengers used the Metro, figures fell for two Cable car 0.583 0.744 - 0.161 -21.60% consecutive years until the trend was reversed with the positive results achieved in 2014. Total 375,722 369,939 5,783 1.56% 2014 Management Sustainable transport: at Metro network figures 60 Summary the heart of the organisation. TMB in figures
Occupancy ratio Passengers/coach-km in operation
As a result of the measures introduced to bring supply into line with 4.70 real levels of demand, thus making better use of resources, average occupancy, understood as the number of passengers per coach-km in 4.60 operation, was 4.52, an increase of nearly 3% over the previous year. 4.50
4.40 2014 2013 % Passengers (millions) 375.72 369.94 1.56% 4.30 Coaches-km in operation 4.20 (thousands) 83,160.46 84,303.28 -1.36% 4.10
Occupancy 4.52 4.39 2.96% 4.68 4.58 4.35 4.29 4.38 4.39 4.52 4.00
The following chart shows changes in the occupancy ratio in recent 2008 2009 2010 2011 2012 2013 2014 years. Coinciding with the extension of the metro network and the launch of L9/L10, and the application of the plan to improve service intervals (introduced in October 2005) to raise quality standards, especially at peak hours, the occupancy ratio fell progressively until 2011, when it reached its lowest level. Since then, with the implementation of the service availability rationalisation plan in 2012, the figure for this indicator has risen each year, reaching 4.52 passengers per coach-km in operation in 2014. 2014 Management Sustainable transport: at Metro network figures 61 Summary the heart of the organisation. TMB in figures
Metro services
Places-km provided Places-km (millions)
In 2014, the policy introduced in previous years was maintained, Line 2014 2013 Change % planning the availability of services in line with real demand with a view L1 3,575.46 3,601.75 -26.28 -0.73 to making efficient use of the resources available and helping to make L2 1,915.85 2,054.13 -138.28 -6.73 savings. It should be remembered that in the previous year, in March L3 2,733.63 2,742.69 -9.06 -0.33 2013, a new schedule for the service available throughout the network was introduced. This particularly affected Line L2 and Line L9/L10 (the L4 2,373.59 2,377.41 -3.83 - 0.16 latter in off-peak hours). Some months later, on 1 September 2013, L5 3,116.82 3,114.08 2.74 0.09 the operating speed of Line L2 was reduced, leading to an increase in L9/10 1,4 47. 26 1,485.40 -38.14 -2.57 round journey times. L11 73.49 73.41 0.08 0.11 From 25 November to 8 December 2014 there were interruptions to Total 15,236.10 15,448.86 -212.76 -1.38 service on Line L9/L10 because of maintenance work on the line.
These factors explain the reduction in metro service availability in 2014 compared with the previous year. As can be seen in the table, this was concentrated in lines L2 and L9/L10. Places-km on the metro network fell by 1.38% to 15,236.1 in the year. 2014 Management Sustainable transport: at Metro network figures 62 Summary the heart of the organisation. TMB in figures
Figures for the last ten years show a significant increase up to 2011 Coaches-km in operation because of the growth of the network following the introduction of Line L9/L10 and the extensions to lines L2, L3 and L5 and improved service The reduction is also reflected in the figure for intervals. However, in 2012 the trend was reversed with the introduction coaches-km in operation in 2014, which fell by of the rationalisation plan to reduce the company’s financing needs. 1.36% to 83.16 million.
Places-km provided Coaches-km in operation (in thousands)
17,000 Line 2014 2013 Change % 16,000 L1 17,8 8 4.14 18,012.69 -128.55 -0.71 15,000 L2 10,492.23 11,249.44 -757. 21 -6.73 14,000 L3 16,581.73 16,638.25 -56.52 -0.34 13,000 L4 13,462.66 13,482.84 -20.18 - 0.15 12,000 L5 16,902.66 16,8 87.8 9 14.77 0.09 11,000 L9 /L10 7,421.8 4 7,617.41 -195.57 -2.57 10,000 L11 415.20 414.76 0.44 0.11 milions of ticket validations ticket of milions 9,000 15,624 15,449 15,236 8,000 12,518 13,151 14,656 14,390 16,062 16,624 Total 83,160.46 84,303.28 -1,142.82 -1.36
2006 2007 2008 2009 2010 2011 2012 2013 2014 2014 Management Sustainable transport: at Metro network figures 63 Summary the heart of the organisation. TMB in figures
Average service fulfilment in 2014 (coaches-km in operation as a The drop in December to 98.94% reflects a percentage of the total scheduled) was 99.65%. fall in the figure for Line 1. This was mainly a consequence of the delays between 2 and The following chart shows monthly and cumulative figures for this 19 December caused by the reduction in indicator in 2014. train speeds in the sidings at Baró de Viver station. The delays were caused by a crack % service compliance in 2014 in the concrete base supporting the rails die to groundwater seepage, which led to lost Monthly journeys during the day. Cumulative As a temporary measure, a number of steel 100.10 99.88 girders were positioned across the line to hold 99.76 99.90 99.77 99.78 99.73 99.78 99.73 99.73 the rails in place along a twenty-metre section 99.71 99.70 on each track. This temporary reinforcement 99.72 99.76 99.74 99.72 99.72 99.71 99.50 99.68 99.71 will allow TMB and the Directorate General for 99.59 99.62 99.67 Land Transport Infrastructures to carry out 99.30 99.59 99.51 98.94 an in-depth study of soil conditions around 99.10 the station and examine ways in which the 98.90 installation could be made more impermeable. 98.70 98.84 98.50 % compliance with scheduled service scheduled with compliance %
jun jul. jan. feb. mar. apr. may aug. sep. oct. nov. dec. 2014 Management Sustainable transport: at Metro network figures 64 Summary the heart of the organisation. TMB in figures
Provision of trains in service in winter Commercial speed during peak hours (weekdays) The chart below shows the commercial speed The number of trains in service during the on each metro line during peak hours on a morning peak hours on a weekday in winter working day in winter. As can be seen, in 2014 (including the Montjuïc cable car) at the end of the same speed was maintained on all lines as the year was 134. This figure was unchanged in the previous year. from the previous year. Commercial speed (km/hour) Trains at peak times (weekdays) Line 2014 2013 Line 2014 2013 2012 2011 2010 L1 26.8 26.8 L1 26 26 26 26 26 L2 25.7 25.7 L2 19 19 22 22 22 L3 26.6 26.6 L3 26 26 27 27 27 L4 28.4 28.4 L4 19 19 19 19 19 L5 26.3 26.3 L5 30 30 30 30 30 L9 29.3 29.3 L9 6 6 6 6 5 L10 32.4 32.4 L10 4 4 4 4 4 L11 24.0 24.0 L11 2 2 2 2 2 Funicular 18.0 18.0 Funicular 2 2 2 2 2 Total 134 134 138 138 137 2014 Management Sustainable transport: at Metro network figures 65 Summary the heart of the organisation. TMB in figures
Other service quality indicators
The service provision study provides assessments of various qualitative aspects of the metro service. Average scores for 2014 (on a scale 0 to 10) for accessibility, information, safety, conservation, cleanliness and customer service were as follows: Score (year 2014) (*) Average response time was 13.3 Accessibility Lifts 5.95 days (the target is 15 days or less) Escalators 6.87 with 87.42% answered within the limit. Ticket machines 5.88 Ticket barriers 7.07 Total accessibility 6.44 Customer service Passengers receiving appropriate treatment 9.86 Passengers travelling with appropriately dressed staff 10.00 Passengers given correct responses 9.87 Complaints and claims Average response time 10.00 (*) Responses within time limit 8.74 (*) Total customer service 9.77 Information Passengers appropriately informed about trains 9.96 Passengers appropriately informed about stations 9.98 Total Information 9.97 2014 Management Sustainable transport: at Metro network figures 66 Summary the heart of the organisation. TMB in figures
Score (year 2014) Safety Incidents per million ticket validations 7.0 9 Accidents per million ticket validations 6.34 Total safety 6.73 Comfort: maintenance Passengers passing through stations which 9.93 are adequately maintained Passengers travelling on trains which are adequately maintained 9.55 Total comfort: Maintenance 9.75 Comfort: cleanliness Passengers passing through stations wich are sufficiently clean 9.92 Passengers travelling on trains which are sufficiently clean 9.44 Total comfort: Cleanliness 9.70 2014 Management Sustainable transport: at Metro network figures 67 Summary the heart of the organisation. TMB in figures
Cost per passenger carried and per coach-total km covered Cost per passenger carried (euros) Change Cost per passenger carried 2014 2013 in cents (euros) (euros) (€) % In 2014 the company continued to operate in the context of a sluggish economy, which obliged it to continue to make adjustments to cut or Operating Supplies 0.021 0.018 0.28 15.0 contain expenditure without detriment to the service provided, with a expenses Electricity/fuel 0.079 0.079 0.01 0.1 view to reducing TMB’s financial needs while it awaited the signing of Personnel 0.434 0.444 -1.07 -2.4 the 2014-2017 programme contract, which was finally signed by the ATM and TMB on 5 November. External 0.146 0.149 -0.23 -1.6 Changes in provisions 0.011 0.002 0.89 402.0 Measures to rationalise expenditure were reflected in the containment Total operating expenses excluding 0.692 0.693 -0.13 -0.2 of the total cost per passenger carried (excluding train leases and train leases and charges for L9/L10 charges for L9/L10), which was 0.83 euros/passenger, almost the same as the previous year. Other Taxes other than income tax 0.001 0.001 0.00 -1.5 expenses Net amortisation and 0.090 0.093 -0.34 -3.6 Operating expenses per passenger also remained constant compared depreciation with the previous year, at 0.69 euros/passenger. There were significant Gain/loss on sale of fixed 0.000 0.001 - 0.14 -99.8 per passenger increases in procurement costs and changes in assets provisions, while there were reductions in staff and external service Pensions 0.001 0.001 -0.02 -17. 2 costs. Total other expenses 0.091 0.096 -0.49 -5.1 Financial Write off of the contract 0.040 0.031 0.84 27.0 expenses programme Structural expenses 0.011 0.011 -0.01 -0.9 Total financial expenses 0.050 0.042 0.83 19.9 Total cost per passenger carried 0.834 0.831 0.21 0.3 Passengers carried (thousands) 375,722 369,939 5,783 1.6
Nota: NB Train leases and charges for L9/L10 are not included. 2014 Management Sustainable transport: at Metro network figures 68 Summary the heart of the organisation. TMB in figures
Other costs per passenger (excluding financial Cost per coach-total km covered (euros) expenses) have also fallen, in this case by Change in 5.1%. However, financial costs per passenger Concept 2014 2013 cents(€) % have increased by 0.83 euro cents (19.9%), basically because of higher interest on the Operating Supplies 0.094 0.079 1.46 18.4 loans needed by the ATM for the years 2009- expenses Electricity/fuel 0.353 0.342 1.05 3.1 2014. Personnel 1.927 1.918 0.91 0.5 Cost per coach-total km covered External services 0.651 0.642 0.86 1.3 Changes in provisions 0.049 0.010 3.98 416.9 Unlike costs per passenger, FMB's total cost Total operating expenses excluding 3.074 2.991 8.27 2.8 per coach-total km covered increased by train leases/changes for L9/L10 3.2% in 2014 compared with the previous year. The total cost, excluding train leases and Other Taxes other than income 0.003 0.003 0.00 1.4 charges for L9/L10, was 3.70 euros/coach- expenses tax total km compared with 3.59 euros/coach- Net amortisation and 0.399 0.402 -0.30 -0.8 total km in the previous year. The explanation depreciation is that while the number of passengers in 2014 Gain/loss on sale of fixed 0.000 0.006 -0.60 -99.8 rose by 1.6%, the number of coach-total km assets covered fell by 1.3% during the year. Pensions 0.004 0.005 -0.07 -14.8 Operating costs per coach-total km covered Total other expenses 0.406 0.416 -0.97 -2.3 increased by 2.8%, especially because of Financial Write-off of the contract 0.176 0.135 4.14 30.7 increases in cost/coach km for procurement expenses programme and changes in provisions. There was also Structural expenses 0.047 0.046 0.09 2.0 a significant 4.24-cent increase in the cost/ coach-total km of financial expenditure. Total financial expenses 0.223 0.181 4.24 23.4 Total cost/coach-km 3.703 3.587 11.53 3.2 Coaches-km total covered (thousands) 84,577 85,732 -1,155 -1.3
Nota: NB Train leases and charges for L9/L10 are not included. 2014 Management Sustainable transport: at Metro network figures 69 Summary the heart of the organisation. TMB in figures
Revenues The following chart shows the positive trends in overall revenue and in the revenue/coach-total km covered. Total FMB revenues (before commission, discounts and volume discounts) rose by 11.6 million euros, an increase of 4.85%. The good Sales revenues results from ticket sales are due to increased passenger numbers, as Revenues mentioned previously, and new fares introduced at the beginning of the Revenue/coach-km year. 260,000 3.10 Revenue/coach-total km also increased significantly, reaching 2.98 2.98 euros (up 6.28%). 250,000 3.00 240,000 2.90 Revenue per coach-total km (euros) 2.80 2.78 2.80 230,000 2014 2013 % chg. 2.70 Revenue (thousands of euros) 251,818 240,172 4.85% 220,000 2.52 2.51 2.60 Coaches-km total covered (thousands) 84,577 85,732 -1.35% 210,000 2.43 2.50 Revenue/vehicle-km total 2.98 2.80 6.28% 200,000 2.40
190,000 2.30 251,818 180,000 203,048 218,024 231,506 240,690 240,172 2.20
2009 2010 2011 2012 2013 2014 2014 Management Sustainable transport: at 70 Summary the heart of the organisation. TMB in figures
Projectes i Serveis de Mobilitat, SA (formerly Telefèric de Montjuïc, SA) figures
The company Projectes i Serveis de Mobilitat, SA, has operated the In December work began on remodelling the ticket sale and validation Montjuïc cable car since 16 May 2007. The main figures relating to the system to bring it into line with current requirements. operation are given below. Cable car services Development of the business Between 1 January and 31 December 2014 the Montjuïc cable 2014 was the seventh consecutive year of operation of the Montjuïc car operated for 2,994 hours. The summer months from June to cable car, after its complete renovation. It provides 55 fully glazed cars September accounted for most of these hours (45% of the total). The each able to hold eight passengers. They are adapted for users with cable car operated for 98.37% of the hours programmed, the service reduced mobility. being unavailable for 1.6% of the schedule. 1.10% of the interruptions were due to external causes (mainly adverse weather conditions) and With three stations (Parc de Montjuïc, Mirador and Castell), the cable 0.53% to internal causes (technical problems). car can carry over 2,000 people/hour/direction, the figure varying according to demand. It operates every day of the year from 10.00 am Passenger numbers to 9.00 pm (peak season), except when essential maintenance work is being carried out. In 2014 this was exceptionally extended to seven In 2014 1,328,468 passengers were carried, a year-on-year decrease weeks for special technical checks. of 2.8%.
During this period the support/traction cable, which is 1,600 metres 2014 2013 Change % long, was replaced. The system was completely dismantled and worn First half 537,080 5 87,73 8 -50,658 -8,6% parts were replaced. It was then reassembled and functional and Second half 791,388 778,565 12,823 1,6% safety tests were carried out. Total 1,328,468 1,366,303 -37,835 -2,8% In November the Barcelona City Council Fire Prevention, Extinction and Rescue Service (SPEIS) conducted evacuation drills on the Montjuïc cable car site as part of the Self-protection Plan. 2014 Management Sustainable transport: at Projectes i Serveis de 71 Summary the heart of the organisation. Mobilitat, SA figures TMB in figures
In connection with passenger numbers we The following chart shows changes in demand over the last two years: would make the following observations: Monthly passenger figures Montjuïc cable car —— Demand in the first half of the year fell by 8.6% as a result of two technical issues: 2013 2014 1. A technical stoppage occurred on 1 205,749 250.000 186,098 January 2014 when a bearing broke on the 160,229 flywheel at Miramar station. The repair took 151,632 137,740 200.000 166,568 134,585 two days, during which the cable car was 144,812 closed to the public. 146,563 150.000 102,739 146,581 76,846 76,007 68,854 137,031 148,706 66,926 2. From 20 January to 5 March the cable 32,177 71,071 100.000 117,854 137,521 car service was closed to the public for 52,999 the compulsory inspection required after 50.000 22,500 hours in service. As a result the 25,492 0 cable cars were in operation for 26 days 0 less than in other years.
jul. jan. feb. apl. jun. sep. oct. nov. —— In the second half of the year, however, mar. may. aug. dec. demand was 1.6% higher than in 2013, despite the drop in passenger numbers in the last quarter caused by the closing of the Montjuïc cable car for reasons beyond the company’s control. 2014 Management Sustainable transport: at Projectes i Serveis de 72 Summary the heart of the organisation. Mobilitat, SA figures TMB in figures
The following chart shows passenger Accessibility numbers on the Montjuïc cable car service over the period 2008-2014. There was In 2011 the cable car service was audited for universal accessibility particularly strong growth in 2011, when the certification (UNE 170.001 standard) by the certification company number of passengers first exceeded 1.3 LGAI-Applus. The installations of the Montjuïc cable car obtained million, growth that has been consolidated in this certification in December 2008 both for accessibility to the area the following years, despite the recession. (architectural aspects) and for its accessibility management system (internal management). Accordingly, all cable car routes are adapted to Passengers on Montjuïc cable car (thousands) the needs of people with reduced mobility. Wheelchair users can travel completely independently using ramps, gates and platforms whose height exactly matches that of the cars. For the blind and visually 1,400.0 impaired, signs are appropriately sized and there are walkways and 1,300.0 touch-sensitive browsers on ticket vending machines, while written information is available for the deaf. 1,200.0 Staff on the Montjuïc cable car service also receive training and are 1,100.0 made aware of the specific needs of disabled people. Both customer service and installation maintenance protocols are designed to ensure 1,000.0 the service is accessible.
900.0 The Municipal Institute of People with Disabilities of Barcelona and
1,159.8 1,138.6 1,182.5 1,367.4 1,392.9 1,366.3 1,328.5 the ECOM Federation, which represents over 150 groups for disabled 800.0 people, contributed to the design of the cable car's accessibility features. 2008 2009 2010 2011 2012 2013 2014 2014 Management Sustainable transport: at Projectes i Serveis de 73 Summary the heart of the organisation. Mobilitat, SA figures TMB in figures
Cable car key figures
Distance (metres): 752 Height (metres): 84.55 Number of supports: 12 Number of cars: 55 (fully glazed) System capacity (people/hour): 2,000 Minimum distance between cars 48 (metres): Speed (metres/second): 2.5-5.0 Traction (kVA) 400 Counterweight: Hydraulic tension A quality public transport 6network 2014 Management A quality public transport 75 Summary network
Bus
Changes to TB rolling stock and service Average age of the bus fleet (years) Average age of the fleet
At 31 December 2014 the bus fleet consisted 9.0 8.7 8.0 of 1,070 vehicles as follows: 8.0 —— 639 standard buses 7.3 6.8 —— 286 articulated vehicles 7.0 6.7 6.4 6.1 6.1 5.8 —— 24 midibuses 6.0 5.3 —— 47 minibuses —— 3 double-articulated buses 5.0 —— 67 double-decker buses (Barcelona Bus 4.0 Turístic) 3.0 —— 4 open-top buses (Barcelona Bus Turístic) 2.0
Changes in the composition of the fleet 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 resulted in an average of 8.7 years at 31 December 2014. The chart shows changes in the average age of the fleet over the last ten years. Recent years reflect a progressive ageing of vehicles, coinciding with the onset of the recession and the introduction of economy measures which have affected the company’s investment policy, particularly in the case of replacing buses. 2014 Management A quality public transport Bus 76 Summary network
Key technological and organisational projects
3iBS Project TMB is leading the work package WP1.6 (energy and sustainability) with cities which include Nantes, London, Paris, Münster, etc., focusing its The aim of the 3iBS project is to continue increasing the performance, attention on service standards and energy sustainability. accessibility and efficiency of urban surface transport systems in cities. This plan is fully in line with the European Commission project for TMB has also taken part in the work package WP1.4, dealing with service developing high quality public transport. solutions for a bus network which integrates the whole transport system (operation, infrastructures, vehicles, etc.). It has accordingly presented the The 3iBS project (Intelligent, Innovative and Integrated Bus System) advances achieved in the new bus network. TMB’s participation is in the stems from the previous EBSF project (European Bus System of following areas: the Future) in which bus manufacturers and operators and related —— Presenting and sharing the results of the new bus network. companies put forward, studied, analysed and assessed technical —— Editing and developing the document on energy sustainability. This and operational proposals to define the technology and functioning of task consists of compiling and editing the results of real cases studied vehicles and networks in years to come. in different cities in connection with: —— The effects of investment in ecological driving and intelligent The aim of the project is to analyse the effect of a series of factors gearboxes. related to new trends in urban buses. They are as follows: —— The effects of hybrid traction systems and an analysis of their —— Intermodality (interchanges with private cars) impact by type and operational profile. —— Intermodality (interchanges with other forms of transport) —— Proposal for a new SORT (standardised on-road test) cycle for —— Accessibility and safety hybrid vehicles with no plug. —— Service standards —— A model to analyse the emissions map of a city, using Barcelona —— Energy sustainability as an example. —— Services for special events —— Use of IT systems These documents give details of the results obtained with different technical measures to reduce consumption and emissions, plus a mathematical model that enables us to foresee how the introduction of the orthogonal network and the renewal of the fleet with a view to reducing consumption and emissions affects the city and will do so in the future. 2014 Management A quality public transport Bus 77 Summary network
In this way the project will inform all European operators of the advantages —— The average length of service interruption increased by 1.6%. of these new, more efficient technologies and it will act as a platform The model has therefore worked satisfactorily since it was introduced to systematise a European research framework for innovation in urban on 27 September 2010, significantly reducing the number of incidents transport systems. affecting the service, the rolling stock workshops' activities and the availability of the fleet. ZeEUS Project ROMMI project: Predictive inspections plan and plan for Barcelona is at the forefront of research and innovation in zero emissions training in and optimisation of preventive maintenance for the urban transport, being the first city to introduce electric buses as part of bus fleet. the ZeEUS Project. In 2014 2,693 inspections were carried out, 89.8% of the total initially ROMMI Project: Monitoring the rolling stock technical planned (2,998). assistance model in the Traffic Regulation Centre (CRT) The ROMMI Project considers predictive inspections as a key process The results obtained in 2014 were as follows: prior to carrying out the tasks in the maintenance plan. They complement —— There were 1,787 fewer incidents recorded than in 2013, a reduction the regular services programmed at regular intervals based on kilometres of 5.87%. These positive results mean that the cumulative reduction or time in order to identify faults which need to be corrected. The time since 2010 is 3,036 (down 9.6%). However, in 2014 there was a spent working on vehicles is minimised, as these additional tasks can be significant increase in withdrawals although there were considerably performed during the regular inspections, while the number of incidents is fewer cases of vehicle replacement, leading to an overall drop of 1.5% significantly reduced, thereby improving reliability indicators. in this type of measure compared with 2013. The cumulative reduction since 2010 is 0.9%. In conclusion, we can say that the increase that Preventive maintenance plans continued to be implemented for the new occurred in 2013 has now been corrected and we are continuing with vehicles which use hybrid/electric technology. the falling trend observed since this model was introduced in 2011. Eight training programmes were carried out during the year, involving 33 sessions attended by 209 people. 2014 Management A quality public transport Bus 78 Summary network
New model to analyse maintenance costs (allocation of Various training sessions have been organised for Business Operations materials to work orders) Centre staff who are responsible for stores (materials managers and store assistants) with a high degree of participation and interest in the subjects This project was launched and implemented in 2012 in order to accurately dealt with. assess the cost of maintaining vehicles by allocating materials costs to the work orders generated when work is carried out on vehicles Plan for technological improvements geared to improving in the Business Operations Centres' Rolling Stock Workshops. After maintenance consolidating the practice of allocating materials costs to work orders in 2013, we have produced a first report analysing maintenance costs During the year the following projects were organised (the current status of according to the following criteria: each is indicated): —— Compliance with allocation to work orders in each Business —— ABC breakdown checklist: introduction of help facility for ABC Operations Centre. analysis of the reasons for breakdowns (technical unit level 3) and series —— Costs per series (batches): overall classification and grouping by of vehicles affected, with the following priority objectives: Business Operations Centre. —— To demonstrate the usefulness of the facility and its potential for —— Costs by technology: diesel, compressed natural gas (CNG), hybrid- saving time when analysing data. diesel, hybrid-CNG. —— To familiarise users with cause and effect analysis and the —— Costs by brand (vehicle manufacturer). interpretation of ABC analysis with a view to unifying tools and —— Cost-reliability analysis (overall and by Business Operations Centre). criteria. —— Costs by type of material (type of supply) and costs allocated to —— To reinforce decision making based on the analysis. stock discrepancies. —— Improvements in the management of alerts (T2) and introduction of —— Material cost ranking: > 10,000 euros and analysis of materials new catalogues of causes of breakdowns: this project was launched at which could be allocated to work orders but which are not. the end of 2014 in response to the need to adapt to SAP the structure of vehicles and catalogues of the causes of breakdowns, in line with the In 2014 69.2% of the cost of materials used in maintenance of the fleet technological changes incorporated in new vehicles (hybrid, electric, was assigned to work orders. The maximum percentage envisaged was CNG, etc.). It envisages the introduction of a new cataloguing system 70% and we can therefore say that the process is fully implemented. for the causes of breakdowns, in order to improve the identification 2014 Management A quality public transport Bus 79 Summary network
of these causes when revising T2 alerts. The system also includes a Renewal of the contract between B:SM and TMB for coverage of pre-selected allocation of the breakdown which can be modified by the events on the Olympic site with special bus services user when the alert is reassessed. The main aims of the system are as follows: At the end of 2014 an agreement was signed with B:SM to renew the —— To improve the quality of results analysis. contract for cooperation in covering events at the Olympic site with —— To monitor allocations where anomalies occur because of special bus services. TMB takes advantage of the existence of Line 150 defects in the vehicle or its components. (Pl. Espanya-Castell de Montjuïc) and adapts it to demand for each event —— To monitor and update the criteria for allocation. held at the Olympic site on Montjuïc, reinforcing the service during the —— To reflect and make decisions about the process of reassigning day and providing appropriate capacity when events finish outside normal breakdowns and the individuals involved. operating hours. TMB also makes its buses available to the city applying fares within the integrated fare system to ensure that the public can access This project is currently being updated and validated for SAP in connection events and return from them. The contract will be automatically renewed at with new vehicle structures. It is expected to be fully implemented by the the end of the current year for an indefinite period. first half of 2015. Infrastructure projects Development of analytical tools for ISO 50.001 certification In 2014 a total of 4,092 measures were taken in the following areas: 61 This joint project with the Ministry of Territory and Sustainability and the TB infrastructure projects, 468 procurement requests, 3,507 corrective Technology Division in the development of monitoring indicators and measures and 56 preventive measures related to TB infrastructure. The charts, using the SAP Business tool to make a monthly presentation (using total cost of these measures was 4.1 million euros (capital and expenses). charts and tables) of consumption data for the fleet and our premises. We are currently validating the reports and charts, with the combinations This year a charging station has been built in the Triangle for two Irizar needed to cover monthly changes in the indicators for the fleet: covering electric buses, within the European ZeEUS project. These are currently TB, Business Operations Centres, batches and routes. in operation and are being monitored, together with our own buses, via the SCADA (supervisory control and data acquisition) project, which is a system for monitoring and controlling infrastructures. 2014 Management A quality public transport Bus 80 Summary network
The parking area at the Zona Franca-Port depot has been enlarged, a The main investments by Business Operations Centre initiated or in project which has involved substantial investment. Corporate information progress in 2014 were the following: and communication systems have been updated, with a view to returning —— Zona Franca Business Operations Centre: the automatic walkway the original plot of land referred to in the lease to its owner. (phase I), the installation of the sewage treatment plant and the extension of the lighting system. At the Horta Business Operations Centre the new control system for —— Horta Business Operations Centre: diesel supply, the installation supplying diesel to buses was extended. Because it had become of sprinklers (phase 3-B), fittings and equipment for the waste water obsolescent, the operation had been transferred to the Ponent Business facility, and the renewal of heating and air conditioning equipment Operations Centre the previous year. (phase B). —— Triangle Business Operations Centre: ZeEUS project electric bus A number of measures have also been taken to improve heating and air charging station, fire fighting equipment (phase 3), rebuilding the conditioning equipment at depots and in the Traffic Regulation Centre entrance to the garage, modernisation of office facilities (phase 1); in the (CRT), where the premises have been refurbished. ZeEUS project, inclusion of the electric bus in SCADA, among others. —— Ponent Business Operations Centre: equipment in waste water Work was completed on the first stage in modernising the low-voltage treatment facility, modernisation of low voltage system (phases B-2 and network at Ponent, the waste water network at the Triangle Business B-1), installation of waste water pumps and domestic cold water. Operations Centre and the faecal pump network at Ponent. —— Zona Franca-Port: extension of parking site and modification of systems. Finally, the company has adjudicated a project to replace physical and chemical waste water treatment plants at the Business Operations Centres with biological systems. As these are brought into operation they will bring about a substantial reduction in maintenance and waste management costs, allowing us to amortise this investment quickly. 2014 Management A quality public transport Bus 81 Summary network
Operational reliability Kilometres covered without breakdowns
The reliability of the fleet (average mileage 3,800 without damage) in 2014 improved 1.1% over the 3,700 previous year and reached 3,704 km, above the 3,600 goal set for this year, which was 3,660 km. 3,500 3,400 3,300 2014 2013 Chg. % 3,200 Average km without breakdown 3,704 3,662 42 1.1 3,100 The chart below shows the reliability of the 3,000 fleet over the last ten years. For the fourth 2,900 3,704 year in a row the figure has exceeded 3,600 2,800 3,251 3,468 3,376 3,376 3,431 3,436 3,600 3,679 3,662 km and in 2014 the highest figure ever was achieved. 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
This progressive improvement in reliability can be attributed to the introduction of measures as part of the ROMMI Project to optimise the maintenance of vehicles and reduce the number of incidents that have an impact on service. 2014 Management A quality public transport Bus 82 Summary network
Fuel consumption of the ZeEUS Project, two more buses equipped with 100% electric engines were added to the electric bus introduced in 2013. For many years TMB has conducted its activity in accordance with environmental criteria and is a pioneer in the development of projects As can be seen in the chart, in recent years TMB has progressively to implement new technologies that are more environmentally friendly, increased its fleet of more environmentally friendly vehicles. While especially in the field of urban buses. TMB has decided to incorporate in 2005 there were only 162 buses powered with CNG, accounting in its fleet vehicles powered by alternative fuels which are more for only 15.9% of the fleet, nine years later there were 531 more environmentally friendly. In particular, in recent years it has introduced environmentally sustainable vehicles, almost half of the fleet (49.6%). hybrid vehicles that combine natural gas or diesel engines with electric engines (Retrofit), thus saving fuel and helping the environment. As part Consumption of different types of fuel during the year was as follows:
Environmentally sustainable buses 1.Diesel: buses running on diesel consumed a total of 15.61 million CNG Hybrid Electric litres, 4.4% less than the previous year. This decrease is due to a reduction of 3.8% in the number of kilometres travelled by these buses 450 and a slight reduction in average consumption per vehicle. This fell by 400 0.6% to 58.54 litres per 100 km travelled. 410 410 396 350 353 341 It should be noted that the progressive introduction of hybrid vehicles 300 295 that combine electric and diesel engines has allowed us to reduce 250 consumption of this fuel. 244 251 248 200 132 98 150 162 69 Number of vehicles of Number 100 4 12 50 1 3 0
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2014 Management A quality public transport Bus 83 Summary network
2. Consumption of natural gas: CNG- Fuel consumption powered vehicles consumed 11.34 million kg, 0.8% higher than in 2013. This slight increase Diesel (thousands litres) CNG (thousands kg) Biodiésel (thousand litres) was due to the higher number of kilometres driven by CNG buses in 2014 (0.4% more than 25,000 23,666 22,916 the previous year), and to an increase of 0.4% 20,939 in the average consumption of natural gas per 20,000 17,585 vehicle. An average of 65.29 kg of CNG was 17,020 16,326 15,771 15,613 13,525 thus consumed for every 100 km. 15,000 17,609 11,245 11,341 10,304 In 2013, Transports de Barcelona stopped 8,495 8,848 10,000 7,563 using biodiesel as a fuel, mainly because the 7,260 6,868 government subsidy from which it benefited 4,949 3,131 3,570 3,542 4,027 3,795 was withdrawn. Vehicles powered with 5,000 2,724 998 biodiesel also used more fuel than those using 253 118 diesel, which made it less efficient. 0
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2014 Management A quality public transport 84 Summary network
Metro
FMB rolling stock, fixed installations and operations The average age of the trains varies according to the age of the units that serve each metro line (see following chart). Although the oldest Average age of the fleet fleet is on Lines L1 and L3, as has been said before, the trains in the 4000 and 3000 series were remodelled in previous years, which has Until 2009 the addition of new trains resulted in a constant reduction in allowed them to extend their working life. the average age of the fleet. Since then new rolling stock has not been incorporated, and the average age of trains reached 13.5 years in 2014 Average age of the fleet by line in 2014 (years) (the working life of a train is between 30-35 years). L1 L2 L3 L4 L5 L9/10 L11 Total It should also be borne in mind that for some years now it has been Average age of the fleet 20.4 7.6 22.0 11.6 8.5 5.2 11.0 13.5 normal practice to remodel trains when they are approaching the age (years) of twenty years, which entails technical modifications and changes to their appearance and equipment. In previous years trains in the 3000 NB Does not include the two Montjuïc cable car trains. and 4000 series were remodelled and in January 2015 the process of remodelling units in the 2000 series will commence.
Average train age
20.0 18.6 18.0 16.0 14.2 14.0 12.5 13.5 12.0 11.5 9.5 10.5 10.0 9.2 9.3 8.7 8.0 6.0 4.0 2.0 0.0
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2014 Management A quality public transport Metro 85 Summary network
Developments and improvements in the Metro
Rolling stock the new surveillance system, installation of places for people with reduced mobility, renewal of external doors, repairs to bodywork and 1. Start of test phase on section I of Line 9 coating with vinyl, replacement of floors and passages, installation of compressed air and modification of auxiliary train services. During the year two trains from section IV of L9/L10 were taken to logistics activities area (ZAL) in Zona Franca to begin the test phase 3. Derailment detectors on automatic lines for section I of the line (Aeroport terminal T1 - Zona Universitària). A detailed plan of action has been drawn up for the transfer of trains, the On Line L9/L10 the derailment detection system has been installed updating and validation of the ZAL workshop, employing the necessary on the entire fleet of trains. When the procedure for the management human resources and outsourcing the maintenance of trains, so that of alarms had been officially established, training was given to all staff this line can be brought into operation. involved, and the Directorate General for Rail Safety and the railway authority gave technical approval for the system. On Line 11 it has been 2. Refurbishment of 2000-series trains pre-installed on the entire fleet.
Throughout the year we have assessed and negotiated details of the 4. Project for remote monitoring of trains on conventional lines project, which has been awarded to the TRADINSA company in the CAF group (this is the company that remodelled eighteen trains in the A project has been introduced for online monitoring of trains on 3000 series and seventeen in the 4000 series). The agreement was conventional lines. This system has been installed on one of the 6000 signed and in December the first unit in the 2000 series was sent to the series trains on L1, on a train in the 9000 series on L2, and trains in the company for refurbishment work to begin. Work on the first train (the 5000 series on L3 and L5. The system extracts data on the status of prototype) is expected to be completed during 2015 and after this two the train and sends it via 3G to a central computer in the rolling stock trains per year will be refurbished until the rest are completed in the first workshop. In the future this system will allow us to improve the reliability half of 2018. of service, reduce train stoppage times and optimise preventive maintenance of the units. The work to be carried out in these units involves: a general review of the structure of the bodywork, new interior design, installation of 2014 Management A quality public transport Metro 86 Summary network
5. Improved efficiency —— Optimisation of maintenance plans: in this field, work was carried out on the following: In order to make short- and long-term Studies of RCM (reliability centred maintenance) were carried out on improvements to all activities involving rolling the air conditioning, air production and auxiliary pneumatic systems stock, the following steps have been taken: in the 2000, 3000, 4000, 2100 and 500 series. The results of these studies show that costs can be significantly reduced. This will be —— Reduction of materials costs (together with validated by a number of pilot teams in 2015. the Procurement Department): intermediary suppliers are being eliminated, we are Following an expert assessment plan introduced for trains, an searching for alternative suppliers and inviting analysis has been carried out of the real residual life of different types tenders for high-consumption materials. of equipment on all series of trains with a view to determining the optimum intervals for replacing different items. —— Energy efficiency: active participation of rolling stock in the efficient speeds project on lines L2 and L5. Measures to reduce the consumption of energy used for air conditioning on trains have also been analysed and applied.
—— LEAN Manufacturing Project in La Sagrera workshop: during the year the LEAN project (lean production without waste) was consolidated and improved. It aims to improve productivity and safety in the workplace. 2014 Management A quality public transport Metro 87 Summary network
Service interruptions for infrastructure 1,100 fastenings were fitted in a section between Monumental and improvements Sagrada Familia stations, in the area round Carrer Marina.
Line 2 Line 1
There were two interruptions: —— Between 2 and 30 August service was interrupted between Av. Carrilet and Hospital de Bellvitge for the renovation of track equipment ——Between 12 and 21 April service was on the Hospital de Bellvitge sidings. Two double slips and a siding were interrupted between La Pau and Badalona replaced, and a crossover and another siding were installed. Pompeu Fabra stations to replace 550 metres of single track and upgrade 100 metres of At the same time the drainage system for the whole shunting yard was central drainage in the tunnel. The action was renewed, a total length of 300 metres. concentrated in Artigues-Sant Adrià station, where 350 metres of track was replaced, and Line L9/L10 five shorter sections were also replaced at other points. Between November 25 and December 8, a reduced service was available on L9/L10, although service was not interrupted, for the ——Between 4 and 24 August service was renovation of the Bifurcació Inferior and La Sagrera Inferior sidings. interrupted between Passeig de Gràcia and Improvements were also made at Bifurcació Superior. Infraestructures. Clot stations for the installation of Vanguard rail cat carried out the work and TMB provided part of the materials. fastenings to solve the problem caused by the degradation of the elastic components of the IPA slab. Infraestructures.cat carried out the work and TMB provided part of the materials. 2014 Management A quality public transport Metro 88 Summary network
Maintenance of infrastructure and superstructure 3. Tunnels: Measures to prolong the working life of tunnels have been taken in In order to optimise the resources used in the construction of tunnels various sections of the network, and include repairs to such items as and stations, and reliably prolong their useful life, a plan for inspecting girders supporting slabs in the tunnel, concrete voussoirs, crossbeams, the state of the infrastructure of the network is followed, its objective etc. During the year work has focused on Lines L2, L3 and L4. being the identification of defects in different elements. It will thus be possible to define the requirements for maintaining the network and 4. Tracks: prioritise the measures necessary to keep the system up to satisfactory Various projects have been carried out in connection with this service levels. In 2014 a total of 30 stations and 34 sections of tunnel infrastructure. In addition to those that have led to service interruptions, were inspected, approximately 25% of the network. A structural work has been carried out in connection with the following: load test was also conducted on the bridge above Ferrocarrils de la —— Improvement of drainage at Vall d'Hebron (L5) together with the Generalitat de Catalunya (FCG) between Diagonal and Hospital Clínic construction of a drainage well, replacement on L1 of 300 metres of the stations. waste water collection network, improved drainage in the access tunnel to the Triangle. Other repair work carried out during the year includes: —— Track renewal: 350 metres in the tunnel leading to the Triangle, access to the train washing facility at Can Boixeres and track linking L3 1. Stations and depot workshops: and L5 at Sants Estació. Structural consolidation work (repairs, reinforcement, correcting —— Auscultation: track auscultation using the Krabb system was carried filtration) was carried out at various stations and workshops: Roquetes out on Lines L1, L2, L4 and L9. Forty complaints were dealt with, 19 workshop (L4); Sant Genís frontage, Urquinaona (L1), Drassanes (L3), of which were solved by means of maintenance work. A further 13 main lobby at Paral.lel and ventilation shaft at Passeig de Gràcia. were referred to track assembly and 8 did not reveal significant levels of vibration or were not related to TMB. Vibration levels were measured in 2. Bridges: 12 different homes. Repairs were made to the structure of L2 where the ADIF tunnel runs ——Wheel monitoring on conventional lines (L1, L2, L3, L4, L5) worked over Line 2 at Universitat and to metal castings in the lobby of Sant satisfactorily. A provisional wheel monitoring system has also been Antoni (L2). The metal structure from the lower level of Line L3, where introduced on L9, at Onze de Setembre station, track 1. Line L5 runs over the FGC line at Diagonal, has been renewed and ——Anti-vibration sleepers and fastenings were installed under the Casa repairs made to the prefabricated slabs which line the tunnel. Fuster Hotel, which had been affected by vibrations.
2014 Management A quality public transport Metro 89 Summary network
—— There was further work on the development phase of track replacement of the ventilation grille in the road in Avinguda del Paral·lel auscultation methods, both from fixed points (L5: Gavarra and La with a concrete slab to prevent the entry of water that led to circuit Sagrera), as using devices carried on trains, the latter in collaboration failures. with Material Mòbil. —— Access road, improvements to drainage and correction of leakage at Can Zam: repairs and draining of leaks by the emergency exit and 5. Other maintenance work: surfacing the access road. —— Waterproofing of Espanya station (platforms and lobby): a project ——Improvements to gutters on L9: increased hydraulic capacity of for comprehensive action to deal with a variety of issues such as the different components of the drainage network around Gorg and La commissioning of the drainage well under the platform on track 1, Salut stations. improvements to the septic tank for the changing rooms and the new ——Priority maintenance measures: connection to the exterior, waterproofing and improved drainage of —— On L3: improvement of entrances to Sants Estació, Penitents, the station’s ventilation shaft, preparation and opening of a natural air Zona Universitaria, Tarragona, Mundet and Trinitat Nova. Repairs flow ventilation shaft, waterproofing of the bridge on Line 3, the curved and correction of leaks at Penitents and Lesseps. ballast retaining wall under the platforms and cleaning and repair of the —— On L4: repairs and correction of leaks; this work has been flooring in the Exposició lobby. carried out at Besòs, Besòs Mar, Jaume I, Sant Pau, Via Júlia and —— Repairs to handrails in fixed access areas (phase 1) at Urquinaona the Roquetes depot; improvements to drainage at Ciutadella / Vila and Torras i Bages, on L1; at Les Corts, on L3; at Selva de Mar, Olímpica and Guinardó, and replacement of the steps at Besòs. Llacuna, Bogatell and Via Júlia, on L4, and Congrés on L5. —— On L5: various repairs and upgrading of the management ——Waterproofing of escalators at Hospital de Bellvitge, Bellvitge and centres for Cornellà Centre, Badal and Sagrada Família. Walls in Clot on L1 and repairs at Espanya (L1) and Catalunya (L1). the lobby at Collblanc were repaired and waterproofed and external —— Repair of leaks and structural defects on 14 escalators: drainage installed at Vall d'Hebron. waterproofing of apertures to lengthen the working life of the escalators. —— Replacement of the coating on the stone steps at Entença, These measures have been taken at Hospital de Bellvitge and Baró de Barceloneta and Passeig de Gràcia. Viver, on L1; Clot, Sant Martí, La Pau, Sant Roc, Gorg and Badalona Pompeu Fabra, on L2, and Besòs and Besòs Mar, on L4. —— Waterproofing of track area between Paral·lel and Drassanes: 2014 Management A quality public transport Metro 90 Summary network
6. Superstructures: evaluated in a points system at La Pau (L4) and the procedure for Three initiatives are being implemented to obtaining the worldwide patent has been initiated. improve signal maintenance. Two of these stem from the existing system to monitor A new Bombardier TI21 track circuit receiver was also evaluated, as points operation, patented by FMB and used on L1 and L3, on a track circuit at Hospital de Bellvitge. This Barcelona Tech with marketing rights ceded to equipment includes monitoring of track circuit measurements, which Thinking Forward. The following projects are can be seen using the maintenance assistance system (SAM) for currently being undertaken with this company: managing points.
—— The development of a system to monitor Work has been done to bring the Maintenance and Projects Division power levels on track circuits in real time. management system into line with ISO/IRIS standards and audits have The aim is to anticipate possible circuit been conducted and satisfactorily completed in accordance with the failures resulting from deterioration of the model defined in the ISO 9001 standard. track or environmental factors. In 2014 a prototype of the device was installed on a loop at the Can Boixeres traffic control system and is currently being evaluated. —— The design of a device to measure the clearance of check bars on point change motors using computer vision. It improves the existing system due to the fact that it does not require initial calibration or regular maintenance and allows images to be sent from inside the activation mechanism. In 2014 the prototype was installed and 2014 Management A quality public transport Metro 91 Summary network
Ticket inspectors, security and civil In 2014 it was decided to provide uniforms for other staff and make defence: their duties compatible with the dissuasive role of the security guards. The Metro Security Plan covers a range of Security supervisors thus carry out their duties in the same uniform as measures. The measures implemented in guards. 2014 and continuing into 2015 are detailed below. In October, the service was extended with two new security services because of the arrival of a train at the ZAL workshop (Zona Franca), a) Security: which led to the need to exercise surveillance of this train in the workshop and in the depots at the new stations on section I of Line L9/ —— Security resources L10 during the test period. In January 2014 there was a reduction in the employment hours of security guards Metro security services. 2005-2014 on all lines with respect to the previous year, the continuation of the programme 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 introduced in 2012 to contain costs. To Morning 16 44 55 55 63 79 (1) 84(1) 67 (1) 58(1) 57(1) mitigate this reduction, the measures Afternoon 28 44 55 55 63 93(1) 104(1) 86(1) 77(1) 74 (1) adopted in 2012 and 2013 with the aim of maintaining or increasing the sensation of Evening 5 18 24 25 26 35 34 24 19 (2) 19(2) security were maintained: Operators 2 3 4 6 8 8 9 8 8(3) 8(3) —— Shorter visits to stations by security guards, allowing them to visit more (1) Includes anti-fraud service hours stations. (2) Weekly average: 14 on weekdays, 24 on evenings before public holidays ——Joint operations with visits to all parts of and 35 non stop. a station. (3) 5 have no metro service. ——Make security staff more mobile, especially in depots and during surveillance of trains. 2014 Management A quality public transport Metro 92 Summary network
—— Services in the fight against fraud focused on the following locations: Santa Eulàlia, Can Boixeres, Vall During the first nine months of the year, we continued to cover over d’Hebron and La Pau. 99% of anti-fraud services scheduled. With the Barcelona Guardia Urbana we regularly hold joint planning meetings to discuss security checks at different stations. During the From January to October 2014 work focused on lobbies fitted with year a total of 210 were conducted at the beginning of the service and second generation automatic two-way gates. After October, as part of 180 at the close of service. our dynamic service scheduling, we evaluated services in lobbies fitted with first generation automatic two-way gates and turnstiles and it was —— Security incidents concluded that most of the new services are financially justified from Over the course of the year a total of 47,182 security incidents were the point of view of fraud prevention. recorded, an increase of 8.90% compared to 2013.
—— Support services for inspectors and information staff Various measures were taken to allow Metro’s Security and Civil The Security and Civil Defence Centre (CSPC) organised 1,406 Defence Centre to obtain fuller information about incidents (reports of operations to support inspectors and information staff. Guardia Urbana intervention, automatic communications via links in other notifications, complaints from customers). —— Security training Security and Civil Defence coordinators conducted a total of 28 training FMB security staff reported a total of 4,498 incidents to the sessions on self-protection for groups of 15-20 employees, primarily administrative authorities. drivers and customer service agents. —— Security forces —— Security devices ‘Operació xarxa’ (Operation network), introduced at the end of July We have worked jointly with the Barcelona Mossos d'Esquadra and 2011 has been maintained over the years. Last year, both the Guardia Guardia Urbana on the planning and execution of specific security Urbana and the Mossos d'Esquadra deployed uniformed and plain- systems. With the Mossos d'Esquadra we have introduced different clothes personnel at certain stations on days with major events in schemes in workshops and depots, in order to identify those possibly Barcelona, when passenger numbers increased substantially (mainly to responsible for vandalism on trains (graffiti). During the year work has deter pickpockets). 2014 Management A quality public transport Metro 93 Summary network
The Security and Civil Defence Centre has —— Video surveillance worked with the Guardia Urbana to combat During the year we installed additional cameras in stations and other illegal itinerant traders. sites. Together with those on trains, there were more than 7,334 cameras in operation in metro facilities. —— Security indicators With regard to internal indicators, during the During the year security operators downloaded a total of 7,580 images year we recorded a total of: of security incidents and other matters related to TMB’s interests. ——14,805 reports of pickpockets, 31.03% more than in 2013. Currently the two police forces (Mossos d'Esquadra and Guardia ——1,938 thefts, 62.86% more than in 2013 Urbana) are making daily use of these technical resources for the (mainly reported by the Guardia Urbana development of security procedures. The Mossos d'Esquadra also use in operations of which we have prior them when investigating crimes against passengers on the metro. knowledge). ——15,768 lost property items, 28.79% b) Ticket inspectors: more than in 2013. The strategy regarding inspection underwent a change with respect ——Incidents on trains to the previous year. There was a reduction in intensive inspections in Of all recorded security incidents, both crimes transfer corridors and the times at which inspection is conducted were and infringements of transport regulations, changed so that passengers would not become familiar with them. Exit 8,246 (17.48%) occurred on trains. In 59.14% controls were introduced at validation points and more checks were of cases reported security staff or police were introduced at other less prominent stations with a high fraud rate. The able to identify those guilty of criminal offences purpose of these changes was to increase the percentage of fraud or infringements of transport regulations, or detected. In 2014 over 3.5 million people were checked and more than persuaded individuals to desist from behaviour 62,500 cases of fraud and anti-social behaviour were reported. The that disturbed other passengers. decline in the number of inspections and cases reported was due to the change in strategy mentioned above. 2014 Management A quality public transport Metro 94 Summary network
Moreover, a new computer terminal was introduced and a tool has Universitat and La Sagrera). Management has been centralised at been made available to inspectors to facilitate their work. It is now the Security and Civil Defence Centre (CSPC), which has proved very easier to charge fines to credit cards and the system has a new graphic positive. At all times the equipment has been under the surveillance of interface. The Information Centre also has a new application which employees and security guards. provides more accurate details of inspections and cases reported. A new project for inspection terminals has been launched, using Wi-Fi A project has been launched to improve the visibility and appearance technology, which improves the downloading of online data, making of the SOS intercoms on station platforms. At the moment, new light immediate communication with TMB Customer Service points possible panels have been installed at the top of the SOS intercoms at the and speeding up communication with users and responses to their following ten stations: Universitat, Arc de Triomf, Marina (L1), Diagonal queries. (L3), Ciutadella / Vila Olímpica, Barceloneta, Jaume I, Passeig de Gràcia (L4) and Sants Estació, Sagrada Família (L5). c) Civil defence: Lockers for the exclusive use of the fire brigade have been installed at This year special attention was paid to the training of internal the management centres of stations on automatic lines, so that they employees. 1,523 people received a total of 320 hours of training. 309 can store all the material they may need to deal with an event at one of external staff and 1,214 internal staff were involved. We maintained our these stations. commitment to internal training, although this year there was slightly less than last year. Two cooperation agreements were signed during the year:
This year we finished updating the self-protection plan, which had been 1. One with the Directorate General for Civil Defence (DGPC), which in force since 2005. The final draft was presented to the Directorate arranges for the dissemination of preventive advice for the general General for Civil Defence (DGPC), which is yet to rule on its submission public, through the MouTV screens installed in stations, metro and official approval. We are working very actively on updating our coaches and buses. emergency dossiers for stations. 2. The other agreement is with the Unitat de Trauma, Crisis This year we also played an active part in a pilot project for introducing i Conflictes de Barcelona. Among other points it details the automated external defibrillators (AED) at metro stations. At present cooperation of this body in the production of studies into the they have been installed at four stations on L1 (Espanya, Catalunya, psychological impact of incidents affecting users and employees. 2014 Management A quality public transport Metro 95 Summary network
An emergency drill, as legally required, was carried out, based on provided regularly, such as the polishing of station surfaces and the a simulation in which the first train in the morning was derailed by comprehensive cleaning of trains. maintenance material left on the track. b) Measures to combat vandalism: Cleaning and maintenance Our aims focused on: Due to budgetary constraints, there was no increase in the resources —— Implementing the new ongoing maintenance plan. allocated to cleaning in 2013. In 2014 there was a further reduction. To —— Minimising the impact of the new service on quality standards. minimise the impact, measures were taken to ensure the quality levels —— Making the intervention of our teams more flexible in line with our achieved in previous years were maintained and to minimise the social new system for detecting incidents, which allows new plans and and economic impact of the cuts. timetables, depending on the level and type of incident. —— Keep the same response time for emergencies and cleaning graffiti a) Cleaning improvement plan: on walls and adjust the response time for non-urgent incidents. —— Continuously monitor the impact of vandalism and set priorities for The aims focused on: dealing with the issue. —— Minimising the impact of the reduced service on quality standards. ——Implement an action plan to achieve our objectives in terms of cycles, —— Finalising quality procedures in line with the management system. emergency requirements, general protection criteria, materials and products to use. The quantitative and qualitative results envisaged in the maintenance —— Carry out continuous assessment of the maintenance service based plan were achieved for the cleaning of trains in the subcontracted wash on quality control and monthly monitoring of the parameters and tunnels on L2, L4, L9, and the plan for preventive cleaning maintenance indicators defined. was applied, with 8,657 operations during the year. In 2014 the number of graffiti murals on trains increased by 30% The new challenges that need to be met in this area mainly concern compared to 2013, making it necessary to work with the Security continuing with the optimisation of available resources, stabilising Department on additional deterrent measures such as: the current qualitative results and making some procedures more —— Improving technical security systems on TMB premises. flexible in order to minimise the impact of services that are no longer 2014 Management A quality public transport Metro 96 Summary network
—— Reviewing the monitoring of entrances to the locations with the Renewal and improvement of the network highest incidence of vandalism. —— Continuous vigilance at black spots, developing a map of the worst Major projects undertaken during the year include: affected areas where the highest number of incidents occur on the network, and implementing specific security measures. ——Reforms in stations, offices and workshops —— Monitoring, assessing and reporting damage. —— Coordinating preventive and responsive measures with the security Throughout the year we have carried out a series of measures in forces. stations, offices and workshops, which can be summarised as follows: —— Additional resources during the weekend for the removal and —— Completion of vertical tiling at Ciutadella/Vila Olímpica station and cleaning of graffiti murals on trains. repairs to the edge of the platform at Barceloneta. —— At Lesseps, Plaça del Centre and Vall d'Hebron on L3 screens The main action taken in response to vandalism was: have been installed between the tracks to prevent falls. —— Removing mural graffiti from the outside of 1,989 coaches, —— At Torre Baró-Vallbona on L11 barriers have been installed on cleaning over 47,315 m2 of the external surface area of trains. platforms and stairs to platforms to prevent pigeons entering and —— Maintenance teams removed over 4,311 tags from the inside of objects falling into the station from the outside. coaches, cleaning a total of 10,478 m2 of the interior surface area of —— Bringing handrails into line with regulations: replacement or trains. height adjustment of handrails and change of handrails with —— 29,463 tags and small graffiti were removed at stations and obsolete design. These improvements were made at Pep Ventura, 56,374 m2 of surfaces were cleaned, 1,965 m2 were repainted and on L2; Tarragona, Espanya and Poble Sec, on L3; Camp de l’Arpa anti-graffiti protection was applied to 1,052 m2. and Verdaguer, on L5. —— Anti-scratching measures and restoring stainless steel facings: —— On the Montjuïc cable car a project was implemented to adapt 7,623 m2 of anti-vandalism laminate were installed in trains. the stations to a new system for selling tickets, the creation of a new Maintenance teams also replaced 7,574 m2 of reinforced glass ticket office and a new ticket barrier. facing at stations and cleaned 150 m2 of stainless steel surfaces. —— At the Salut Laboral premises an office was built for the accident attention centre. —— Project for replacing grilles on ventilation wells in poor condition. —— Waterproofing of the roof: repairs to the roof of the Salut Laboral building, La Sagrera, repairing drainpipes and painting the façade of the building. 2014 Management A quality public transport Metro 97 Summary network
—— At the Sant Genís workshop recycling facility, a metal enclosure —— New equipment for track 9 at Sant Genís workshops: installation of has been installed for waste generated in the workshop to be stored two hoists to lower the pantographs and air conditioning equipment according to environmental criteria. on trains on track 9 to facilitate maintenance. —— Fire prevention plan at Sant Genís workshops, stage 1 of civil engineering work: additional measures to obtain environmental Barcelona City Council has carried out a series of measures designed licence by creating ventilation rooms and drawing up a project for an to renew and improve different features of the city, which have led external evacuation staircase. to the replacement of ventilation grilles and modifications to the —— Extension of the Can Boixeres storage area, where the cemented entrances of several stations: improvements to Passeig de Gràcia, area has been expanded and a closed shelter built to accommodate Avinguda Paral·lel, Passeig de Sant Joan, Plaça del Centre and Plaça sundry items. Eivissa; dismantling of roads and site development at Plaça de les —— Improvements to drainage system on track 11 in the Santa Glòries; the drainage system in Avinguda Paral·lel and development of Eulàlia workshop, consisting of repairs to the track surface, the roof and adjacent areas above the rail access to Sants station. replacement of the forced air grilles and better evacuation of water. The floor and the walls were painted, and the paving on the outside Low-voltage power network and electromechanical systems of the inspection pit. —— Upgrading of the cleaning tunnel infrastructure at Sant Genís and Work in this area included detailed construction projects, work carried Can Zam. out, technical specifications for sub-systems, research into new —— Upgrade of forced air/washing system for technical cleaning of technologies on the market, and international cooperation. The main trains: introduction of drainage system in Sant Genís forced air projects in each sector are listed below: tunnel and connection to waste water treatment plant. Application of 5S methodology to track store (Can Boixeres is in —— Metro network business premises were brought into line the first phase; and Hospital de Bellvitge and the Triangle are in the with regulations, with technical audits of the state of the electric second phase): functional improvements to workspace, creating a installations and the requirements for legalising them. store with shelves, expansion of paved areas and revising layout of —— Design, definition and implementation of lighting for a railway spaces. workshop adopting the best technology, studying the financial impact in terms of investment and return via energy saving, and complying with regulatory requirements for lighting levels. 2014 Management A quality public transport Metro 98 Summary network
—— Drafting of a project to upgrade the —— Modification of escalator operating system at Canyelles on L3, so hydraulic network of pump wells and septic that the stairs can be stopped if a fire is detected in the station. tanks which have experienced serious —— Implementation of the environmental license for the workshop at incidents, are obsolete or do not have remote Sant Genís (phase 1-BT), consisting of upgrading the low-voltage control. centre so that more powerful critical services can be provided. —— Project and work for improving the existing —— Review of power presses and machinery power supplies in the air conditioning system at Sagrada Família workshop at La Sagrera because of changes in its functions. control centre and the data processing centre With regard to the studies: of La Sagrera metro control centre. —— Research into LED technology in metro stations, analysing the —— Gradual replacement of air conditioning market and establishing technical requirements for introducing it on equipment on the metro network that uses the metro network. Internal tests have also been carried out on some R-22 gas by new equipment using R-410A luminaries available on the market. gas. This is a large-scale project, which will —— Study of ventilation for comfort and emergency situations in a typical continue in the coming years. station, optimising it according to thermal demand and particles in —— Heating and hot water in changing rooms at suspension. A pilot project has been set up at Penitents station, where Hospital de Bellvitge. real data is being recorded. —— Improved ventilation in workshop shed at La Sagrera and improvements to various low- Remote control of stations and civil defence voltage systems. —— Design, definition and implementation of The many tasks carried out during the year include: improved lighting at Penitents, with a new —— Re-engineering of the electric operation, local control and remote layout of the power lines. control of fire protection systems using water mist. —— Improved coordination of the seven lifts at —— Project development and contracting for work to upgrade the Roquetes station on L3 so that they work in existing fire-fighting system. combination. ——Analysis of the operation of the fire protection system: we analysed —— Renewal of lifts at Fondo and Bellvitge the alarms and the most frequent breakdowns and drew up a number stations. of proposals that can reduce the number dramatically. 2014 Management A quality public transport Metro 99 Summary network
—— Development of improvements to interfaces and availability reports —— The installation of 6 kV equipment and the single-phase electrical for centralised control of premises. transformer in the auxiliary services at the Arc de Triomf sub-station —— Inclusion in remote control system of facilities created during and connections to the distribution network are still pending. This extensions of the metro network (Rambla Just Oliveras, Passeig de work has not yet been executed by Infraestructures.cat because of Gràcia, renovation of escalators, etc.). budget issues. It was part of the Arc de Triomf interchange project, —— Migration of the software in programmable automated units on but has finally been included in another project managed metro premises to the new Rx3 family to cater for possible problems of by Infraestructures.cat. obsolescence. Protection and security High-voltage electrical installations and traction At various points the rail-earth voltage difference can reach such a —— On conventional lines (promoter: Infraestructures.cat/ATM/City high level that to comply with the UNE-EN 50122:2011 standard we Council) need to install specific equipment to ensure compliance with all the —— Advice to the ATM and AMB on a basic study of the viability of a values specified in the regulations. Interval dischargers will therefore new 25 kV service connection from TMB’s Ernest Lluch sub-station be installed on platform doors on Line 11 and on the metal footbridges to the Trambaix network. in the workshops. This measure was first applied in 2013 in the —— Monitoring and advice to Barcelona City Council and Barcelona workshops on Lines 1, 2 and 5. In 2014 work was done on the platform Regional in the study of the transfer of the La Bordeta power doors on L11 and in the workshops on Lines 3 and 4. It is expected to sub-station and high-voltage maintenance centre as a result of the be completed in 2015. development plans for covering ADIF lines at Sants Estació. —— The power connection at the Bellvitge (L1) sub-station is ready In 2013 a safety audit was conducted of tensile and high tensile strength in to be brought into service by the supply company, Endesa. There is workshops. In 2014 corrections for grade 1 and 2 incidents detected were currently a temporary service connection without enough power implemented and, in 2015, these measures will be completed and work to put the sub-station into service. TMB was actively involved in on pending grade 2 and 3 issues will begin. unlocking the conflict between Endesa and Infraestructures.cat to get this connection brought into service (ruling expected in first half of 2015). 2014 Management A quality public transport Metro 100 Summary network
Traction connections (catenary, load switches and feeders) Other activity has included the following:
The catenary load switch on track 1 at Horta (diagonal behind the − The power supply at the transformer centre in the Sant Genís station) has been moved to allow partial services to be provided workshop on L3 has been updated, changing from an island model to a without jumpstarting the following sector. grid version.
The conventional catenary was replaced by a rigid version on track 7 in —— The High-voltage Power Maintenance Unit has conducted a study the Santa Eulàlia workshop and the catenary has been withdrawn from to optimise maintenance tasks in accordance with the RCM (reliability track 22 at the Triangle to facilitate lifting triple units for maintenance. condition maintenance) philosophy. The study focused on an analysis of the reliability of equipment at the Església Major sub-station on L9 Tenders were invited to modify the load switching between the general and how maintenance work influences the reliability of facilities. Work track and the workshop at Roquetes because of safety concerns was completed in December and is to be extended during 2015 to regarding occupational hazards. Pending implementation in 2015. the network’s sub-stations. Similar studies of transformers and load switches are also to be carried out. Sub-station power supplies, catenaries and high-voltage cables Railway remote control systems
At present there are sections of lines on which the wiring of the internal In addition to the most significant measures listed below, which have 6 kV network is obsolete, because of the new operational requirements resulted in the modification and updating of systems, work has also of stations, as a result of the increased power consumption they have been done on the development of the PDH system in the MPLS experienced. So that they can withstand current loads we need to network and on the analysis of system obsolescence. replace the existing wiring to bring it into line with regulations. In 2014 and 2015 we have been working on the section from San Ildefons to Cornellà on L5. 2014 Management A quality public transport Metro 101 Summary network
—— Improved safety in the yard at Can Boixeres At the end of the year, the upgrade to the new remote traffic control with the introduction of a new derailer in the system and the migration from the Unix operating system to Linux were double switch point (TUD) and the redefinition completed. A system to control ATO gears on Lines 1 and 3 was also of itineraries. prepared.
—— Signalling in the cleaning at La Bordeta: —— There have been modifications to the remote control of energy to track circuit for the detection of trains bring it into line with the new communications on conventional lines, incorporated at the end of the year. and to improve the usability of Line 9.
—— Replacement of signalling cables on L4 —— Interconnection of La Sagrera and Sagrada Família control centres: between Selva de Mar and La Pau stations work began on replacing the equipment for remote control data because of deterioration due to water leaks. transmission and the RDT application between the two centres, with the segregation of remote control. —— At the end of the year the new remote control system for traffic, which manages and controls the movement of trains on conventional lines, came into service. This system incorporates a connection with Zona Franca to extract the data needed for managing and viewing the system at remote control centres in real time and a moviola option to replay events. 2014 Management A quality public transport Metro 102 Summary network
Measures to improve accessibility b) Measures carried out by the DGIMT:
a) Work carried out to adapt stations —— Project to adapt Rambla Just Oliveras station for PRM: extension for people with reduced mobility (PRM) of the external lift, leading to the walkway over the Renfe lines, as far during 2014 (promoted by the DGIMT): as the lobby. Installation of internal lifts connecting the lobby with the platforms, raising of platforms, tactile paving and new ticket barrier. In the course of 2014 Passeig de Gràcia —— Project to adapt Poble Sec station for PRM: installation of lift station on Line 3 was adapted for PRM. Work from street to lobby, lifts from lobby to platforms, new lobby layout is in progress at four more stations: Rambla (elimination of commercial premises, relocation of the ticket barrier, Just Oliveras (L1), Zona Universitària (L3), introduction of a ramp between different levels and improved tactile Poble Sec (L4) and Collblanc (L5). paving). —— Project to adapt Poblenou station for PRM: project drafted, work Stations adapted for people with reduced mobility (excluding started at the end of 2014, to continue throughout 2015 (lifts from funicular railway). December 2014 street to lobby and to platforms, new management centre for the station, new ticket barrier and tactile paving). L1 L2 L3 L4 L5 L9 L11 Total —— Project to adapt Jaume I station for PRM: project drafted, two lifts installed from street to lobby and extension of Carrer Argenteria lobby Total stations on the line 30 18 26 22 26 12 5 139 (renovation of ticket barrier and new layout). Number of adapted stations 25 18 22 16 22 12 5 120 Stations with ongoing works 1 2 1 1 5 c) Measures taken by Ferrocarril Metropolità de Barcelona:
Stations in the planning phase 4 2 5 3 14 —— Tactile paving at Collblanc (L5) and Espanya (L1/L3): route for blind passengers marked on platforms, in lobbies and in corridors. - 86.3% of stations were adapted for PRM at —— Tactile paving in stations (phase I): on platforms at Universitat on L1, December 2014: 120 stations adapted with lifts. and Roquetes and Vall d’Hebron on L3. As part of the same project, work will continue in 2015 at Universitat (L2), Passeig de Gracia (L4) and Sants Estació (L5). 2014 Management A quality public transport Metro 103 Summary network
—— Tactile paving in stations (phase II): Railway safety measures project drawn up to upgrade tactile paving on platforms at Hospital de Bellvitge (L1), The main measures carried out during the year, with regard to internal Catalunya (L1), Trinitat Vella (L1), Fondo (L1) evaluations and analysis by safety technicians, were the following: and La Pau (L4). —— Driving in special mode on conventional lines and L11. Internal safety evaluation with reference to the effectiveness of current systems During 2014 a project was drafted and put out to mitigate operational threats related to driving in special mode on to tender for the renovation of the escalators conventional lines and L11, and determining the measures that must be in the metro network to improve safety, as implemented if risks outside acceptable levels are detected. required by the EN 115-2:2010 standard, —— Assessment of measures implemented on track 33 at Can Boixeres: according to which all equipment in operation evaluation of buffers on the track in the track and catenary maintenance must comply with the safety standards unit. specified in the UNE-EN 115-1:2008+A1:2010 —— Technical inspection carried out by the Department of Railway Safety regulations on construction and installation. of signalling and shunting areas at La Pau (L4), in order to detect risks outside acceptable levels. Within the scope of the project appropriate —— 49th Safety Event with 81 measures taken: safety reports with improvements will be made to all escalators analysis, establishment and monitoring of corrective action for in the metro network which do not comply unauthorised overtaking, breach of regulations and incidents/accidents with basic accessibility and non-discrimination related to railway safety. criteria for disabled passengers to access and —— Implementation of a system to detect derailment and emergency use means of transport. In view of the volume braking in trains from the 9000 series on L9. of work to be done, it will be carried out in parts. It is expected that work at interchanges Also noteworthy were the training sessions in various fields: (stations with more than one line operated by Metro or other companies) will be completed —— Group dynamics: four work sessions for 17 staff (customer service in 2015. agents, drivers and light maintenance shed). 2014 Management A quality public transport Metro 104 Summary network
—— Group dynamics (risk perception): two work —— Information sessions at the Ministry of Public works for the State sessions for 26 agents in different divisions of Railway Safety Agency (Madrid, October 2014): representatives of TMB. FMB’s Department of Railway Safety spoke at the Conference and —— Training course for trainers in the field of gave two training sessions on 20 and 30 October at which a case railway safety: training a group of people to study was presented for the implementation of a management system carry out safety training (group dynamics, risk for railway safety in a railway operator. They also presented the work perception, etc.). of the independent safety assessor (ISA) for operations and traffic —— Training in RAMS railway safety management in FMB. management (RAMS is an indicator of the degree of confidence provided by a system: Initiatives in the field of energy saving Reliability, Availability, Maintainability and Safety): three-day sessions for 27 staff from As part of the Metro Energy Efficiency Plan, in 2014 activity continued different divisions of TMB. aimed at reducing spending by reducing electrical consumption, optimising resources and applying policies for efficiency in the Activities, projects and external involvement by acquisition of energy. The foundations have also been laid for the the department include the following: immediate implementation of a centralised energy management —— Assistance with the launch of the Panama system. The main measures taken are listed below: Metro (completion): April 2014. —— Proposal, definition and implementation of 1. Management of electrical service connections: a safety management system for the Panama The power contracted in high-voltage service connections has been Metro (May 2014) with the aim of providing the reduced by approximately 30% in accordance with the conclusions organisation with its own specific methodology of the power optimisation study carried out at the end of 2013, in for operational risk management (operation response to regulatory changes in the tariff structure and the prices and maintenance). The different stages in the introduced in August 2013. This measure has significantly reduced the project and the main activities to be carried fixed costs of the energy bill for 2014. out were defined. 2014 Management A quality public transport Metro 105 Summary network
A study has also been carried out of the In December 2014 the new power contract for 2015 was signed. optimisation of power connections (low This year there are more rail operations than in 2013, and a greater voltage) for station assistance services, volume of power has thus been contracted at more competitive and we plan to request the relevant power prices. reductions at the beginning of 2015. 2. Measures to reduce the power used for traction on trains: A proposal has been developed by During the year, power consumption was monitored, confirming the Metro for connecting the conventional savings achieved via the new efficient ATO gear projects on Lines 2 network to two receiving substations on and 5, implemented in the second half of 2013. During the year the L9 following a feasibility study conducted tender for the project for new efficient ATO gears on Lines 1 and 3 internally in 2012. This proposal involves was prepared. implementation by stages and financing through the savings obtained in each With regard to the consumption of ancillary equipment on trains, one, minimising impact on operations which is a very significant part of the total consumption for traction, and maintenance and providing for the a schedule has been established for changing the operating modes maximum use of the existing infrastructure of air conditioning equipment (from winter mode to summer mode to reduce costs and shorten the period of and vice versa) on all series that allow this (the 5000, 6000 and 9000 amortisation. series) in accordance with the specific climatic conditions of the year, with the aim of reducing the cost of temperature control while We cooperated with Transports de complying with regulatory requirements. Barcelona on the project for the future electric bus and a construction project 3. Measures to reduce power consumption in stations and was drawn up for the new electric workshops: service connection and the high-voltage Work has continued on the European SEAM4US project for transformer centre at the future bus automating metro stations: devices were installed at Passeig de charging station in the Triangle railway Gràcia station and consumption was monitored in real time. The workshop. results obtained allow us to be optimistic regarding future projects. 2014 Management A quality public transport Metro 106 Summary network
A system developed internally was also In our audit of commercial premises, we updated their power quotas, introduced in the remote control system for based on a prior analysis of consumption, and initiated the installation Metro Control Centre premises in order to of power limiters. We also studied the current consumption of bus ensure that normal lighting, escalators and lifts shelters and totems in commercial premises and replaced the lighting are switched off outside normal service hours. system by a more efficient alternative. It will become operational in the first quarter of 2015, initially as a pilot scheme on lines L2 4. Recovery of traction power: and L5 and later on the remaining lines. Progress has been made in the study of traction energy recovery by means of inverters, the purpose of which is to recover some of In the field of efficient lighting, consumption the energy burned in braking, estimated to be 10% of total traction and performance were monitored in LED consumption. The different technologies on the market were analysed lighting pilot tests at different stations (Paral·lel, and the results obtained in metropolitan networks similar to ours. The Passeig de Gràcia, etc.) and in the workshops potential savings that would be achieved in the Barcelona metro were at Triangle rail and La Sagrera. Lighting was studied, with very satisfactory results. also improved in certain work areas at the La Sagrera workshop, through the installation of As part of the follow-up of the L9 energy project, we worked with energy-efficient T5 fluorescent lighting. Infraestructures.cat on a project for the installation of a new recovery system at the traction substation at Església Major station. LED technology was incorporated in new light-box posters installed during the year and a system for automatically disconnecting them outside service hours was introduced. 2014 Management A quality public transport Metro 107 Summary network
5. Measuring and managing power 6. Other: consumption: In September 2014 the Energy Saving Strategies Expert Workshop In the field of energy management, this year (Nova, Comet, Isberg), was held in Barcelona, hosted by TMB. we laid the foundations for a centralised Presentations were given on measures for energy saving and efficiency software system to manage energy in 2015. taken by a total of 18 regional railways and metro systems. This will allow us to track work on energy efficiency carried out in the future according We are continuing to work with Nova, Comet, Isberg, the International to ISO 50.001 standards. Tenders were invited Association of Public Transport (UITP) and others, to share power for the completion of the network of high consumption data, questionnaires, etc. voltage measurement units that will allow us to discriminate consumption for traction and at stations for each line.
Technical specifications were also drawn up for the future power manager that will bring together all the measuring points on the metro, both meters and network analysers. Tenders for the project will be invited in 2015. 2014 Management A quality public transport Metro 108 Summary network
Line L9/L10 − With regard to maintenance, a proposal has been made to carry out maintenance on systems for which no concession has been granted Work has focused on sections 1 and 2, which will be opened soon. on the new section of L9. It determines the maintenance model for Work on stations, workshops, the tunnel and the viaduct is at an each sub-system, the activities that must be performed, how this will advanced stage and the first tests with trains driven by TMB staff be done (internally and externally), needs (material and personnel) and have begun. an estimate of costs. —— Section 2 (between the new Zona Franca station and Provençana): Section 1 (from Aeroport T1 to Zona Universitària) is expected to the track, the catenary, the civil engineering and architecture of the become operational in the first half of 2016. The situation at the end of stations and the viaduct have been completed, and testing of the the year was as follows: facilities is pending. Civil engineering work at the stations between Passeig de la Zona Franca and the fork are almost completed (except —— Section 1 (between Aeroport T1 and Zona Universitària): civil engines) and architectural work is still at an early stage. engineering and building work have been completed and the facilities —— The ZAL workshop is still pending approval, although it was the are between 70% and 90% complete. The Aeroport Terminal de site where the first trains were assembled and prepared, before being Càrrega and La Ribera stations will not be completed, as they will not moved to the testing area in section 1. The delivery of the workshop to be brought into service in this stage, and no date has been set for their TMB is scheduled for the first few months of 2015. incorporation. This section is expected to become operational in the —— Section 3 (between Zona Universitària and La Sagrera stations): civil first half of 2016. Trains on the section of line that will be brought into engineering work on the tunnel and stations has been halted. Currently service will need to access the ZAL workshop via section 2, where there is no commissioning date. work is still in progress. However, one of the tracks (track 2) is ready and will allow the movement of trains along it. Railway field signalling installations and the equipment room in the ZAL have been finished and the closed system is pending tests and commissioning. 2014 Management A quality public transport Metro 109 Summary network
ISO 9001 certification for Metro first version of the editing module, which is designed to streamline the Maintenance and Projects maintenance and updating of data in the system, was finalised.
The Metro Maintenance and Projects Division Work related to the first phase of the project for the inclusion of worked jointly with the Quality Department on corporate environments was also completed. In this stage, access a review of management processes. was provided to the information in the business elements linked to the This project covers the years 2014-2015 and graphics system managed within the SAP-PM maintenance system. its aim is to revise the management system A solution was also found to the synchronisation of both systems and its processes and the Division’s models based on automatic processes, in order to implement and facilitate the with a view to obtaining ISO 9001 certification location of the new SAP-PM modules within the graphic environment. in 2015. Our next steps will also be in line with the route map established and we hope to implement all the functions required for operations Metro Geographic Information System and maintenance. In 2015, we will complete the second phase of (GIS) the project to incorporate corporate environments with two-way consultation between GIS and SAP. In 2014, three years after the introduction of the system for all users in the organisation, the New regulations on metro access for dogs GIS system is fully operational thanks to the stability of its main tool, the GeoPortal. On 1 October 2014 new rules governing the use of the TMB metro network came into effect. These allow access to medium-sized and By the end of the year the system provided large dogs (up to that point only small dogs in carriers and guide dogs more search and navigation functions using were allowed) outside peak hours and with certain limitations, which updated and enriched data. Important work are necessary for the animals to travel with other users and for their was completed on data for emergency own well-being. dossiers and accessibility information about stations and entrances in the network. The 2014 Management A quality public transport Metro 110 Summary network
The change in the regulations, which was The operational reliability of the trains has the result of a joint study by TMB and the improved markedly in recent years thanks Municipal Council for Animal Protection, came to the renewal of the fleet and better into force at the same time as the municipal management of maintenance. The average ordinance dealing with the matter. In this way, figure for coaches-km without breakdowns the Barcelona Metro has been brought into has increased by 66.7% since 2008. line with those in other large European cities such as Berlin and Amsterdam. Fleet reliability
Under the new regulations dogs identified 90,000 electronically with a chip and registered in the municipal census can travel on the Metro 80,000 at the times and subject to the conditions 70,000 specified in the terms of use. They must wear a muzzle and be kept on a non-extensible lead 60,000 at all times. 50,000
Operational reliability 40,000 30,000 The average number of kilometres travelled coaches-km without breakdown
without a breakdown is the indicator that 20,000 53,365 59,862 59,288 68,959 73,629 81,186 88,935 measures the operational reliability of the
fleet. In 2014 it rose by 9.5% to an average of 2008 2009 2010 2011 2012 2013 2014 88,935 coaches-km without breakdowns (the highest figure in recent years). 2014 Management A quality public transport Metro 111 Summary network
Energy consumption
The power consumed by the train fleet in 2014 (excluding L9/L10) was 175.33 million kWh, a reduction of 3.5% on the previous year. This was due to the reduction in coaches-total km covered, as described previously, and lower unit consumption per kilometre following the implementation of the energy-saving measures described above. 2014 Management A quality public transport 112 Summary network
Barcelona Bus Turístic and Tramvia Blau
The Barcelona Bus Turístic has been running since 1987, operated The Barcelona Bus Turístic was awarded a certificate of excellence jointly by Turisme de Barcelona and TMB. There are 44 stops on by TripAdvisor in 2013, and this was renewed in 2014. The award three lines, the Blue and Red lines, which run all year round, and the recognises excellent hospitality and is granted to businesses that Green line, which ran from 28 March to 2 November in 2014, allowing receive very favourable reviews from travellers through TripAdvisor. visitors to discover the most attractive parts of the city quickly and The opinions expressed on the TripAdvisor website are consistent with comfortably. The service provides audio guides in eleven languages those gathered in our own studies. In a recent survey, travellers on the and a Turisme de Barcelona guide on board. The service also has a Barcelona Bus Turístic gave an average score of 8.6 (on a scale of 0 to guide to the routes and discount vouchers for a range of attractions 10), which is the highest achieved so far, and 98% of respondents said including the Tramvia Blau, the Montjuïc cable car and the Catalunya that they would recommend it. Bus Turístic, as well as well-known museums and buildings. The Tramvia Blau, which is over 100 years old, runs between Plaça The Barcelona Bus Turístic by Night service ran from 30 May to 14 de John F. Kennedy and Plaça del Doctor Andreu. At Easter 2014 a September, following a route which shows visitors the city's best third tram was added (no. 5) which had been refurbished in line with known buildings lit at night and the Magic Fountain of Montjuïc. For the remodelling project introduced with tram no. 6. Tram no. 5 also the first time this year the tour was extended to include the Hospital de includes a prototype system for real speed monitoring via GPS. In 2015 la Santa Creu i Sant Pau and visitors can now buy tickets using their this improvement will also be incorporated on trams 6 and 7. PDA.
The Barcelona Bus Turístic has its own website (www. barcelonabusturistic.cat) and has a presence in social networks with Facebook and Twitter, using them for special promotions.
During the year sales channels involving tour operators were strengthened while new partners offered users discounts for leisure attractions, cultural activities, museums, food and drink, special forms of transport, shopping, and other services. Protecting the 7enviroment 2014 Management Protecting the 114 Summary enviroment
Managing quality and the environment
Quality management
In 2014 the Quality Department continued to work on developing a quality management model whose main aim is to ensure processes are managed in accordance with the ISO 9001 standard, enabling the organisation to focus at all times on users' needs in accordance with the UNE 13816 model.
At corporate level, internal and external audits have been carried out on the following certified units: the Remote Support Centre (CST), the Punt TMB information and customer service centres and the Training Department. The certificates were successfully renewed for all these units. Training in quality was also given to employees in the Network Operations Department (customer service agents) and Buses (drivers), as well as all staff promoted internally to ISO/UNE certified units. New training manuals have been produced, which are more in line with TMB’s current circumstances. 2014 Management Protecting the 115 Summary enviroment
Quality in Transports de Barcelona
Work was carried out jointly by the Quality Department and the Bus Network Operations Department on standardising management models which focus on customer services and improvement. These models have now been defined for all Business Operations Centres and the target for 2014/2015 is to obtain ISO 9001:2008 and UNE 13816:2003 certification for TB’s Network Operations Department.
A range of measures were taken to move towards this goal: 1. Preparation/revision of the TB Network Operations Department process map. 2. The redefinition and creation of new operational procedures (TB Network Operations Department). 3. The setting up of an indicator scoreboard. 4. Definition and implementation of a methodology for monitoring indicators, targets and compliance with procedures.
At the same time all the support/consultation tasks related to maintenance of existing certificates were carried out. 2014 Management Protecting the 116 Summary enviroment
Environmental sustainability in TB
1. Optimisation of water management —— Definition of the scope of the energy management system in TB. —— Establishment of bodies to oversee the energy management system. There is a draft project to monitor water consumption at centres (with —— Definition of a TMB energy policy. the SCADA software system). Horta and the Triangle have completed —— Presentation of the energy review for each centre. implementation of the SCADA system for tracking and monitoring —— Definition of the energy baseline. consumption in water treatment plants at washing bays. This allows —— Definition of and consensus regarding the table of energy indicators. us to monitor mains water supplies, recycled water, osmosis-purified water, and water in fire-prevention tanks and pipes. 3. Selective waste collection and recycling points
2. Optimisation of energy management A system of selective waste collection was implemented in 2006-2014 with recycling storage (Punt Verd) at each centre. Commissioning of the cogeneration plant in the Triangle depot (for Irizar electric vehicles) as part of the ZeEUS project. Work is proceeding on the In 2012 the tender for the integrated management of waste was second stage of the project, which involves the monitoring of data. awarded and this includes warehouse management, transport and treatment of waste from all centres. Currently consumption of electricity and gas at all the Business Operations Centre is monitored manually by inspection of invoices and existing In 2013, following the award of a new tender for the integrated waste meters, but there is a draft project to monitor energy consumption at the management (and thanks to the creation of standardised open centres using the SCADA system. commands for all centres and all waste), we were able to track the amount of waste, the amount of transport used and the spending In 2013 TMB management approved a comprehensive plan for energy associated with each centre, using the SAP Finance module. A series efficiency and improving air quality. That year a preliminary diagnosis was of indicators was also introduced for monitoring waste management carried out for the implementation of the ISO 50.001 standard with the aim and recording the movement of waste, as established in the technical of identifying the main shortcomings for compliance with this standard. specifications. In 2014, on the basis of the results of diagnosis, we began the process of implementing an energy management system according to ISO 50.001, The effect of these measures can be seen in the fact that in 2013 with the following milestones: expenditure on waste management was 44.3% lower than in 2012, 68.5% lower than in 2011 and 64.8% lower than in 2010. 2014 Management Protecting the Environmental 117 Summary enviroment sustainability in TB
4. Study of emissions on the bus network In 2014 an agreement was reached with the Directorate-General for Since 2006 we have been measuring real Environmental Quality on the methodology for calculating emissions emissions for various types of vehicles in the from the bus fleet and a guide to calculating PM and NOx emissions fleet depending on their capacity, the fuel was published. used and the technology of the vehicles, which has allowed us to draw up maps of This year maps of emissions were completed for the European 3iBS emissions from the bus fleet. These help with project (intelligent, innovative, integrated Bus Systems): maps of decisions regarding the distribution of the consumption and emissions scenarios for the years 2012, 2014 and fleet and network planning in order to reduce 2017 to quantify the reduction in atmospheric emissions achieved with pollution in the city. the incorporation of the new fleet and with the configuration of the new network. The emissions maps allow us to give a visual presentation of In 2013 the Government of Catalonia the contribution of the new fleet and the new bus network to improving presented an action plan requesting a air quality in the metropolitan area now and in the future: moratorium from the European Commission
on the terms established for reductions in NOx —— 2011-2014: 857 kg reduction in NOx emissions per day.
and PM levels. This plan also included the —— 2011-2017: 1,091 kg reduction in NOx emissions per day. measures applied and planned by TMB.
NOX Emissions 2011 NOX Emissions 2011 NOX Emissions 2011 2014 Management Protecting the Environmental 118 Summary enviroment sustainability in TB
5. Design, construction and maintenance of infrastructures 6. Introduction of green criteria in the procurement of goods with sustainability criteria and services
Sustainable infrastructure measures in TB include: In 2011 the Protrans CONTROLAR module was launched to prevent occupational hazards by facilitating the coordination of business —— An inventory of 147 m2 of solar panels and 148 m2 of thermal solar activities. It can be extended and is a possible way to improve panels. environmental standards in contracts. During the year a system was —— The treatment of water used in metro and bus washing bays and defined for classifying material according to its level of environmental the use of this water, once treated, for sanitary installations in certain compliance. centres. In 2013 and 2014 the tender for the procurement of office supplies, —— In the period 2009-2012 work was carried out for the commissioning stationery and computer consumables included green procurement of the cogeneration plant at the Horta depot. The feasibility and criteria. efficiency study was competed in 2009. The plant was commissioned and connected to the grid in 2011. Installation and commissioning of 7. Environmental education and communication plan the absorption refrigeration system using heat from the cogeneration plant in 2012. An important environmental education project in 2014 was training in —— September 2011: commissioning of a biological sewage treatment waste management for the implementation of the recycling facility at plant at the Triangle Business Operations Centre. Sant Genís and Can Boixeres. —— 2011-2012: provision of waterless high throughput urinals in drivers’ rest rooms at the Triangle and Zona Franca depots. This brought about Environmental communications highlighted the launch of the first 100% substantial savings in maintenance and reductions in mains or recycled electric bus made in Europe in August 2014. water consumption (depending on the depot). —— 2010-2013: installation of photovoltaic electricity generation system In September a workshop on strategies for energy saving was at Zona Franca and sale of electricity to the grid (2010). Introduction of held, organised jointly by TMB and the international benchmarking own consumption (2013). organisations Nova, Comet and Isberg. —— 2014: cogeneration plant for own consumption commissioned in the Triangle depot. In October the official presentation of the ZeEUS (Zero-Emission Urban Bus Systems) project took place. 2014 Management Protecting the Environmental 119 Summary enviroment sustainability in TB
8. Table of indicators for the environmental performance of TMB according to ISO14001/EMAS
This year an analysis was conducted of the availability and format of the data on energy consumption in the system for the configuration of the table of indicators for TMB’s consumption and emissions. Specifications were established for the purchase of energy management software for TMB. The Technology Division will present the software proposal. Once we have determined the tool that best meets TMB’s needs, we will need to make a budget forecast for 2015 and subsequent years to implement it.
This year a pilot project was carried out in the Zona Franca depot to extract and assess compliance with the relevant legal requirements using the specialised tool http://www.infosald.com/MIREC. The experience has provided comprehensive up-to-date knowledge of the level of compliance with the regulations governing the centre, enabling us to plan measures to make the centre compliant and begin the process for implementing ISO 14.001 with a view to obtaining certification in the first quarter of 2016. 2014 Management Protecting the 120 Summary enviroment
Quality in Ferrocarril Metropolità de Barcelona
1. Maintenance and Projects Division: 2. Metro Network Operations Department:
The Quality Department, in conjunction with the Maintenance and Metro’s Network Operations Department, working closely with Metro Projects Division, worked on the implementation of ISO 9001 in the management and representatives of the Management Committee, management model for the Maintenance Division. The project, planned drew up, approved and published the Metro Service Charter, as for 2014-2015, is intended to standardise the management model in specified in the 93200 standard. the Maintenance and Projects Division with a view to obtaining ISO 9001 certification. All the support and advisory work necessary in Metro’s Network Operations Department related to maintaining current certification (ISO Various measures were taken to help us achieve this goal in 2015: 9001 and UNE 13816) was completed. 1. Training in quality for technical personnel in the division. 2. Internal audits by the Quality Department in all departments of the 3. Technical Division: Maintenance and Projects Division. 3. An audit by an outside company. In conjunction with the Department of Railway Safety, we have begun 4. Resolution of non-conformities detected in audits. a project so that this department can be certified according to the IS0 17020 standard and become an entity accredited by the Spanish These steps allowed us to complete the ISO 9001 internal audit National Accreditation Body (ENAC) in the first quarter of 2015. This successfully so that we are ready for certification in the first four certification/recognition means that Metro de Barcelona is the first months of 2015. operator accredited by ENAC to perform safety inspections of rail operations. At the same time, in conjunction with Divisional Coordination and Maintenance Engineering, we started work with representatives of this area on the planning of a project to obtain IRIS (International Railway Industry Standard) certification for all rolling stock workshops and signalling activity, within a timeframe that is still to be decided. This year an initial diagnosis/audit was conducted to identify areas for improvement next year so that we can submit a successful application for IRIS certification. 2014 Management Protecting the 121 Summary enviroment
Environmental sustainability in FMB
1. Optimisation of water management 2. Optimisation of energy management
In 2013 the water in 26 wells collecting phreatic water was studied and In the field of energy management the following measures taken in characterised. Last year the use of water from the well at Badal began. 2014 were of particular interest: − May: establishment of temperature set points for air conditioning The current situation of the use of phreatic water in metro pumping equipment adjusted from rolling stock workshops. shafts is shown in the following chart: − September: a workshop on strategies for energy saving organised by Nova, Comet and Isberg and hosted by TMB. Use of phreatic water by pumping shaft in 2014 (Hm3/year) − October: reinforcement of the current lighting with new energy- efficient luminaires using T5 fluorescent fixtures in some work areas at the La Sagrera workshop. 0.600 0.502 − Implementation of routines to switch off lighting and vertical transport in stations at night. 0.500 0.445 0.403 − European SEAM4US project to install sensors and automate station 0.400 equipment. − Installation of high voltage power meters (final phase). 0.300 − Drafting of technical specifications for the future centralised energy 0.244 0.212 0.212 management system. 0.200 − Follow up of the interconnection project feeding 220 kV equipment on L9 (Ifercat). 0.100 0.089
0.000 Hospital Can Torrassa Baró Besós Artigues- Lesseps de Serra de Mar Sant Bellvitge Viver Adrià 2014 Management Protecting the Environmental 122 Summary enviroment sustainability in FMB
3. Metro network emissions map the CSIC. The latest, ‘A new look at inhalable metalliferous airborne particles on rail subway platforms’, was published in Science of the In 2013 and 2014 further work was done on Total Environment. the comparative study of the air quality on the Barcelona metro automatic and conventional 4. Design, construction and maintenance of infrastructures lines by the Spanish National Research with sustainability criteria Council (CSIC) and TMB. Several articles were published. Sustainable infrastructure measures in the metro include: —— On 10 October the Barcelona municipal environmental panel gave In 2013 Ferrocarril Metropolità de Barcelona a positive evaluation of the initial monitoring results and a definitive and the Spanish National Research environmental licence was obtained for the Vilapicina centre. Council (CSIC) jointly presented the LIFE- —— The implementation of a programme of corrective measures at Sant 13ENV/ES/000263 project ‘Implementing Genís has begun, as agreed with the City Council and the fire brigade methodologies and practices to reduce (final design valued at 1,622,000 euros). The first phase, with a budget air pollution of the subway environment’ in of 374,500 euros was awarded in 2013, and in 2014 all remaining response to the LIFE + 2013 call. The project necessary work was awarded. Due to budgetary restrictions, work was approved in 2014 and has an overall will be carried out over several years, depending on TMB’s investment budget of 813,727 euros (611,526 euros for capacity. the CSIC and 202,201 euros for TMB), 50% of which is covered by a grant: 406,863 euros (305,763 euros for the CSIC and 101,101 euros for TMB).
Various articles have been published in scientific journals, detailing the results of the metro air quality studies conducted by 2014 Management Protecting the 123 Summary enviroment
Environmental sustainability of the Montjuïc cable car
When the environmental permit issued to the Montjuïc cable car service was renewed, the criteria of the Cims project in respect of planning for the entire Montjuïc mountain were applied, the priority being to minimise the environmental impact of the facilities. Communication with users, employees and 8the public 2014 Management Communications with 125 Summary users, employers and the public
Communication with users, employees and the public
Corporate communication, audiovisuals and relationship —— Audiovisuals marketing A total of 83 videos were produced with a total running time of 8 —— Corporate communication hours 13 minutes. Of these, 66 were produced internally and the remaining 17 externally. All of these videos have been disseminated With a view to promoting TMB’s digital communications strategy and, via social networks, the TMB YouTube channel, and at different at the same time, reducing expenditure, this year we sent out eleven TMB events (presentations, ceremonies, etc.). Some of the images issues of each of the magazines Hora Punta and Gent TMB in digital have been supplied to the MouTV channel, and shown as part of its format. Also in line with this strategy, a digital version of the 2013 Basic programming, and in other media outlets and institutions. Most of the Data leaflet was produced entirely in-house (with a small print run of videos produced were content for publications or on institutional events just 200 copies). held by TMB, while some covered historical subjects. Others were commissioned by other departments on technical subjects, for training The 2013 Annual Report was also published in a shorter, digital format. or for awareness raising. As in recent years, because of financial constraints, the work was done in-house. TMB's corporate presentation was updated in three Work was done to coordinate the photographic reports of the languages (Catalan, Spanish and English) in digital format with new Communications and Institutional Relations Division with demand information and a new design. It is available on the company's intranet from the rest of the organisation (about 50 request—approximately six and on the TMB website. thousand images—per year). We also responded to external requests for images. Work continued on the creation of a TMB photographic This year featured a range of activities to celebrate the Barcelona library, using the Videoma application. metro’s 90th anniversary. They included the preparation of a commemorative book, exhibitions (a travelling exhibition and one at —— Advertising and relationship marketing Espai Mercè Sala) and the main ceremony held in December at the Liceu. This year was the third anniversary of JoTMBé (www.jotmbe.tmb.cat). The number of members or registered users at the end of 2014 was A communication plan for the lines in the new bus network in 2014 was 188,776 compared with 103,794 in 2013, an increase of about eighty- drawn up, and we liaised with the City Council on the implementation five thousand members (82%). of the third stage. 2014 Management Communications with 126 Summary users, employers and the public
During the year ‘TMB App’, a new free application for mobile phones 23,199 visits by unique users were recorded. In the section ‘Roda using Android and iOS, was launched, replacing ‘TMB Virtual’. An a TMB’ a total of 43 videos were sent, of which 28 were endorsed, important new development is that users have to register with JoTMBé while the ‘Microcurts’ section had 20,350 votes from 1,884 voters. (lead registration), their record consisting of an e-mail address and a —— 90th anniversary of the Metro: participatory project for a password. ‘TMB App’ was thus one of the main sources of growth in commemorative album. Users posted historical photographs on a 2014. microsite.
Activities related to communication include the following: —— JoTMBé Vull Opinar: the opinion of the users is essential to identify —— Service information: more than 1,500,000 items with an open rate in areas for improvement in metro and bus services. The members of excess of 23%. JoTMBé were invited to join the focus group. Invitations to join the —— Corporate information: more than 1,300,000 items with an open rate group are issued periodically. Each time users participate they receive of more than 23%. points that give them more chances to win prizes. Opinions were —— Ticket competitions: 58 contests with a prize consisting of tickets gathered in two waves: in the first users were asked about JoTMBé for shows: 376.089 entries from a total of 103,623 participants, and in the second about TMB. In both cases excellent results were 1,363,491 visits to the site, 3,036 prizes in major areas of interest for obtained. our subscribers: music, film, theatre, fashion. —— TMB Digital Campaign: project to transmit the vision of an —— Promotion of own products (travel cards): La Butxaca and the third organisation which is accessible, open and innovative. To achieve this, anniversary of JoTMBé, with good communications, participation and TMB is implementing a strategy based on its presence on the Internet results. and the use of digital tools, focusing on five principles: communicate, —— Cultural promotions and competitions: inform, serve, share and interact with people. —— 8th TMB online short story competition This year 2,070 stories were submitted (1,044 narratives in the free story category, 511 Sant Jordi Tweets, 174 pictures uploaded to Insta Relato, and 341 stories in the special category for the 90th anniversary of the metro). —— Festival Subtravelling 2014: 2,201 people participated (28,900 entries—each person participated an average of 13.13 times) and 2014 Management Communications with 127 Summary users, employers and the public
Internal communication Internal corporate social responsibility projects included ‘Choose your cause 2014’, and the campaign to which it led, ‘Get moving for rare In 2014 the new corporate intranet portal diseases’. was brought into service. This was designed and developed internally with the support The GenTMB Club ended the year with more than 3,200 active of all divisions. There has been a move in members, and with the signing of three cooperation agreements the content of Gent TMB magazine towards (financially remunerated) with various companies. social themes, which has led to an increased number of visits with growth of 128%, thanks The following details summarise the annual activity of Internal to the launch of the new intranet portal. Communication: —— Corporate information: 40 notices concerning TB and 67 concerning Another important activity was the celebration Metro were published during the year. of the tenth anniversary of the Horta Business —— Intranet and internal notices: 47 notices were published on the Operations Centre with an open day intranet portal containing information on corporate issues, and 12 (attended by more than 1,300 people), jointly notices were published with information from the Health Department. organised by the Business Operations Centre —— Corporate publications included: management and Internal Communication. —— Gent TMB (eleven information bulletins): search for topics with operational areas, defining the calendar, writing and publication, We also participated actively in the year’s search for graphics and audiovisual resources for different issues. main corporate campaign: the commissioning —— Línia TMB: 21 issues prepared and sent out to all TMB staff. of the new bus network. In addition to —— Digital editions of Hora Punta and Gent TMB sent. managing communication intended for staff, we have worked on the design of a strategy —— Canal TMB and letter boxes: 53 weekly programming operations for staff assisting passengers at bus stops, carried out. The Internal Communications Department also its implementation, training and monitoring manages the company's suggestions boxes (Hora Punta, Internal and following up problems. A total of 240 staff Communication) and organises responses to messages. were taken on for this campaign. 2014 Management Communications with 128 Summary users, employers and the public
—— GenTMB Club: In 2014 the GenTMB Club Digital communication was consolidated reaching a level of support exceeding 50% of the population it targets. Working directly and jointly with other departments, the Department of We maintained contact with various suppliers, Digital Communication develops the company's digital communication three of whom have signed agreements with strategy. It administers and manages the corporate website, and the club, either financial or for the exchange coordinates activity in corporate social networks. of services. As a result of these agreements promotions and draws were organised to 1. The corporate website increase club membership. —— Communication and publicity campaigns: In 2014 the website received a total of 8.25 million visits, 6.2% more 90th anniversary of the Barcelona Metro, dog than in the previous year. The average number of visits per month was access to the Metro, union elections in Metro around 700,000. and TB, elections to the Metro pension plan committee, participation campaigns (sports During the year the website underwent nearly 250 updates, 50 of tournaments, etc.), solidarity campaigns, which were related to the diary of activities organised or promoted by health campaigns, environmental campaigns TMB. On the home page more than 700 scrolling texts with corporate and service interruptions on L1 and L2. and service information, 125 banners and 15 types of header banner —— Business Development and International were posted. Relations Division communication plan: on behalf of the Business Development During the year the website added new sections and improved others: and International Relations Division, the —— ‘TMB Open Data’ (January): new section for application developers, structure of a plan for social acceptance and making data on the public transport network operated by TMB available communication for the integrated system of to them on request. transport in Cuenca (Ecuador) was designed —— ‘Access to Barcelona’ (February): a new section was developed on and the foundations laid for its implementation. how to travel by public transport from or to city’s terminals (airport, port, railway and central bus stations). This focused essentially on visitors (tourists) and was supplemented with information about the Hola BCN! card (linked to the sales plan for travel cards). 2014 Management Communications with 129 Summary users, employers and the public
—— ‘Service status’ (February): new section on Other developments on the website include: the status of bus and metro services, giving —— The header slider (January): at the beginning of the year we real time information on the operation of introduced the rotation of banners in the header of the website, allowing metro lines, incidents at stations and planned us to publicise different campaigns at the same time. alterations to bus routes and bus stops. It also —— Law on cookies (March): the second phase of measures to comply contains a section with alerts about events in with Law 34/2002, of 11 July, on services in the information society and the city and public transport services. electronic commerce concluded. Relevant information is given to users —— ‘Business with TMB’ (April): the ‘TMB and and they are warned about the use of cookies on the website. your business’ section was totally reorganised —— Advertising on the website (June): the corporate website, as part of to allow for more extensive content. the plan for exploiting digital channels, began to display advertising on —— ‘Heritage’ (July): this section was also the home page and in other sections. improved with additional content and a more coherent structure and management. 2. Digital projects —— ‘Customer services’ (August): the ‘Customer services’ section underwent a —— Web development project (TMB Digital): together with other major restructuring process, its content was departments, we took part in the website development project, with extended (for example, to include information the assistance of a specialised consultant (Optimyzet). The study led about offences) and new online customer to the proposal for a new responsive website, to address the important services were added (such as proof of metro role of mobile devices in the consumption of digital products, and delays). reorganisation of the Company’s website territory. —— Plan for migration and implementation of the new website: in the last Sections dealing with specific themes covered quarter of the year work began on the design of a plan to deal reliably the 90th anniversary of the Metro (June- with migration and manage the future website. December), the third phase of the new bus —— Digital monitoring and analysis project (TMB Digital): at the end of the network (September) and the annual charity year, we began to contribute to this project, led by the Research Board, project (October-December), for which the which aims to organise and consolidate this discipline in the Company programme ‘Get moving for rare diseases’ in order to obtain useful, structured information from the management was chosen. of digital spaces. 2014 Management Communications with 130 Summary users, employers and the public
—— Search engine optimisation project: This year we have consolidated decentralised management of social after the summer we started to analyse the profiles: while the repository channels were already managed by website’s positioning SEO in Internet search Corporate Communication as the department producing graphic, engines with a view to improving it. audiovisual and documentary material, the content of the corporate —— Website for the new bus network: the profiles of Facebook and Twitter is now managed directly by the Press Department is working with the City Council on Office, while the Twitter service profile is still subject to specialised the management and updating of the website management by the Online Information and Customer Services for the new bus network www.novaxarxabus. Department (IAD). Digital Communication coordinated work in this bcn.cat. During this period, the team proposed area focusing on ensuring that the social profiles displayed corporate a series of improvements in structure and coherence: adapting the system to changes in channels, managing its content which would make the website graphic features, profile information, registration data, internal users, easier to understand. They also ensured that etc. It also dealt with questions related to protecting the brand in the information about the services available in the digital environment. third stage of the new bus network would be updated correctly. 4. Digital Committee
3. Corporate social profiles The Digital Communication Department leads and coordinates the Digital Committee, a space for discussion between various During the year, TMB has significantly grown departments involved in managing the digital relationship with the user. its number of followers and has experimented with content and expanded it. At the end Press Office of 2014, TMB had 119,031 followers on Facebook (62,647) and Twitter (46,573 for Last year there was an increase in TMB’s presence in the media: a @TMB_Barcelona and 9,811 for @TMBinfo), total of 12,141 appearances, 2,650 more than the previous year, a rise channels which specifically provide of 27.9%. 24.7% of these mentions were favourable to the company, communication and information for users. 19.0% were unfavourable, and the remaining 56.3% can be regarded as These three social profiles have attracted a neutral. total of 33,613 new followers. Among the issues covered by the media, the management of the 2014 Management Communications with 131 Summary users, employers and the public
company predominated (3,520 news items, 28.9% of the total). This Customer Services and Information (IAC) included the repercussions of the eviction of the occupants of the buildings in Carrer Jocs Florals, owned by Ferrocarril Metropolità de The Customer Services and Information (IAC) Department was set up Barcelona. Another large group (1,320 items, 10.8% of the total) referred to coordinate all customer and information service processes through a to the fare system. single, central unit.
Of the items published or issued, 17.5% originated in TMB's Press a) Information, signage and corporate identity: Office (2.5 percentage points more than last year), while 11.7% were based on material issued jointly by the Press Office and other New bus network institutions. Barcelona City Council and other municipal bodies accounted for 22.2% of information items and the Government of A key action this year was the campaign to publicise the 2014 stage of Catalonia and its organisations accounted for 5.9%. Media treatment of the new bus network. information issued by the TMB Press Office was favourable in 54.4% of cases. —— The communication campaign was jointly organised with Barcelona City Council. The Press Office produced and issued 6 information dossiers and 210 —— A second edition of the new bus network map was published. press releases in the year and also maintained constant contact with —— New wall-size maps of the new bus network were produced. the media. A total of 483 requests for information and interviews were —— The study, definition, design and production of signage and a processed, as well as 169 permits for media recordings. 1,034 reports new image for the new network were carried out, including: issued by news agencies (Europa Press, Efe and ACN) were also —— Signage for bus stops: post strips showing routes and times, monitored. route codes, maps on the backs of shelters and information panels were added to all stops. Interchange hub signs for all stops at the The virtual press room of the TMB website released 168 news items new network interchanges, with the new image implemented. The and received 119,645 visits. The management of the Twitter and intersection areas at the interchange stops already established Facebook corporate profiles led to the publication of 3,236 tweets and in earlier stages were updated, replacing distance in metres by 563 posts respectively. street names and amending those affected by any of the new lines. Notices were also put up at bus stops on new lines and lines to 2014 Management Communications with 132 Summary users, employers and the public
be abolished or affected by route changes. Specific signs were A new image was also created to identify the quality certifications produced for stops where there will be no further service, detailing received by TMB and to unify the appearance of the supports so alternative transport options. they are the same for both Metro and Bus and to ensure all TMB —— New vehicle image and signage. A new bus network map was stakeholders (customers, public authorities and other professional designed for the interior of buses in the new network. stakeholders) are aware of how the certification process works. —— Online: changes to the design of the new bus network maps, adapting maps and other static information for the websites of TMB Bus signage and Barcelona City Council. —— La Marina: information campaign on the transport options The manual on exterior signage for buses was completed in the year. available in the neighbourhood and the improvements implemented with respect to new lines. Other specific measures relating to signage include: —— Definition of the messages transmitted via TMB channels during the campaign to inform customers. —— Updating coded stickers: Institute for Energy Diversification and Saving (IDAE), passenger rules, fines for failing to validate tickets, High profile communication number of seats, emergency procedures, etc. —— Notice of permanent route changes on lines 45 and 102. The information coordination committees did significant work with —— Notice of route changes at Plaça Espanya due to resurfacing works. operational divisions, online information and customer services, the —— Study, definition, design and production of stickers: 010 stickers Press Office, JoTMBé, MouTV and the website, and on coordinating via (prices and terms) to complement Wi-Fi stickers on double-articulated their forums key information on events and issues during the year, such buses and general improvements to signage on the buses and at bus as metro service stoppages, the Stop Pujades blog, the Mobile World stops on the Montjuïc special services. Congress and races held in the city. Pricing notices on buses were updated to reflect tariff changes. A new format for high profile notifications was created to improve the organisation of information. A new folding map of the bus network was also published to include the new network lines. 2014 Management Communications with 133 Summary users, employers and the public
Finally, the Contactless project was launched in partnership with the 2. JoTMBé: over 500 service alerts sent to club members based on City Council, establishing the locations of the first QR codes and NFC their profile and interests (segmented by line, post code, etc.). technology to be installed on the metro and on buses. These elements were also installed at the stops in Plaça Espanya and the general plan 3. Apps and mobile website: the development of the TMB App with for the campaign was drawn up. new functions and fixing minor technical problems. b) Online information and customer service: 4. Twitter: publication of planned service changes linked to the ‘Service status’ section on the website, plus notifications of more serious The measures carried out by the Online Information and Customer unplanned delays. Services Department can be grouped under the following headings: 5. MouTV: publication of planned service changes and service —— Team management and organisation: information in line with other channels. A study of the processes and allocation of new tasks was carried out (organisation of shifts and working hours, methods for assigning —— Online customer service: holidays and sick cover, agreed and approved by the whole team, and the holding of development and feedback meetings). The ‘Customer services’ section on the website was extended to include new forms and its profile raised in order to drive more traffic to ——Online information: it. The number of cases handled using the enquiries and lost property Work was carried out on the organisation, management and forms increased by over 50%. publication of service changes and recommendations affecting the network via the following channels: The @TMBinfo channel on Twitter was strengthened to provide information and customer care from 7.00 am to 8.00 pm on working 1. Website: includes a weekly notice published in the ‘Service status’ weekdays. section (over a thousand notices giving information about changes), an information campaign on the third stage of the new bus network, real- time notifications and the publication of status updates on metro lines via an indicator board on the website’s home page. 2014 Management Communications with 134 Summary users, employers and the public
—— MouTV: Services Department took over responsibility for handling lost property enquiries which are now submitted online. The management of this channel involved: —— Ticket sales, with continued growth in the sale of subsidised travel —— Operating the channel and updating on a daily basis the news, cards. A study of how frequently queues form was carried out and service information, corporate information and advertising fed to measures determined to regulate and control the flows of visitors at over 2,800 players installed throughout the metro and bus network. customer service centres (the conclusions will be presented in 2015). —— Checking and programming over 7,000 clips using the MouTV —— The call centre service was renewed with a new service provider, content manager. with new functions in addition to the telephone service, including —— Monitoring the status of the screens and resolving problems. providing support to the online customer service function and handling —— Last minutes updates for major breaking news stories (e.g. the complaints and claims. Although the number of customer queries King’s abdication, the terrorist attacks in Paris). handled fell by 6%, quality levels were maintained with a service rating of 97.55%. c) In person service. Punts TMB: The Punt TMB information and customer service centres were In addition to selling tickets and ensuring the quality of the service also involved, as every year, in TMB's communication and publicity provided to the public, the activities of the Punt TMB information and campaigns, in particular the presentation of prizes and handling customer service centres focused on five key areas: information on the competitions and promotions organised for the —— Facility improvements: new lighting at the Universitat and La Sagrera JoTMBé Club. Punt TMB centres, extending fibre optic cable to the Universitat centre, new wireless dataphones and improvements to make the workplace d) Handling complaints, claims and suggestions (QRS): more comfortable (based on an ergonomic study). —— Improvements to security through the installation at all Punt TMB A project to review the management of communication with users centres of cameras built into the metro network circuit and emergency was launched in 2014 entitled ‘QRS: an opportunity for continued telephones. improvement’. Based on a new reporting system and organisation —— Moving in-person customer services online, as part of a process model, the aim of the project is to develop a successful system begun the year before to transfer the coordination of customer service for using the information obtained from complaints, claims and tasks and functions. In 2014 the Online Information and Customer suggestions to improve the service offered to the public. 2014 Management Communications with 135 Summary users, employers and the public
Three work groups have been set up, each forum with the aim of reducing the number of repeated complaints with its own specific aims: received as corrective action is taken. —— To develop a new QRS classification system which TMB’s various units will find more helpful The number of QRS reports logged in 2014 was 9% up on the year when detecting problems and opportunities for before, principally due to the implementation of the third phase of the improvement. new bus network and the changes affecting the bus service. However, —— To establish a stable reporting system despite the increase in the number of QRS received, the average focused on continuous improvement. response time has shortened by more than four days. —— To adapt the organisation to use complaints, claims and suggestions as a Finally, the public made greater use of online channels to submit QRS starting point for improvement. with the volume handled up by 28% (almost half of the total received).
Only the classification phase was finished at the end of 2014, and the project will be completed during 2015, establishing a reporting system for the departments affected and setting up a continuous improvement 2014 Management Communications with 136 Summary users, employers and the public
e) Managing fraud and anti-social behaviour: Commercial Promotion
Work on developing a new fraud application The main aims of the Commercial Promotion Division are to obtain was completed in October 2014, allowing maximum returns on TMB’s tangible and intangible assets and processing time to be reduced and increasing rationalise the sales support structure, in particular vending machines, the productivity of the department. This tool in order to maximise returns. The Division was reorganised in summer is essential for handling the notable increase 2014. in the number of reports submitted to the Authorities. Work also began on a project to The key tasks carried out by the Department’s units are detailed below: allow legal claims to be submitted online. This is expected to be operational in the first half of 1. Projects and Operational Control Unit 2015. —— Preparation and tracking of the Division’s budget by heading and unit, and project tracking. Direct communication between the —— Weekly tracking of sales of Hola BCN! travel cards via ticket ombudsmen and TMB was strengthened. machines and the online outlet to assess the impact of the advertising The direct involvement of the Catalan and campaign. Barcelona ombudsmen in matters related to —— Management of TMB’s online sales outlet. the handling of fraud or anti-social behaviour cases by TMB staff has made it possible to 2. Advertising and Sponsorship Unit detect weaknesses in the service and actively The sale of advertising space on the outside of buses is a source of improve it. income for TB and is exclusively handled by Promedios Exclusivas de Publicidad, SL. As a member of the ATM’s anti-fraud working group, TMB was involved in preparing the The company originally awarded the contract for handling the sale of 2015 draft law on tax and administrative advertising space inside buses asked to terminate the contract in 2013. measures, specifically with respect to penalty The contract was put out to tender again and awarded to Promedios fares. Exclusivas de Publicidad, SL. From January 2014, therefore, this company has been responsible for both designing the advertising supports and selling the space. 2014 Management Communications with 137 Summary users, employers and the public
The corporate strategy on sponsorship changed in 2014 for the No agreement has yet been reached and work is continuing to ensure following reasons. Firstly, the IMG company, following a change in at least one proposal bears fruit as soon as possible. its shareholder structure, decided to close down its public sector consultancy business and thus the provision of corporate sponsorship 3. Business and Retail Unit services to public bodies. This strategic decision by IMG led TMB to The economy remained sluggish in 2014 and, consequently, it was not change its approach. an easy year for the business lines which rely on consumption. Work continued on new projects in this area. In May 2014 TMB and IMG signed an addendum to the contract between them, redefining the scope of the original terms. In general, —— Shops: Despite the present difficulties, occupancy rates for IMG’s role has changed, adding that of coordinator of other marketing commercial premises stood at around 80% in 2014, with rental income firms to its own marketing role. TMB has also worked to ensure that remaining stable and in line with the budget for the year. A project to communication with marketing companies takes place at the highest replace the electrical installations in commercial premises began in level possible, as the experience of 2013 showed that communication 2014 and will be completed during 2015. with middle management in those organisations did not produce the —— Vending machines business: Vending machine operator sales best results. continued to decline in the year, although TMB’s revenues were maintained thanks to minimum guaranteed income clauses. A On the basis of the addendum signed with IMG, in the following corporate vending service for TMB employees, awarded to the months three other specialist firms signed marketing agreements. company Serunion, was successfully introduced in July. These agreements clearly specify which customers each one of them —— Telecommunications: Revenues from mobile phone coverage may approach. IMG has ensured that there will be no overlap or contracts and the cession of fibre optic cables on the metro network conflict of interest between them. remained stable, in line with the agreements reached with operators. —— Special services and mobile phone charging: The revenues The firms received or initiated contacts with the target companies generated by both business lines fell slightly in the year. The activities from June to December in order to present their products and make of the special services business include the rental of rolling stock and specific proposals to those companies which expressed an interest. premises for product launches, filming and marketing events. These 2014 Management Communications with 138 Summary users, employers and the public
continued in 2014 but at a slower pace than A new sales policy was developed for the Hola BCN! travel cards in previous years. The fall in revenues from the with the aim of maximising revenues. A new commercial strategy was mobile phone charging service provided via designed and implemented focusing particularly on promoting and vending machines indicates that demand for distributing the product via existing channels as well as developing new this type of service is declining steeply. channels. The results obtained have been positive, with net revenues of around 14.5 million euros. 4. Online business and new retail initiatives unit This business unit was set up in summer 2014 Research was carried out during the year into new business to develop and improve potential sources of opportunities currently being exploited by other transport operators online revenues. around the world to assess their viability for TMB and the work involved in implementing them. Another goal for 2015 is to implement The main project carried out by the unit was a corporate system for generating new commercial ideas using co- the development of a TMB e-commerce creation, open innovation and crowdsourcing techniques. platform intended as a key source of transport information for tourists in Barcelona, selling TMB’s own products (Hola BCN!, Barcelona Bus Turístic, Montjuïc cable car) and those of third parties. This business line was reviewed by an external consultant and will be rolled out in the first four months of 2015.
Another target for 2015 is to develop a new business model to monetise TMB’s online channels (websites, apps, social networks) in order to generate additional revenues from existing products. 2014 Management Communications with 139 Summary users, employers and the public
5. Sales Channel Unit The Sales Channel Unit developed projects aimed at improving all existing sales channels and minimising the associated costs. These projects included: —— Stage IÌI of the project to optimise use of automatic ticket vending machines in the metro network: Seventy-eight machines were removed in June, September and October while 23 old machines were replaced with more modern ones. —— Viability study into implementing a system to exchange vouchers for HolaBCN! travel cards at automatic ticket machines on the metro: technical specifications and financial viability study into adding this new ticket type to the e-commerce platform, and obtaining feedback at corporate level. —— Migration of 149 machines to EMV-2: a device was added during the year to ticket machines to ensure secure interoperability between bank cards and payment terminals. —— DA_2.0 Project: viability study of a new version of the operating system for ticket machines. —— Implementation of multi-currency payments in ticket machines: a new function was added to ticket machines allowing users to select the currency (other than the euro) they wish to use to make bank card payments. 2014 Management Communications with 140 Summary users, employers and the public
Corporate communication, audiovisuals and relationship —— Other signage: marketing New signage was designed for the new defibrillators installed in the metro and for the entrances of the stations where they are located. The content of the TMB Digital campaign was prepared and communication plans drawn up for service interruptions taking place The maps and information points in the metro are continuously revised during the year on L1, L2 and L9/L10. to ensure the cartographic information and details on points of interest, bus lines and lifts in stations (with the assistance of local districts) Customer Services and Information (IAC) are up to date. The general content of annual publications was also updated and a new design produced for the front cover of the metro Information, signage and corporate identity guide.
Metro signage: —— Online information: —— Service interruptions and platform closures due to works: Work was carried out on the organisation, management and The unit produced signage, notices and information campaigns with publication of service changes and recommendations affecting the respect to: the closure of sections of stations on metro Lines L1 network via the following channels: (Hospital de Bellvitge - Av. Carrilet), L2 (Passeig de Gràcia - Clot), L9 ——Website: a weekly notice is published in the ‘Service status’ and L10 and the Funicular; the closure of station entrances at Passeig section (over a thousand notices giving information on changes), de Gràcia (L4 and L3; the reopening of the La Sagrera Punt TMB and real-time notifications and the publication of status updates on the closure of the Sants Punt TMB. metro lines via an indicator board on the website’s home page. – Campaigns affecting the whole metro network: The fare information displayed on all the network’s notice boards was updated to reflect the new 2014 fares. As part of the campaign to allow dogs on the metro, new signage was designed for items affected by the new rules, including the Have a good journey display, gates for people with limited mobility, signs on old ticket stamping machines and escalators, and notices listing regulations. An information leaflet was also produced. 2014 Management Communications with 141 Summary users, employers and the public
Commercial Promotion In general, IMG’s role has changed, adding that of coordinator of other marketing firms to its own marketing role. TMB has also worked to As previously mentioned, the main aims of the Commercial Promotion ensure that communication with marketing companies takes place Division are to obtain maximum returns on TMB’s tangible and at the highest level possible, as the experience of 2013 showed that intangible assets and rationalise the sales support structure, in communication with middle management in those organisations did particular automated sales channels, in order to maximise returns. not produce the best results.
The key tasks carried out by FMB in the year are detailed below: On the basis of the addendum signed with IMG, in the following months three other specialist firms signed marketing agreements. —— Advertising and Sponsorship Unit These agreements clearly specify which customers each one of them The sale of advertising space on hoardings and displays and in the may approach. IMG has ensured that there will be no overlap or audiovisual media installed in the metro at present or in the future (on conflict of interest between them. all lines except L9/L10), including both conventional formats and special campaigns (train windows, sampling, whole train, station entrances, The firms received or initiated contacts with the target companies from lobbies, transfer corridors, platform and whole station) and MouTV, is June to December in order to present their products and make specific exclusively handled by JCDecaux España, SLU. proposals to those companies which expressed an interest. No agreement has yet been reached and work is continuing to ensure The corporate strategy on sponsorship changed in 2014 for the at least one proposal bears fruit as soon as possible. following reasons: Firstly, the company IMG, following a change in its shareholder structure, decided to close down its public sector consultancy business and thus the provision of corporate sponsorship services to public bodies. This strategic decision by IMG led TMB to change its approach.
In May 2014 TMB and IMG signed an addendum to the contract between them, redefining the scope and terms of the original contract. 9Studies 2014 Management 143 Summary
Studies
The work of the Research Board can be divided into two main types of study: regular and special. The first group includes all research which is conducted regularly over a period of several years. This type of research accounts for most of the Board's budget. The second type consists of studies in response to specific requirements at a certain time or those which, although repeated, do not qualify as regular. In 2014 the same strategy as in previous years was applied, i.e. increasing the efficiency of regular studies by automating tasks and reducing costs and increasing the value of special studies with a more business- oriented focus (optimising the use of resources, reducing expenditure, generating more income).
Regular studies
The main regular studies carried out (accounting for 90% of the department’s budget) are the following three:
Study Aims Key figures Customer To assess the satisfaction of metro and bus About 4,000 in-person interviews with metro perception study users with the service provided by TMB. customers and 4,000 in-person interviews with bus customers. Fraud study To estimate the number of passengers who 261 metro lobbies and 110 buses were observed travel without tickets on bus and metro through virtually the whole service schedule. networks operated by TMB. Service provision To measure the gap between the service On every weekday during the year inspections study (MPS) offered to users and the service really of facilities and vehicles were carried out by one provided on bus and metro networks team on the bus network and one team on the operated by TMB. metro network. 2014 Management Studies 144 Summary
The MPS project was put out to tender in 2014 and awarded for the book in which passengers accused of fraud can state whether they period from October 2014 to September 2017. admit or deny the allegations.
In addition to these three, regular studies carried out during the year A report was prepared analysing the effect of a potential increase in the included the following: Barcelona Bus Turístic satisfaction study, number of fraud cases handled in the Barcelona Metropolitan Area if Catalunya Bus Turístic satisfaction study, a complaints and suggestions the current criteria for confirming guilt were changed. study, and the certified unit satisfaction studies. Linked to the above studies, additional studies were carried out of the Bus Control and Monthly monitoring of the process for handling fraud penalties Operations Centre (CRO), the Technology Support Centre (CST), continued. It includes the main areas of interest: inspection, penalties, the organisation’s training providers and the management of the payment by type and channel, receipts, allegations and the referral automated lines. of cases to the authorities. This provides a monthly summary of the issue and allows a first assessment of the success of the measures Special studies contained in the Anti-fraud Plan (payments via the website, bank card payments to Metro inspectors, etc.) —— Studies on additional revenues and TMB transport tickets: – Other studies: The unit provided support to the Commercial Promotion Division on various aspects of improving the policy on TMB’s own transport tickets As part of the TMB Digital 2015-2017 initiative two projects were including an assessment of a potential new ticket proposed by Turisme launched under the leadership of the Research Board entitled de Barcelona (the BCN Card Express) and a study of the new fares ‘Monitoring and digital analysis’ and ‘Wi-Fi City’. under consideration for 2015. The Board also jointly led the ‘QRS: an opportunity for continued —— Studies related to the analysis and control of fraud on the network: improvement’ project with the Customer Services and Information (IAC) unit to develop a new structure, reporting system and organisation Work to optimise the procedures of the Fraud Management Unit was model. carried out in 2014. One of the outcomes was the introduction of a 2014 Management Studies 145 Summary
A general satisfaction study and a specific study of the new service —— A smart central unit: introduced in stage 2 of the new bus network, based on a customer —— Interactive screen for basic functions. survey, was carried out in order to find out how much passengers —— A GPRS module for transferring data files and giving direct knew about the new network, evaluate the communication strategy remote access to the equipment to resolve problems. and the extent to which their expectations had been met, and obtain —— Continuous supervision of the remote units (suggestion boxes) their global evaluation and their views on specific aspects. The results at gates. were positive. Further study will be carried out in the future to assess —— Alerts for low battery, loss of GPS or loss of contact with gate how well the signage at the interchange points on the new bus network units. is working. ——Remote units at gates: —— Linked to the central unit using the ZigBee protocol. In the area of service planning, the main projects undertaken in 2014 —— Smaller, lighter batteries. and those envisaged for 2015 are described below. —— Lighter thanks to redesign of bar supports. —— Improved reading of RFID cards with a self-adjusting antenna – Study and design of special services: and capacity to read more than one card at a time.
A number of special services were studied and designed during 2014 —— GPS unit connected using Bluetooth to eliminate cables. for events affecting TMB (Fira de Barcelona events, events at Montjuïc, —— New charging system with corresponding weight reduction. city events such as the Mercè and Gràcia festivals, and Christmas). Operational tests of the new equipment on buses are planned for 2015, ——Collecting passenger information using RFID technology: and the manufacture of two more full systems will be commissioned.
In 2014 the design was completed of the first set of equipment for —— New bus network in Barcelona: collecting survey data on journey start and end points using RFID (radio frequency identification) technology. The new equipment contains new Work on defining the new network continued throughout the year. This features based on technological advances and our experience of the project is based on the idea of the sustainable city while improving old equipment. These include: services for users and making more efficient use of operational resources. 2014 Management Studies 146 Summary
It is being introduced progressively in various stages, so that we can times on certain lines would be faster if a bus lane ran through the analyse the effects and make any necessary adjustments to provide centre of this square. users with the best service possible. On 15 September 2014 the third stage of the network came into operation with three new lines —— Ticket validation data by bus stop: (H14, V15 and V27) and the redesign of the existing line H16. Existing modelling tools (TransCad and Aimsun) were used to prepare reports At present the ticket validating system on buses does not link to the on the new bus network, together with tools developed in-house by the Central Operation Aid System (OAS) so it is not possible to identify Planning Department. the bus stop where the ticket was validated. To make planning more effective, a process is being developed to allow the location where At the end of 2014 work began on the fourth stage of the new tickets are validated to be identified. This links the ticket details to bus network, which is expected to come into operation in autumn the time it was validated and the time the bus left the stop, which is 2015, with the number of new lines yet to be determined. It will be recorded by the OAS. This will give us information on ticket validations implemented gradually over the next few years. along the entire route without having to carry out any surveys.
—— Microsimulation of bus services: —— NODES Project:
Microsimulations of bus services generated by the AIMSUN program In 2014 TMB continued to participate in the NODES European are regularly developed and run. It is a powerful tool for carrying out transport interchange project together with the Business Development detailed analyses of traffic solutions for buses and the effect their and International Relations Division. At the end of September TMB introduction would have on private transport. organised the project’s third users’ conference in Barcelona. TMB gave a presentation on the new Barcelona bus network, as interchanges are In addition to the studies carried out in previous years, in 2014 a a key aspect of this project. The development over the last few years microsimulation study was performed for a bus lane through the centre of one of the city’s most important interchanges, La Sagrera, was also of Plaça Francesc Macià. Two service scenarios were studied: one discussed. based on the current layout and the second to determine if journey 2014 Management Studies 147 Summary
—— Other studies (bus): Special studies
The studies into the planning of the bus —— Studies related to the validation and sale of tickets network carried out in the year included the following: Work on a project entitled ‘Optimising the number of gates and —— Line 6. Analysis of the proposed route validating machines in metro lobbies’ began in 2013. The study change between Verdaguer and Poblenou. concluded that there were too many gates and validators in lobbies —— Lines 22 and 67. Occupancy study. equipped with automatic two-way gates. A first pilot test was run to —— Line 27. Analysis of proposal to shorten assess what would happen if these surplus gates were removed. A the line at Vall d’Hebron. second pilot test was run in 2014. The results allowed a strategy to be —— Lines 59 and 91. Analysis of new route developed for determining the future number of ticket barriers (gates due to remodelling of La Rambla. and validating machines). —— Line 79. Analysis of proposed route change at Plaça Pedrosa. Two projects were drafted on replacing turnstiles with automatic —— Lines H14 and H16. Analysis of two two-way gates as well as a project to rationalise the number of ticket potential routes. barriers across the network by reusing surplus gates. The estimated —— Line V21. Passenger study at La investment for the three projects was 240,000 euros (main and Rambla del Carmel. secondary project on Line 5 at Sagrada Familia and secondary project —— Public transport service proposal for on L1 at Glòries). A further project was announced making use of gates Museum Night. from the lobby at Collblanc, which will be closed when L9 comes into —— Study of public transport service at service. It was decided not to go ahead with the replacement projects Plaça Europa in L’Hospitalet and at Passeig as these coincided with the T-Mobilitat project. de la Zona Franca in Barcelona. —— Study for remodelling lines along Avinguda Diagonal as a result of the introduction of the new bus network. —— Proposed service for winter 2015. 2014 Management Studies 148 Summary
—— Analysis and control of fraud: We continued to evaluate the two-way gate fraud counters. The resulting fraud indicators are reported to TMB management. The During 2014 work was done on a project to improve customer care viability study was also passed on to the departments (Sales and on the metro network by increasing the number of customer service Transport Access Technology and Metro Maintenance) which have the agents at ticket barriers. In addition to ticket validation, sales and capacity to identify appropriate technological solutions. exchanges they have a role to play in discouraging fraud. This project led to another project to review the methodology used to establish Finally, monthly monitoring of the fraud penalty management process the priorities table in HASTUS to ensure the criteria used are more continued. This covers the main areas of interest: inspection, penalties, objective than those used to date. payment by type and channel, receipts, allegations and the referral of cases to the authorities. At the beginning of 2014 we again drew up a new schedule for the deployment of security guards in metro lobbies to discourage fare Other studies avoidance. Control reports were prepared during the year and were submitted to the Security and Civil Defence Unit in order to resolve —— Microsimulation of pedestrian flows: certain issues. The deployment of staff was reviewed a number of times using data from two way gates, and a small field study was At the end of 2008 we purchased a licence for the LEGION program, carried out in October 2014. which we have since used repeatedly to simulate the movement of pedestrians. At the end of the year work began on a project to redesign the route planning application used by the Metro Inspection Unit. The Unit also The microsimulations carried out during the year included an received ongoing support for monthly route planning processes and assessment with microsimulation of operations at Urquinaona station the preparation of weekly and monthly reports to thoroughly monitor its at peak times and a study of the impact on operations and safety of the productivity levels. removal of a double escalator at La Sagrera station (L1). 2014 Management Studies 149 Summary
In 2015 further work will be done using this to allow data to be imported from the files into a database and the method and we are currently considering design of a second program to analyse these data was outlined. which stations could be modelled. During 2015 data will continue to be stored, a system will be developed —— Train occupancy figures: to automatically upload the data collected by the on-board devices and import them into the database, and data analysis software and Data gathering improved in 2014 thanks to processes will be refined. Work on defining the entire project will also the efforts of the metro divisions involved, continue. including line and rolling stock managers. It was agreed that passenger data for all lines would be submitted regularly and systematically as far as daily operations and maintenance work allow. Work was almost completed to install equipment on three trains on each line. The devices are connected to the train communications network in listening mode and automatically read data and send it to a central computer. The results of the first tests on a pilot train were satisfactory (figures sent in real time).
A first analysis of passenger numbers was carried out showing that the system needs to be carefully fine tuned. Software was designed TMB Administrations 10 and finance 2014 Management TMB Administrtion and 151 Summary Finance
TB administration and finance
Technical Secretariat and Insurance Unit The work of the Insurance Unit included the following:
The division’s Technical Secretariat continued working on those areas Traffic accidents involving buses which require a high level of coordination between services to take advantage of economies of scale and optimise the use of resources, Year Average Total Accidents/Bus including: no. insured accidents (*) —— Preparing and monitoring division budgets and staff expenses, and the staff budget of the Transports de Barcelona company. 2011 1,158.44 4,950 4.27 —— Providing management support for the Master Plan for Technology. —— Proposing and monitoring the division’s targets and strategic 2012 1,084.62 4,326 3.99 projects for 2014. 2013 1,083.21 4,444 4.10 2014 1,086.00 4,259 3.92 The department also provides support to other services on matters related to IT systems and worked with the payroll service and the (*) Only accidents giving rise to an expense Personnel Management Services Centre on a proposed staff costs monitoring report, the development of IT systems for HR and providing coordination and support for the project for railway staff training.
The corporate management of student work experience placements was another key area, with training given to 24 university students and 39 students on vocational training programmes. 2014 Management TMB Administrtion and TB administration and 152 Summary Finance finance
Salaries and remuneration for staff not covered by the collective agreement
In addition to its regular functions, the unit handled a number of issues of particular importance such as: —— The application in 2014 of the 2012-2014 Collective Agreement. —— The SEPA (Single Euro Payments Area) project for bank transfers: the final test phase was completed and the system put into operation. The dispatch of monthly payroll and advances files. —— The addition of new items not previously included in the calculation of employees’ remuneration for social security purposes in compliance with the third additional provision of Royal Decree Law 16/2003 of 20 December: luncheon vouchers, insurance premiums, employers’ contributions to pension plans, etc. The Social Security payable was also settled retrospectively. —— Credited Retribution Items (CRA): the generation and dispatch of monthly files from March 2014 to the Social Security authority containing details per employee and all the amounts included in their remuneration. —— Audit of the company responsible for handling absences from work because of temporary incapacity due to accidents, preparing figures for 2009 to 2013 and providing assistance in the preparation of explanations and clarifications. —— Preparation of quarterly remuneration reports to be presented to the Spanish Government's General State Comptroller (IGAE) via Àrea Metropolitana de Barcelona (AMB). 2014 Management TMB Administrtion and 153 Summary Finance
FMB administration and finance
Technical Secretariat and Insurance Unit Salaries and remuneration for staff not covered by the collective agreement The work of the Insurance Unit is summarised in the following table: In addition to its regular functions, the unit handled a number of issues Incidents reported on the metro of particular importance such as: —— Implementing the extended Metro Collective Agreement in 2014. Year Received Passed to insurer —— The SEPA (Single Euro Payments Area) project for bank transfers: the final test phase was completed and the system put into operation. 2011 4,526 1,557 The dispatch of monthly payroll and advances files. 2012 4,911 1,500 —— The addition of new items not previously included in the calculation of employees’ remuneration for social security purposes in compliance 2013 4,510 1,384 with the third additional provision of Royal Decree Law 16/2013 of 2014 4,438 1,361 20 December: luncheon vouchers, insurance premiums, employers’ contributions to pension plans, etc. The Social Security payable was also settled retrospectively. —— Credited Retribution Items (CRA): the generation and dispatch of monthly files from March 2014 to the Social Security authority containing details on the employee and all the amounts included in their remuneration. —— Audit of the company responsible for handling absences from work because of temporary incapacity due to accidents, preparing figures for 2009 to 2013 and providing assistance in the preparation of explanations and clarifications. —— Preparation of quarterly remuneration reports to be presented to the Spanish Government's General State Comptroller (IGAE) via Àrea Metropolitana de Barcelona (AMB). 2014 Management TMB Administrtion and TMB administration 154 Summary Finance and finance
TMB sales, revenue and general service logistics Department drafted the specifications and operational requirements of the new IT system in line with the newly agreed sales policies: Key projects in this area included: —— New policies on discounts. —— Sale of any travel ticket via any existing or future sales channel. 1. The installation of IP telephony in the switchboards at the Zona —— Automation of the processing of vouchers (proof of purchase). Franca 2 and La Sagrera corporate offices: —— The possibility of selling third-party products or services. —— The possibility of selling merchandise. At the end of 2014 the existing telephone technology in the corporate switchboards was replaced with new IP technology, introducing a Although development work on the new IT system is virtually complete, number of improvements: it will be rolled out in February 2015 to coincide with the opening of the —— The switchboards are no longer tied to a specific location but can Montjuïc cable car, which will be the first business unit to use the new now serve any location with an Internet connection. management. It will subsequently be rolled out on the Barcelona Bus —— They are fitted with a tool to gather data on the activities of the Turístic and Tramvia Blau. service, producing statistical reports which can be designed to meet the user’s needs at any given moment. The current payment collection system for the cable car will be replaced with automatic machines in order to reduce service costs and These and other improvements brought about by this new minimise revenue differences. technology make it possible to redesign the organisational model for corporate reception and telephone services to optimise the use of 3. Project to hand over TMB’s historic archives to Barcelona City existing resources. Council:
2. OciCommerce Project. Changes to Leisure Transport technology The agreement to hand over TMB’s historic archives to the Barcelona systems (including sales, validating, payment and IT systems): Contemporary Municipal Archive is expected to be signed in early 2015. A pre-agreement between the two parties was signed in July This project, intended to adapt systems to meet market needs, 2014 leading to the transfer of 1,055 boxes of documentary materials was developed in partnership with Leisure Transport management held by TMB to a company contracted by Barcelona City Council for and the Technology Division. The Sales and Revenues Logistics processing prior to being incorporated in the municipal archive. 2014 Management TMB Administrtion and TMB administration 155 Summary Finance and finance
The reasons behind this agreement are: 4. Project to allow proof of purchase vouchers to be exchanged for —— In accordance with Law 10/2001, on tickets at ticket machines: archives and documents, the documents subject to this agreement are deemed to During the year, work was carried out in collaboration with other be of historical importance and to form part departments on specifying the modifications needed to the IT systems of the documentary heritage of Catalonia. of both the metro ticket machines and corporate systems to allow —— Both parties recognised the special proof of purchase vouchers to be exchanged for travel tickets at ticket importance of documents generated machines. The Technology Division expects these modifications to be through the management and control implemented in the first half of 2015. of transport services in the city of Barcelona over almost a century and a This project is vital to enable the new Hola BCN! travel cards to be half (1854-1997) for research into both sold via the new e-commerce platform, intended to boost and simplify municipal services and the companies the sale of tickets online. Ticket holders will no longer have to be sent contracted during this period, and into the the physical tickets by post but will receive a proof of purchase. This development of transport infrastructures means a wide network of exchange points must be available. and services. —— Both parties are aware of the importance of safeguarding the integrity and unity of TMB’s documentary resources (texts, graphics and images) and the need to ensure they are appropriately archived so they are not only protected but also accessible and publicised.
This agreement will also help reduce TMB’s archiving expenses. 2014 Management TMB Administrtion and TMB administration 156 Summary Finance and finance
Supplies and logistics: Economic and Financial Service
In 2014 TMB put the supply contract for its high-voltage power Key activities in the year included: supplies for 2015 out to tender. As in previous years, in order to attract —— Refinancing and write-off operation on ATM system. better offers, TMB issued a joint tender with Metro Bilbao and Tranvía —— Audit by the Auditor General of the Social Security Authority de Murcia. Two further transport providers joined the group this year, of TB and FMB together with partner companies responsible for Metro de Málaga and ETS (Euskal Trenbide Sarea). The bids were managing workplace accidents: received in a public meeting at the offices of Metro Bilbao attended by A public audit was performed during the year by the Auditor representatives of all the participating companies and a large number General of the Social Security Authority on Transports de of bidders. The results were impressive in the current economic climate Barcelona, SA as a partner company in the administration of and will enable the members of the group to enjoy significant savings in Social Security matters for the period from 2009 to 2013. their energy costs in 2015 and ensure budgetary stability in the year. The areas examined included the reported balances and their supporting documentation, the employment costs of the affected Major works were also carried out to extend the capacity of the Can staff and associated expenses, the existence of protocols and Boixeres storage area, with the construction of a 100 m2 covered area procedures and a review of current accounting procedures and for the storage of large glass panes, such as bus windscreens, and the reporting tools. development of a 150 m2 exterior storage area. The area where the glass panes were previously stored has been repurposed with shelving At the end of the 2014 reporting period this audit was not to hold 150 palettes. complete and findings are expected to be issued in 2015.
——Accounting for VAT on a cash basis. Adapting IT systems to reflect this regulatory change: Law 14/2013, of 27 September introduced, with effect from 1 January 2014, a change to VAT rules allowing companies with turnover of less than 2 million euros to submit VAT returns on a cash accounting basis. This allows tax payers to delay declaring and settling the VAT due until the revenue is received from their customers. As the service provider does not declare the VAT 2014 Management TMB Administrtion and TMB administration 157 Summary Finance and finance
until the invoice is paid, the company receiving —— TB’s credit facilities: the service may not, therefore, make the Given the prolonged economic recession and the public authorities’ corresponding deduction until said payment is inability to collect revenues and provide subsidies, and also bearing in made. The Financial Service had to implement mind the financing contract signed on 6 November 2014, TB makes a range of actions both internally and in occasional use of credit facilities to meet cash shortfalls arising as a collaboration with the IT Department in order result of the ongoing management of the business. to comply with this change. New credit facilities were taken out with Ibercaja Banco (2 million euros) —— Master Plan for Technology: and Abanca (3 million euros) while the 4 million euro facility with Banco The Administration, Finance and Human Popular was cancelled. Resources Division defined the measures to be implemented under this TMB Plan to ——Claim for refund of the excise tax on retail sales of certain improve productivity between 2013 and 2018. hydrocarbons (the ‘healthcare cent’): In particular, the Department is studying the Following years of legal claims, all rejected by the Spanish tax implementation of a central power supply authorities and other public authorities, on 27 February 2014 the platform to streamline as far as possible the European Court of Justice ruled that the tax on retail sales of certain management of bills, processes and checks, hydrocarbons was in breach of Directive 92/12/EC of the European and to save energy. It will also help the Union on special taxes, suggesting that this ruling may apply organisation obtain ISO 50.001 certification retrospectively. and encourage environmental authorities to look favourably on TMB’s systems. This gives Transports de Barcelona a clear legal basis for reclaiming the amount paid. To that effect, on 27 November 2014, TB presented a written claim to the Regional Economic Administrative Court of Catalonia, with supporting documentation comprising copies of the invoices from its fuel suppliers, detailing the amount of excise tax paid during the period not excluded by the statute of limitations, i.e. from April 2005 to December 2012. 2014 Management TMB Administrtion and TMB administration 158 Summary Finance and finance
Subsequently, on 4 February 2015 the company presented to the The programme contracts were designed to support the requirements Council of Ministers a claim against the Spanish state for compensation of the new European regulation on public transport (Regulation for the damages caused to it as a result of the improper payment of 1370/2007, of October 23), which defined the obligations of public this tax, amounting to 10,458,755 euros over the period concerned. Of services and the subsidies that can be received from government this amount, 2,201,031 euros corresponded to the period from January authorities for the provision of public passenger transport services. 2002 to March 2005 (not claimed in the previous legal proceedings) and 8,257,724 euros corresponded to the period from April 2005 to They are, therefore, a management tool used to define and regulate December 2012. the commitments and obligations of all involved, ensuring appropriate oversight of the budgetary allocation of assets, staff, financial resources It should be noted that, from the date of the European Court of Justice and the contracting of internal and external services together with the ruling (27 February 2014), the Spanish tax authority (AEAT) has been monitoring of qualitative and quantitative supply- and demand-side giving Transports de Barcelona a quarterly tax credit of 0.048 euros indicators. The CON are remunerated according to the number of per litre of fuel supplied to buses, although TB did not previously apply passengers carried and services provided. This produces results which for this credit. can be assessed and full accounts which can be scrutinised.
—— Programme contracts between TMB/TB and business operations —— ATUC meeting: centres: The Service attended the second meeting of the economic and As part of the process of decentralising the management of TMB, in financial committees of ATUC (Association of Collective Urban July 2014 the management of the Business Operations Centres (CON), Transport Management Companies) where a range of issues was the management of the Bus Business and TMB’s Corporate Services discussed including regulatory changes, tax problems, indebtedness, signed a programme contract which was also signed on an individual diesel hedging, etc. basis between CON management and each CON. These programme contracts were formalised in 2006 and have been renewed annually —— Compliance with new EMIR law on hedging operations: since then. The new European Market Infrastructure Regulation (EMIR) is linked 2014 Management TMB Administrtion and TMB administration 159 Summary Finance and finance
to the European regulations on the infrastructure of financial markets —— Government of Catalonia audit of financial statements and records established in August 2012 but which did not come into force until for 2012: 12 February 2014. The main aim of these regulations is to make In 2014 the Government of Catalonia’s audit office carried out an markets, institutions and financial operations more transparent, in inspection of FMB's accounting policies, financing, contracting, particular hedging instruments involving interest rates, currencies, revenue streams, human resources, pensions and systems to confirm indices, shares, commodities, etc. In the first quarter of 2014 Ferrocarril that they comply with current legislation. Its findings will be announced Metropolità de Barcelona signed all the contracts required in respect of during 2015. this regulation with all the financial institutions with which it held open positions in derivatives. —— Signing of agreement with Ifercat on charges for metro Lines L9/ L10: —— Credit facilities: In November 2014, following the signing of the refinancing and write- Given the prolonged economic recession and the public authorities’ down operation, FMB signed an agreement with Ifercat to restructure inability to collect revenues and provide subsidies, and also bearing the outstanding debt. in mind the financing contract signed on 6 November 2014, the company continued to make occasional use of credit facilities to meet The Service also worked with the Metro Maintenance and Projects cash shortfalls arising as a result of the ongoing management of the Division on matters related to the maintenance plan for items not business. included in the L9/L10 concession, on section IV, which form part of the annual maintenance plan signed by both parties in 2009. New credit facilities were taken out with Banca March (5 million euros) and Abanca (5 million euros) while a 4 million euro facility with Banco —— Sale of shares in Catalunya Carsharing: Popular and a 10 million euro facility with Banco Santander were On 29 October 2014 Ferrocarril Metropolità de Barcelona, SA sold its cancelled and an 8 million euro facility with BBVA was renewed. 4,711 shares in the company Catalunya Carsharing, SA, representing 3.84% of said company's share capital. At 11 euros per share, the total consideration received was 51,821 euros. Our 11 people 2014 Management Our people 161 Summary
Personnel management - Bus
Planning, management and development of Bus staff 3) New drivers’ manual: a new manual for drivers was prepared including key information on all the company’s divisions and —— Training and development departments.
The Unit responsible for training and development focused on six 4) Driving licenses: the unit manages the renewal of operational areas: employees’ driving licences and the obtaining of licences by rolling stock staff. Six employees obtained licences in the year. 1) Training plan: working with the Training Department, the unit coordinated the drawing up of the training plan for 2015, placing 5) Individual training leave: 27 permits for training leave were issued special emphasis on training needs, monitoring measures taken, and in the year. As demand was far in excess of the refunds to which we obtaining the maximum rebates available via Social Security refunds. were entitled, we opted to use the additional subsidy credit to enable us to cover most of the requests received. The most important training activities in the year in terms of innovation or numbers included the Certificate of Professional Competence (CAP), 6) Performance assessment: a coordinated project was training on the new network, training for the Tramvia Blau and training implemented to develop and apply performance assessments for staff for CNG and hybrid vehicles, waste water treatment, etc. covered by the collective agreement, and training was provided in respect of the areas for improvement detected. 2) CAP continuous training: training to obtain the Certificate of Professional Competence (CAP), provided at TMB’s own Training —— Contracts Centre, is of particular importance, as it represents a third of all the hours of training provided to the company’s employees. In collaboration During the year a total of 180 employment contracts were signed. with the Training Department, the unit planned and organised the Following the trend seen in the previous year, the contracts were mainly courses taken in 2014 by some 744 employees, including drivers and of the following types: and other staff entitled to training. 2014 Management Our people Personnel management 162 Summary - Bus
a) Partial retirement: following regulatory changes, which put back —— Absence from work partial retirement rights to the age of 61 years and 2 months, a total of 39 employees took partial retirement. Work continued on protocols to reduce and monitor absenteeism among Bus network employees. Measures taken included the b) Relief staff: the contracts of temporary staff (employed on a casual following: basis or under works and service contracts) became permanent thanks —— Monitoring of individuals to ensure that temporary sick leave is to the partial retirement of employees reaching the age of 61 years and taken appropriately. two months. The Unit also managed and coordinated with operations —— The system for dealing with temporary incapacity was reinforced, centres the reallocation of the work of employees retiring in 2014 who a project undertaken jointly with the Workplace Health Unit. This took partial retirement between 2009 and 2013, undertaking 15% or system ensures doctors’ home visits to patients to assess the 25% of their original workload. reasons for them taking sick leave are organised as efficiently as possible. Business centre managers play an active part in this c) Disabled employees: Contracts to cater for the readmission of process. company staff where full permanent disability has been recognised, making it impossible for them to carry out their usual work. The Equality and work-life balance allocation of new jobs is made according to the vacancies available and the compatibility of the work with the disability recognised. Five The company’s Equality Plan, in place since 2007, was updated and contracts of this type were issued in the year. replaced in 2014. d) Temporary staff: he contracts of weekend staff were extended The new Plan is valid until 2018 and was approved by representatives until they can be converted into relief contracts when other staff take of management and the employees. partial retirement under the legal requirements established for 2015. It represents an important step forward in promoting gender equality e) New temporary staff: 55 new contracts were issued in 2014 to in TB. The document analyses issues such as access to jobs, cover weekends and public holidays. job classifications, promotion, training, contract terminations and sabbaticals, remuneration policy, the organisation of time and working conditions, work-life balance, preventing sexual harassment and the use of non-sexist language. 2014 Management Our people Personnel management 163 Summary - Bus
Labour Relations and Legal Department —— Legal advice:
—— Collective bargaining and works sub-committees: Activity concerning administrative and legal proceedings was as follows: Negotiations with the Works Committee took place throughout the year via various sub-committees (Equality, Permanent, Operations, 2014 TB Rolling Stock and Workshops, Administration, etc.). Individual cases 94 Industrial disputes 4 These included agreements reached with workers’ representatives on the Equality Committee regarding the monitoring, development and Works inspections 29 application of the 2012-2014 Collective Agreement. Strike calls 4 Strikes held 3 The main agreements reached with the Operations, Rolling Stock and Workshops, Administration, and Permanent committees were: Strikes (days held) 3
1. Approval of the working calendars applicable in 2014 to all —— Industrial disputes: employees represented by these committees. 2. Agreements on how Operations and Rolling Stock staff can choose The CGT (Confederació General del Treball) and PSA (Plataforma their general timetables. Sindical d’Autobusos) unions had lodged a legal complaint concerning 3. Agreements on holiday rotas. how the Christmas long-service bonus is calculated, stating that it did not comply with the collective agreements. Meetings were also held with workers’ representatives to inform them about progress on stage 3 of the new bus network. Workers’ In 2013 the Social Court ruled against the complaint, considering that representatives were also briefed on the 2014-2031 financial the calculation does meet the terms of the collective agreement with restructuring agreement between the ATM and TMB to ensure the respect to time in service. This ruling was confirmed in 2014 by the sustainability of the system. Catalan High Court. 2014 Management Our people Personnel management 164 Summary - Bus
The UGT union (Unió General de Treballadors) also opened a dispute —— Trade Union elections: on the interpretation of the terms of the Collective Agreement with respect to the dates when partial retirement remains in force in TB. In 2014 elections were held to renew the composition of the 29 Barcelona Social Court no. 4 issued a firm ruling establishing that members of TB’s Works Committee. It was a long process (from partial retirement in TB will remain in force until 31 December 2015. January until November) as it involved numerous appeals and arbitration proceedings. As a result of the ruling issued on 18 July by The UGT also opened a dispute on behalf of Rolling Stock workers with Social Court no. 21, the elections, which were originally held on 17 regard to obtaining the Certificate of Professional Competence (CAP), June 2014, had to be held again on 25 November 2014, as over 200 while the CGT opened industrial disputes on behalf of Rolling Stock workers had been improperly excluded. workers concerning training and the minimum rest period between shifts, and Applus’s safety representatives opened a dispute about The composition of the committee elected is as follows: safety at the Zona Franca Business Operations Centre. Works committee delegates —— Labour disputes: ACAT 1 ACTUB 3 In June, October and December some union sections of the Works Committee called strikes intended to pressurise management into CCOO 5 reinstating an employee who had been dismissed. Three strikes were CGT 4 called, with partial stoppages affecting three days. COS 2 With regard to disciplinary issues, the number of disciplinary SIT 6 proceedings instigated and explanatory reports issued increased in UGT 6 the year. USOC(*) 2 Total delegates 29
*USOC/PSA/CO coalition 2014 Management Our people 165 Summary
Personnel management - Metro
Personnel management and administration At 31 December 2014 a total of 248 metro network employees had applied for and been granted partial retirement and the corresponding The new staff contracted during the year were taken on to facilitate the reductions in their working hours arranged. partial retirement of employees aged 61 and over who have applied for this benefit, and to cover holiday leave for operational staff. As in the A duty service was also launched to attend to accident victims, which previous year, all these relief and holiday cover contracts were part- was extended in 2014 to cover accidents suffered by metro network time. During the year a total of 805 employment contracts were signed: users. —— 54 partial retirement contracts. —— 54 new relief contracts. The procedures for dealing with temporary disability (in compliance —— Three new relief contracts to replace relief staff who have left the with Royal Decree 625/2014, of 18 July) were revised in cooperation company. with Transports de Barcelona and Corporate Services, along with —— 261 temporary contracts to provide cover for customer service internal procedures on controlling and managing the collection agents during the summer holidays. of amounts owed by employees no longer in service. Finally, the —— 261 contracts for the retraining of summer customer service agents. Department developed an internal procedure for managing the grant in —— 172 contracts to provide holiday cover and boost customer service outlying areas. agent numbers over Christmas. Metro Labour Relations and Legal Department In addition to these contracts, a total of 1,524 contractual changes (engagements/terminations, conversions, etc.) and 55 terminations With regard to labour law issues affecting metro staff, the Department for other reasons (sabbaticals, full retirement, disability, death, and handled 58 claims from the Mediation, Arbitration and Conciliation resignations, etc.) were processed. Centre (CMAC), and received and handled 61 legal claims.
The Unit’s work also included managing the periods when the The Department’s legal advisers took part in 24 court cases in the percentage of work required under the partial retirement agreement year with rulings still pending for some 5% of these. Six of these cases was done by 238 partially retired metro employees. related to collective disputes. 2014 Management Our people Personnel management 166 Summary - Metro
The Works Inspectorate received 48 complaints in 2014, of which 34 Metro staff training and development have been resolved to date. It should be noted that the company was not penalised for any legal breach during the year. We worked with the Human Resources Service Centre and metro network management to identify and coordinate staff training needs, Sixty-five per cent of court rulings were in the company’s favour to train staff assigned to network management and to provide training while the remaining 35% resulted in the company being ordered to placements for work experience students. implement improvements. Five cooperation agreements were signed with academic centres in In the field of labour relations, in 2014 disciplinary proceedings for coordination with the Technical Secretariat for Human Resources to misconduct while at work were taken in 107 cases. In 93% of cases enable students to take part in work experience placements with the the employee accepted the penalty imposed, while 7% were subject to company. legal challenges. Training requirements for 2015 were identified for the various network Training sessions on labour law were also organised in 2014 for a total divisions, continuing to prioritise training linked to the needs of the job of 49 metro division supervisors. and improving workers’ skills.
Collective negotiations took place on a wide range of issues including A protocol was also drawn up defining the key stages of identifying, the housing loan interest rate, the recruitment service for summer relief designing and implementing training measures, including the roles staff, the points system for uniforms, the contracting of new technical involved and the actions to be carried out by each unit. Drafted jointly operational staff on automated lines (TOLA), etc. The following events by the employees responsible for training in the Operations and also took place in the year: Maintenance and Projects divisions, in the metro network and in TMB’s —— Elections for the Ferrocarril Metropolità de Barcelona pension plan Training Unit, this protocol will help improve the quality of training and committee, held on 13 May. interdepartmental coordination. —— Elections for the Works Committee on 3 December, in which 2,226 employees voted, 64.28% of those entitled to vote, 2.16% more than in the previous elections held in 2010. 2014 Management Our people 167 Summary
Personnel management - TB Corporate
1. Functional division personnel management Personnel management activities in corporate services mainly focused on internal promotion processes in the Chair's Office Management Efforts to contain staff numbers continued, and the actual number was Executive and the Corporate Administration, Finance and Human nine less than budgeted. Personnel management also worked together Resources Division. These included a technician specialising in with the representatives of 16 partially retired employees in functional industrial sensor and control technologies, a Technology Support divisions to ensure that that they completed the required number of Centre technician, a senior logistics and sales administrator, a treasury working hours in the year. accountant, three procurement coordinators and inspectorate support staff. Efforts were also made to relocate staff who have problems working at their current sites. The department’s international activities were also noteworthy, with the Recruitment Department taking part in the recruitment process for the 2. Personnel management services centre entire operations staff for Line 1 of the Panama Metro, which opened in April 2014. Working together with staff from the automated lines, a) Recruitment and promotion: the Department provided advisory services on the design of a new organisational model for the Santiago de Chile metro. The main work done in the area of external recruitment in 2014 involved the setting up of a Bus Driver Pool to ensure the organisation’s needs b) Implementation and management of staff development: over the coming months are covered. The recruitment stage was carried out in partnership with the Catalan Employment Service (SOC) A total of five internal workshops were held, taught by the Staff and Barcelona Activa. 730 people were tested, of whom 60 were Development Management Unit, aimed at a range of TMB employees. selected in the first round of recruitment. The recruitment process will The themes covered included communication skills, working as a continue in 2015. group, attending to visitors, time management, and leadership. Sixty- six participants (56 employees) took part in a total of 58 hours training Vacancies were also covered through public entrance tests and internal in 14 sessions. The attendees gave the sessions an overall satisfaction recruitment (Bus operations, rolling stock and Business Operations rating of 3.52 out of 4. Centre managers, night operations coordination manager, Bus Turístic drivers, etc.). 2014 Management Our people Personnel management 168 Summary - TB Corporate
The participants also received follow-up support to ensure that the knowledge acquired was transferred to their day-to-day work, with 110 mentoring sessions provided.
Leadership programme for new leaders:
1. A pilot programme was launched which was designed and taught by internal staff, comprising six classroom sessions plus individual coaching sessions for employees who have recently become team leaders. This successful training model will continue to be offered to other TMB employees in 2015.
2. Detection of skills training needs for the 2015 Training Plan: The Unit provided support and advice on identifying and prioritising training needs. 2014 Management Our people Personnel management 169 Summary - TB Corporate
c) Training: Notes:
The training plan implemented in 2014 was very similar to that of 1) Number of sessions held during the year. If a course is held 5 times it the previous year, but the number of hours of training provided is recorded as 5 courses. was considerably lower, as the training given to drivers of hybrid 2) Includes courses provided to Bus network employees plus corporate vehicles and on the new bus network represented a large proportion courses with at least one participant from the Bus network. of the total training hours in previous years and this was no longer 3) The number attending is the number of people receiving training, necessary in 2014, since most employees were already trained bearing in mind that a person who has, for example, attended three in these areas. Most of the training provided in the year was as courses will only be recorded once. part of the training plan, as can be seen in the table below, and 4) Includes attendees at courses provided to Bus network employees included both technical and cross-cutting training (the latter includes plus those attending corporate training courses. languages, office software, skills for managerial staff and staff not 5) The number participating is the number of people receiving training, covered by the collective agreement, etc.). bearing in mind that a person who has, for example, attended three courses will be recorded three times. TB 2012 2013 2014 6) Includes attendees at courses provided to Bus network employees Courses (1) 679 692 477(2) plus those attending corporate training courses. 7) Training hours are those of the trainer, calculated by the training Number attending (3) 3,384 3,325 1,949 (4) completed. (5) (6) Number participating 6,104 6,259 3,492 8) Attendance hours are the number of hours in the course multiplied Training hours (7) 13,729 12,225 5,334(10) by the number of people attending. Hours attended(8) 70,894 71,690 49,196 (9) 9) Includes hours attended at courses provided to Bus network employees plus attendance at corporate training courses. Ratios 10) Includes training hours provided to Bus network employees plus Number participating/course 8.99 9.04 7.32 training hours on corporate courses with at least one participant from TB. (11) Hours per employee 11.61 11.45 14.09 11) The number of hours attended divided by the number of % staff trained 85.79 85.57 50.62 participants. 2014 Management Our people Personnel management 170 Summary - TB Corporate
A key element of the technical training programme is ongoing training Cross-cutting training focused on the following areas: to obtain the Certificate of Professional Competence (CAP), which —— Training for Bus network Technical Division managers in leadership represented approximately half the total training programme in terms and team motivation skills. of hours and number of participants. The provision of training is —— Training on handling change for the Euro group in the Corporate subject to continuous improvement both with respect to management Administration, Finance and Human Resources Division. and the quality of the teaching. A total of 36 CAP courses were —— Training on data protection legislation (Organic Law on the Protection provided in 2014 with a total of 682 employees receiving training in of Personal Data). groups of no more than 20. Significant work was done in the year —— Training in the prevention of workplace risks, training in the use of to improve the knowledge of CAP trainers, providing them with the AED (automated external defibrillator) and refresher courses in CPR, additional training in the modules needed for them to qualify as refresher courses on extinguishing fires for members of emergency approved trainers. Work also began in the last quarter on updating teams, the coordination of business activities, etc. and improving the content of this continuous training programme in —— It training in e-learning format, in particular for employees affected by advance of the new 2015-2020 cycle when the CAP certificates will the migration from Office 2003 to Office 2010, and training in other IT come up for renewal for the first time. tools (Share Point 2010, Click & Decide, etc.). —— Language training for those staff who need it for their work or to Training was given to 49 candidate drivers who were subsequently participate in projects where a foreign language is used. employed by the organisation. The participants received a total of —— Finally, the trainers themselves received new training, with 4,361 hours of training including internal and external training and two workshops on course development and content, attended mainly by days of double shifts to shadow employees in training. trainers specialising in CAP and skills development techniques.
Work continued on implementing new hybrid and CNG technology As in previous years, efforts were made to optimise resources, in vehicles, and training was thus provided on the models adapted ensuring that investment in training is recovered through the Social by TB as part of the Retrofit project for Rolling Stock and Business Security credit given by the Tripartite Foundation for Employment Operations Centre operatives as well as technicians in the Bus Training (FTFE). The social security credit received in 2014 totalled Technical Division. 361,500 euros, 72% of the maximum allowed by the FTFE. 2014 Management Our people Personnel management 171 Summary - TB Corporate
d) Skills management, projects and innovation systems: The projects in which the Personnel management services centre was involved during the year include the new intranet project and The main change in the year in this area was a qualitative one. In the it sent representatives to take part in international benchmarking 2013 performance review a new feature was introduced to make the projects in Singapore and Mecca. form more flexible and adaptable to the requirements of the evaluator. The final overall score can now be adjusted upward or downward by e) Technical Office for Job Classification: up to 10% at the discretion of the evaluator. The process of training and updating the skills of all the members This change was introduced provisionally without modifying the form of the Job Assessment Committee (representatives of both workers and users were informed by means of a small guide sent out by and management) was undertaken so that the committee’s work of e-mail. All feedback received on the guide was positive (58%) or very ratifying pre-assessments carried out and assessing new requests positive (42%), and 12% of evaluators have made use of this option. with regard to jobs in the bus network units can continue smoothly and regularly. A study was carried out of employees whose skills were evaluated as deficient in the 2012 performance review and who were given The Office provided technical support and advice primarily to the bus transversal training during 2013 in these areas, in order to assess network and leisure transport businesses and the Chair’s Office. whether this training had had any impact by the 2013 performance Additionally it provided support for all the organisational changes review. In the 2013 performance review an improvement was reported introduced by TMB which affected TB, leading to a new bus network in the case of 77.3% of the evaluees in 2012 who had a skill assessed staff structure and for changes affecting early retirement, public as poor and were subsequently given related training, while only 5.5% entrance examinations, etc. were given a worse score. The Office also extended and consolidated the work begun with the A total of 300 performance review forms were completed for bus Workplace Risk Prevention Unit on building risk prevention tasks network employees in the 2013 review and 299 were prepared for into job descriptions, and established protocols for doing the same the 2014 review. A further 15 forms were completed for the functional with the Training Unit. This has helped raise employees’ awareness divisions in the 2013 review. of their individual responsibilities for preventing risks and proactively managing their own training. 2014 Management Our people Personnel management 172 Summary - TB Corporate
3. Remuneration, pensions and corporate to hold meetings and negotiations with different bodies including labour relations and legal department the Control Committee and other external bodies to enable us to reach agreements that would allow us to maintain the plans and their The work performed in the year included benefits to best effect. This meant no major changes were introduced monitoring legal withholdings and those by to the agreements reached in 2013. other bodies, with 254 withholdings carried out in 2014.
Operational coordination of the TB pension plan continued in 2014 via the Technical Office of the Transports de Barcelona, SA Occupational Pensions Plan, which was responsible for handling relations with the fund manager, actuaries and external advisers, and cooperation with other internal departments (Payroll and Finance).
The application of the Spanish National Budget for 2014 made it necessary for us 2014 Management Our people 173 Summary
Health, safety and welfare in the workplace
Policy on health and safety in the workplace
Work continued on the implementation of the health and safety plan, including the following actions: 2014 Job evaluations 36 Safety visits and inspections at work centres and premises 6 Ergonomic assessments 5 Psychosocial assessments 1 Reviews of emergency and self-protection plans 1 Partial emergency simulations 1 Reviews of work processes and instructions 1 Management of documents related Total companies coordinated in 2014 374 to contractor activity coordination Total active companies in system 1,472 (CAE) using the Achilles Control program: Incidents 359 Allocation of risk level based on order type 800
As part of the health monitoring programme, A total of 265 flu vaccinations were 1,939 medical examinations were conducted. administered as part of the vaccinations The Health and Safety Committee’s regular campaign, while 536 employees took part in work during the year included 12 ordinary the colon cancer prevention programme. meetings, 23 extraordinary meetings and 8 joint visits to work centres. 2014 Management Our people Health, safety 174 Summary and welfare in the workplace
Gender equality and non-discrimination policy: Social and healthcare assistance:
TB’s Equality Plan was updated in the year in agreement with The key figures for the year in this area are: employees’ representatives and registered with the Government of Catalonia. A number of the measures contained in the Plan were 2014 implemented during the year, including supervising the use of Number of participants in staff social care programme 413 language to avoid sexist forms in internal communications. Social welfare funds (FAS): Beneficiaries 57
Presentations on the Equality Policy were also given at the Healthcare Medical visits 1,936 benchmarking sessions organised by the Factor Humà Foundation programme for Diagnostic tests performed 164 work-related risks and Barcelona City Council’s Network on New Social Uses for Time. Consultations with medical specialists 682
Engagement, involvement and promoting health: Surgical interventions 21 Therapy sessions 2,239 Measures implemented in the year included: Management Medical visits 3,035 —— Training of 53 people in 14 work groups. programme for Diagnostic tests performed 19 —— Implementation of the 5S methodology (sort, straighten, shine, employees off standardise, and sustain) at: work with common Consultations with medical specialists 30 —— The offices and storage area at the Ponent Business Operations illnesses Surgical interventions - Centre. Therapy sessions 18 —— The auxiliary store and tools area in the Rolling Stock workshop at the Horta Business Operations Centre. —— The organisation of the 18th Engagement Systems Conference, A total of 50 employees took part in programmes to help them lose attended by 350 people weight, give up smoking or receive psychological care. —— Twenty-five and fifty-year-service award ceremonies for 46 employees. —— Awareness raising campaigns on smoking, obesity and encouraging physical activity. 2014 Management Our people 175 Summary
Personnel management - FMB corporate
Functional division personnel management The themes covered included team development skills, interpersonal relations within a team, time management and leadership. 178 Efforts to contain staff numbers continued, and the actual number was participants (141 employees) took part in a total of 80 hours training in nine less than budgeted. Personnel management also worked together 19 sessions. The attendees gave the sessions an overall satisfaction with the representatives of 41 partially retired employees in functional rating of 3.58 out of 4. divisions to ensure that that they completed the required number of working hours in the year. The participants also received follow-up support to ensure that the knowledge acquired was transferred to their day-to-day work, 128 Efforts were also made to find alternative work for employees with mentoring sessions were also provided. difficulties performing their current jobs, especially with regard to metro staff who had been assigned safety responsibilities. New skills workshops were designed, including: —— Training for technical operational staff on automated lines (TOLA): Personnel management services centre Training on interpersonal relations and improving teamwork were built into the training plans. Five internal sessions were organised with a total a) Recruitment and promotion of 50 hours training, attended by 114 TOLA staff. A second session is TMB organised a number of internal promotional processes during the planned in 2015 to provide training in further skills for these employees. year which were open to staff listed in the pool of summer customer —— Detection of skills training needs for the 2015 Training Plan: service agents. Some of these were able to become permanent metro The Unit provided support and advice on identifying and prioritising employees, in particular as rolling stock maintenance operatives or training needs. platform staff. b) Implementation and management of staff development: A total of four internal workshops were held, taught by the Staff Development Management Unit, aimed at a range of TMB employees. 2014 Management Our people Personnel management 176 Summary - FMB corporate
c/ Training bearing in mind that a person who has, for example, attended three courses will only be recorded once. The key training indicators for 2014 are shown in the table below: 4) Includes attendees at courses provided to Metro network employees plus those attending corporate training courses. FMB 2012 2013 2014 5) The number participating is the number of people receiving training, bearing in mind that a person who has, for example, attended three (1) (3) (2) Courses 1,906 2,287 3,024 courses will be recorded three times. Number attending (3) 3,285 3,714 3,447 (4) 6) Includes attendees at courses provided to Metro network employees Number participating (5) 10,747 13,465 11,207 (6) plus those attending corporate training courses. 7) Training hours are those of the trainer, calculated by the training Training hours (7) 24,192 19,465 19,741 (10) completed. (8) (9) Hours attended 90,652 76,335 67,8 0 0 8) Attendance hours are the number of hours in the course multiplied by the number of people attending. Ratios 9) Includes hours attended at courses provided to Metro network Number participating/courses 5.64 5.88 3.71 employees plus attendance at corporate training courses. Hours per employee (12) 8.44 5.67 6.05 10) Includes training hours provided to Metro network employees plus % staff trained 102.0 170.0 110.3 (11) training hours on corporate courses with at least one participant from the Metro network. 11) The standardised average workforce in 2014 was 3,123.7 Notes: employees and the number attending was 3,447. 1) Number of sessions held during the year. If a course is held 5 times it (12)The number of hours attended divided by the number of is recorded as 5 courses. participants. 2) Includes courses provided to Metro network employees plus corporate courses with at least one participant from the Metro network. Courses were programmed as far as possible according to the 3) The number attending is the number of people receiving training, availability of participants depending on service commitments. On-site training was increased, which allowed us greater flexibility with groups such as customer service agents and maintenance staff. 2014 Management Our people Personnel management 177 Summary - FMB corporate
The training required as a result of changes to Metro Circulation Rules —— Training in the prevention of workplace risks, training in the use of continued to ensure that all staff are up to date. the AED (automated external defibrillator) and refresher courses in CPR, refresher courses on extinguishing fires for members of emergency Retraining for all technical operational staff on automated lines (TOLA) teams, the coordination of business activities, etc. continued and was completed, with specific training on legislation —— IT training in e-learning format, in particular for employees affected affecting these operations. Specific training on preventing workplace by the migration from Office 2003 to Office 2010, and training in other risks for drivers and customer service agents also continued to be IT tools (Share Point 2010, Click & Decide, etc.) and graphic design given. tools. —— Language training for those staff who need it for their work or to Training courses on labour law for technical managers and operations participate in projects where a foreign language is used. and maintenance managers began in 2014 and will be rolled out —— Finally, the trainers themselves received new training, with to other staff in 2015, and work continued on revising the training workshops on course development and content, attended mainly by procedure for approved safety officers (PHS). All the documentation trainers specialising in railway safety and skills development techniques. and training needed for the implementation of the new railways register, planned for early 2015, was completed in 2014. At 3.29 out of 4, the overall satisfaction index reported by Metro employees attending training courses was once again good. Transversal training actions included:
—— Specific training in leadership, team cohesion and communication skills for managers in the Maintenance and Projects Division. —— Training on handling change for the Euro group in the Corporate Administration, Finance and Human Resources Division. —— Training on data protection legislation (Organic Law on the Protection of Personal Data) for Customer Service and Information staff. —— Training in the management of recycling points and public service announcements. 2014 Management Our people Personnel management 178 Summary - FMB corporate
—— Technical Office for Job Classification Operational coordination of the Metro pension plan continued in 2014 via the Technical Office of the Ferrocarril Metropolità de Barcelona The organisation charts and organisational structure of all the Metro Occupational Pensions Plan, which was responsible for handling relations business units was reviewed, identifying the location of each job and with the fund manager, actuaries and external advisers, and in conjunction the person occupying each post, adding to and complementing the with other internal departments (Payroll and Finance). existing information held in corporate information systems. The application of the Spanish National Budget for 2014 made it necessary This included participation in the work done by teams responsible for for us to hold meetings and negotiations with different bodies including projects such as DarWIN, railway safety, etc. the Control Committee and other external bodies to enable us to reach agreements that would allow us to maintain the plans and their benefits Remuneration, pensions and corporate labour relations and legal to best effect. This meant no major changes were introduced to the department agreements reached in 2013.
Some documentation on data security was updated to comply with the Elections were held to select the representatives of the participants and Organic Law on Personal Data Protection (LOPD). Meetings on the matter beneficiaries on the Control Committee and the new committee members were held with external advisers and internal departments and the signed took up their posts on 11 June 2014. documents submitted to the Catalan Data Protection Agency.
The work performed in the year included monitoring legal withholdings and those by other bodies, 194 withholdings were carried out in the year. 2014 Management Our people Personnel management 179 Summary - FMB corporate
Health, safety and welfare in the workplace As part of the health monitoring programme, 1,458 medical examinations were conducted. The Health and Safety Committee’s - Policy on health and safety in the workplace: regular work during the year included 11 ordinary meetings, 47 monitoring reports on ongoing issues and 8 visits to work centres. Work continued on the implementation of the health and safety plan, including the following actions: Altogether, 111 flu vaccinations were administered as part of the vaccinations campaign, while 98 employees took part in the colon 2014 cancer prevention programme. Job evaluations 69 Safety visits and inspections at work centres and stations 26 Updating Risk Assessment Reports at work centres and stations 28 Industrial hygiene assessments 9 Ergonomic assessments 14 Psychosocial assesments - Updates to emergency and self protection plans 4 Partial emergency simulations 5 Reviews of work processes and instructions 17 Contractor activity coordination meetings 58 Monitoring of works safety coordination contract 12 Notifications of the start of work on metro facilities 154 Management of Total companies coordinated in 2014 374 documents related Total active companies in system 1,472 to contractor activity coordination(CAE) Incidents 359 using the Achilles Allocation of risk level based on order type 800 Control program 2014 Management Our people Personnel management 180 Summary - FMB corporate
Social and healthcare assistance:
The key figures for the year in this area are: 2014 Number of participants in staff social care programme 442 Social welfare funds (FAS): Beneficiaries: 204 Healthcare Medical visits 1,344 programme for Diagnostic tests performanced 122 work-related risks Consultations with medical specialists 357 Surgical interventions 12 Therapy sessions 1,118 Management Medical visits 3,341 programme for Diagnostic tests performed 14 employees off work with common Consultations with medical specialists 25 illnesses Surgical interventions 1 Therapy sessions 17
A total of 61 employees took part in programmes to help them lose weight, give up smoking or receive psychological care. 2014 Management Our people Personnel management 181 Summary - FMB corporate
Gender equality and non-discrimination —— Implementation of the 5S methodology (sort, straighten, shine, policy: standardise, and sustain) at: ——The UME mechanical workshop at Santa Eulàlia. A number of the measures contained in ——The Mercat Nou (La Bordeta) sub-station and 23 other sub- the Metro Equality Plan were implemented stations across the network. during the year, including supervising the use —— The control area at the Sant Genís and Santa Eulàlia rolling stock of language to avoid sexist forms in internal workshops. communications. —— The organisation of the 18th Engagement Systems Conference, attended by 350 people. Presentations on the Equality Policy were —— Silver and gold long service award ceremonies for 24 employees. also given at the benchmarking sessions —— Awareness raising campaigns on smoking, obesity and encouraging organised by the Factor Humà Foundation physical activity. and Barcelona City Council’s Network on New Social Uses for Time. Finally, a communication campaign was designed and prepared to raise awareness about existing safety and healthcare programmes, Engagement, involvement and promoting programmes to promote health and engagement, in order to health: ensure that more employees take advantage of these benefits. The advertisement and leaflet will be published next year. Measures implemented in the year included: —— Training of 95 staff in 21 work groups. —— 41 work and review meetings attended by 228 employees. —— Training of 9 analysis and optimisation teams on the automated lines, attended by 45 employees. 2014 Management Our people 182 Summary
TMB workforce
At 31 December 2014 the total active TMB workforce (excluding Average standardised workforce in TMB the company which operates the Montjuïc cable car) was 7,757. By (excl. Montjuïc cable car) company, the figure for FMB was 3,634 and for TB 4,128. The numbers 7,400.00 include 495 partially retired employees whose jobs are linked to relief contracts. 7,300.00
Standardised average workforce (excluding Montjuïc cable car) 7,200.00 7,100.00
2014 2013 Chan. % 7,000.00 FMB 3,123.67 3,174.19 -50.52 -1.6% 6,900.00 TB 3,850.34 3,885.65 -35.31 -0.9% TMB 6,974.01 7,059.84 -85.83 -1.2% 6,800.00 6,974.01 7,151.34 7,370.09 7,337.10 7,162.65 7,059.84 6,700.00 TMB's standardised average annual workforce in 2014 (as measured 2009 2010 2011 2012 2013 2014 by hours per employee/year), excluding Telefèric de Montjuïc, was 6,974, a decrease of 85.8 compared with the previous year. FMB's standardised average workforce was 3,123.67, a decrease of 50.5 compared with the previous year. Most of the reduction occurred The chart shows the standardised average workforce in TMB in recent in the management of conventional lines, as a result of measures years, showing it has effectively decreased by 396.1 employees since to rationalise the services available, and, to a lesser extent, Metro 2010. Maintenance and Projects and Metro Network Support staff.
TB's standardised average workforce was 3,850.34, a year-on-year decrease of 35.3. Staff cuts mainly affected business operations centres as a result of reducing the service provided due to a lack of productive capacity. 2014 Management Our people TMB workforce 183 Summary
The average age of FMB staff at 31 December 2014 was 44.13 years, while that of TB employees was 46.99 years.
The reduction in staff numbers in recent years has been accompanied by a progressive ageing of the workforce of both companies.
Average age of workforce in TB Average age of workforce in FMB (years)
47.0 44.2
46.0 44.0 43.8 45.0 43.6 44.0 43.4 43.0 43.2 42.0 43.0 41.0 42.8 42.8 43.5 44.0 44.7 45.5 46.3 47.0 43.7 43.3 43.2 43.4 43.8 43.9 40.0 42.6 44.1 2008 2009 2010 2011 2012 2013 2014 2008 2009 2010 2011 2012 2013 2014 2014 Management Our people TMB workforce 184 Summary
TB staff at 31 December The chart shows that the workforce shrank in 2014 for the fourth consecutive year. This reduction accelerated in 2012 thanks to the The active workforce in TB at 31 December 2014 was 4,128 employees, resources rationalisation plan implemented in that year and the average 42 fewer than at the close of the previous year. This number includes 218 standardised workforce has reduced by 200 posts since 2010. partially retired employees whose jobs are linked to relief contracts. Average standardised workforce in TB However, the average annual standardised workforce (the average number of employees in terms of hours per employee and year), 4,100.00 decreased by 35.3 employees, the 2013 average of 3,885.65 employees 4,050.00 falling to 3,850.34 in 2014. Staff cuts mainly affected business operations centres as a result of reducing the service provided due to a lack of 4,000.00 productive capacity. 3,950.00
TB average standardised workforce at 31 December 3,900.00
3,850.00 2014 2013 Chg. % 3,800.00 Average standardised workforce (*) 3,850.34 3,885.65 -35.31 -0.91% 3,750.00 3,945.16 3,981.47 4,050.82 4,032.65 3,944.49 3,885.65 3,850.34 2008 2009 2010 2011 2012 2013 2014 (*) Average annual workforce by hours per employee/year 2014 Management Our people TMB workforce 185 Summary
The following chart shows the breakdown of the workforce by age at The average age of the active workforce at 31 December 2014 stood at 31 December 2014. The greatest number of employees, 46.1% of the 46.99 years, slightly higher than the figure for 2013 (46.32 years). total workforce of Transports de Barcelona, is concentrated in the 41 to 50 year age bracket. Average age of workforce in TB
TB staff structure (2014) 47.0
46.0 50.00 % 46.1 % 45.0 40.00 % 44.0 30.5 % 30.00 % 43.0 21.7 % 42.0 20.00 % 41.0
10.00 % 40.0 42.8 43.5 44.0 44.7 45.5 46.3 47.0 2014 1.8 % 2008 2009 2010 2011 2012 2013 0.00 % Under 31 From 31 to From 41 to Over The reduction in staff numbers in recent years has been accompanied years 40 years 50 years 50 years by a progressive ageing of the workforce. The average age of the workforce increased by 4.2 years in the period from 2008 to 2014. In 2008 44.9% of the workforce was under the age of 41, by 2014 this had fallen to just 23.5%, a drop of 21.4 percentage points in six years. 2014 Management Our people TMB workforce 186 Summary
FMB staff at 31 December The following chart shows that the workforce has been reducing since 2010. This reduction accelerated in 2012 thanks to the resources Ferrocarril Metropolità de Barcelona, SA had a total of 3,634 employees rationalisation plan launched that year and the average standardised at 31 December 2014. This number includes 277 partially retired workforce has been reduced by 195.6 posts in the last four years. employees whose jobs are linked to relief contracts. Average standardised workforce in FMB However, the average annual standardised workforce (the average number of employees in terms of hours per employee and year), was 3,350.00 3,123.67, which is 50.5 employees fewer than the previous year. Most of 3,300.00 the reduction occurred in the management of conventional lines, as a result of measures to rationalise the services available, and, to a lesser 3,250.00 extent, Metro Maintenance and Projects and Metro Network Support 3,200.00 staff. 3,150.00 Ferrocarril Metropolità de Barcelona, SA average standardised 3,100.00 workforce 2014 2013 Chg. % 3,050.00 Average standardised 3,000.00 3,169.87 3,319.27 3,304.45 3,218.16 3,174.19 3,123.67 workforce (*) 3,123.67 3,174.19 -50.52 -1.59% 2009 2010 2011 2012 2013 2014
(*) Average annual workforce by hours per employee/year 2014 Management Our people TMB workforce 187 Summary
This reduction in the workforce has mainly been possible thanks Metro staff age structure (2014) to improvements in productive and organisational processes and the implementation of new technologies, resulting in an overall 40.00% improvement in productivity. The chart above shows the average 36.63% number of employees per network kilometre fell from 35.68 in 2009 35.00% 33.32 % to 30.45 in 2014. 30.00% 25.00% Employees per km of metro network 22.48 % 20.00% 36.00 15.00% 35.00 10.00% 7.57 % 34.00 5.00% 33.00 0.00% 32.00 Under 31 From 31 to From 41 to Over 31.00 years 40 years 50 years 50 years 30.00 29.00 28.00 27.0 0 35.68 33.54 32.21 31.37 30.94 30.45 2009 2010 2011 2012 2013 2014 2014 Management Our people TMB workforce 188 Summary
The average age of the workforce was 44.13 years in 2014, a slight The reduction in staff numbers in recent years has been accompanied increase on the previous year when the figure was 43.92 years. by a progressive ageing of the company’s workforce. The average age The greatest number of employees, 36.6% of the total workforce, is of the workforce increased from 43.2 years to 44.1 years in the period concentrated in the 41 to 50 year age bracket. from 2010 to 2014. In 2010 53% of the workforce was under the age of 41, by 2014 this had fallen to just 41%, a drop of 12 percentage points Average age of workforce in FMB (years) in four years.
44.2 —— Staff 44.0 At 31 December 2014 the cable car had a staff of 23 (4 drivers and 19 43.8 auxiliary staff), providing service in different shifts. 43.6 43.4 The annual retraining programme included a workshop on communication and engagement for all employees. 43.2 43.0 42.8
42.6 43.7 43.3 43.2 43.4 43.8 43.9 44.1 2008 2009 2010 2011 2012 2013 2014 TMB 12 Foundation 2014 Management TMB Foundation 190 Summary
TMB Culture
The TMB Culture project programmed a range of activities across different disciplines, some organised by the TMB Foundation and most in partnership with associations and institutions in Barcelona and the metropolitan area. The activities are financed by sponsors. 2014 Management TMB Foundation TMB Culture 191 Summary
Date Activities Location 21 March to 3 April Maria Canals Competition Diagonal station L5 4 April Barcelona Symphony Orchesta 70th anniversay concert Diagonal station L5 9 April Störung Festival(electronic music) inaugural concert Universitat station L2 9 April Historical train journey La Pau-Sagrada Família L2 11 May Opera Day Recital by Liceu students Diagonal station L5 14 and 15 May VIII Musicians in the Metro auditions Universitat station L2 22 May to end of year Promotion of the anniversary of the Immigration Museum Verneda station L2 22 and 23 May Internacional Flamenco Festival: performances by various flamenco groups Universitat L2 i Diagonal stations 31 May to 1 June Classic bus rally Av. M. Cristina 2 June Visual and aural demonstration (organised by the Convent of Sant Agustí) Universitat station L2 6 June Sonar Festival (performance by grup Downliners Sekt) Universitat station L2 5 and 15 June Swab Stairs (decoration of stairs in various stations with works by Various stations students of Barcelona design schools) 20 and 22 June Exhibition of the refurbishment of Plaça Eivissa Lobby Horta station L5 3 July Grec Festival and El Terrat: version of the show "Congrés femení de supervivència) On board a Bus Turístic 17 July Renaissance Festival of Tortosa: tour of the notwork by a theatre group Various locations on metro network to publicise the festval 30 September TMB takes you to the arts (Gallery Guild of Barcelona): Press conference Universitat station L2 and artist painting a picture 2 October Connexions Festival (Musicians workshop) Universitat station L2 23 November Universal Children´s Day ("Get moving to protect their rights"): Music and Universitat station L2 dance performance 8 and 25 November Subtravelling Festival: TMB International Short Film Festival 3 December Pastorets al Metro Lobby Universitat station L2 19 December 2014 Objectiu BCN baixa al Metro: collective photography exhibition (organised by la Lobby Universitat station L2 to 3 February 2015 Virreina and network of Barcelona City Coucil civic centres) 20 diciembre 12th Musicians in the Metro Festival Lobby Universitat station L2 2014 Management TMB Foundation TMB Culture 192 Summary
The main aims of the programme are to raise TMB’s profile, bring cultural experiences to TMB’s users and create synergies with other entities and associations. Information about the activities can be obtained via the TMB website http://www.tmb.cat/ca/agenda-tmb, social networks, the MouTV channel, JoTMBé Club, GentTMB, Ràdio Metro, and press releases.
The Espai Mercè Sala took part again this year in Museum Night, organised by Barcelona City Council and the Institute of Culture. In 2014 Museum Night was held on 18 May to coincide with International Museum Day.
Six varied exhibitions were held in the Espai Mercè Sala in 2014:
Dates Exhibition title Description December 2013-February 2014 "Ticket please" Display of tickets and items related to ticketing 10 March-9 May "The faces of success" Exhibition by the Olympic Museum of Barcelona Foundation 15 May to 15 September "Emperor penguins by Exhibition as part of the 2014 DOCfield festival (Documentaty photography- Paul Nicken" World Press Photo- Visa image). Also shown in other stations 17 May Museum Night Exhibition "Emperor penguins by Paul Nicken" 19 September to 21 November "Peru: stories of child labour" Photography exhibition in protest against child labour (Global Humanitària) 17 December 2014 to a 6 March 2015 "Station 1924: 90 years of the Exhibition celebrating the 90th anniversary of the Metro metro anniversary concert" 2014 Management TMB Foundation 193 Summary
Joint projects
TMB works with partners to help publicise their campaigns via, in general, channels such as MouTV, handing out leaflets, Ràdio Metro, and TMB’s website and social network sites. During 2014 TMB took part in 114 joint projects using public transport to promote social and cultural values in the city and metropolitan area.
A number of cooperation agreements were signed in 2014, including agreements with: —— L’Auditori de Barcelona, on the celebration of the 70th Anniversary of the Barcelona Symphony Orchestra (OBC). —— Gran Teatre del Liceu to promote and advertise its programme. —— National Museum of Art of Catalonia (MNAC). —— Barcelona Olympic Foundation. —— History of Immigration in Catalonia Museum, on the celebration of its 10th anniversary. —— The Catalan Women’s Institute, to promote the 900 gender- based violence helpline. —— Barcelona Salut Association, for the installation of defibrillators on the Metro network. 2014 Management TMB Foundation 194 Summary
TMB Education
440 educational visits took place during the Educational activities to counter vandalism and anti-social behaviour year with a total of 9,850 visitors. in public spaces included the ‘I tu, com et mous?’ (How do you get about?) campaign showing the problems caused by such behaviour The key figures for the TMB Education project on public transport. The TMB is also a member of a platform to tackle are: these problems, together with holiday play schemes for children and —— 44 monitors posted at 18 of the company's the Office for Non-Discrimination (OND). operation points. —— 15 educational activities. New cooperation agreements included an agreement with the —— Agreements to support educational Pere Tarrés Foundation giving its summer play schemes access to activities with seven municipalities in the TMB’s educational activities in return for training for TMB Education Barcelona Metropolitan Area. monitors. The monitors attended the 7th Training day which focused —— Cooperation agreements with Barcelona on promoting educational activities for children. Finally, TMB is working Provincial Council, the Barcelona Education with the Barcelona Guardia Urbana on an educational cooperation Consortium, the Barcelona Municipal agreement which will subsequently be rolled out to other municipalities. Education Institution and the BCN Vocational Training Foundation.
In addition to supporting educational activities such as the Classic Bus Rally, Transport Safety Education Day, Metro’s 90th anniversary, etc.), TMB took part in the 15th Exporecerca event for young researchers at the Ramon Llull University’s La Salle campus, and participated in school and university research projects. 2014 Management TMB Foundation 195 Summary
Cooperation and Solidarity Master Plan
a) Encouraging volunteering Through this organisation, TMB has donated 26 buses to the Republic of Gambia as part of a project to help students in Banjul and its TMB currently has 610 registered volunteers including drivers, outskirts to travel to school. A new feature of this project is a two-part mechanics, TMB Education monitors, Metro guides, day volunteers programme to provide the technical training and information needed on and volunteers with the Catalan drivers’ charity Conductors Solidaris the donated buses, the first part given on site and the second at TMB’s de Catalunya. facilities (the Triangle Business Operations Centre). 26 buses were dispatched to the Gambia on 27 October 2014. b) Charitable services to provide transport for the disabled A microbus was also donated to the Estel de Llevant Association in Mallorca which provides care and advice to people with severe mental Forty-five special bus services were provided with the help of 19 illness, to help provide transport for its users. volunteer drivers, who gave 197 hours of their time to help 757 people. New workshops were held to develop the independence of disabled d) Publicity and support for charities metro users, during which 16 volunteer guides spent 48 hours working with 122 disabled users. During the year TMB donated advertising space and publicity support to 50 social organisations as part of the ‘TMB Recomana’ programme. TMB currently has five cooperation agreements with social institutions Under the ‘Solidari tu? Solidaris tots!!!’ programme, publicity was given in this area: the Guttmann Institute, ONCE, the Pere Mitjans to eight projects and initiatives proposed by TMB employees via the Foundation, the Sant Jordi Amputees Association and ASPAYM intranet and other internal communication channels. Catalunya, and also works on occasion with six other organisations. c) Donation of retired assets
Four meetings were held in the year by the AMB Metropolitan Council on International Cooperation for Development, of which TMB is a full member. 2014 Management TMB Foundation Cooperation and 196 Summary Solidarity Master Plan
e) Tria la teva causa (Choose your cause)
Each year TMB’s employees choose a charitable cause to support and in 2014 the cause chosen was rare diseases.
The company worked with the Catalan Rare Diseases Federation (FECAMM) and the Spanish Rare Diseases Federation (FEDER), together with a group of TMB employees who wished to be directly involved in the design and development of the programme of measures which formed TMB’s main charity campaign in 2014: ‘Mou-te per les malalties minoritàries’ (Get moving against rare diseases). The journalist Josep Cuní, the actress Aina Clotet, chef Carme Ruscadella, cyclist Dani Comas and Natxo Tarrés, singer with the band Gossos, all freely lent their images to the campaign.
A range of events were held in October, November and December, with special support from the Nexe Foundation and other partners. The October campaign was entitled ‘Research is key’, the focus of the November campaign was to ‘Make them visible’ while the December campaign centred on rare illnesses affecting children. 2014 Management TMB Foundation 197 Summary
Universal Accessibility Master Plan
The 10th Conference of the Eurocities Barrier-Free City for All work as the number of vehicles of this type is increasing, creating problems group was organised in Barcelona in late March, organised by the related to safety and sharing limited space with other members of the Municipal Institute for the Disabled (IMD). A number of organised tours public. gave public officials from around Europe an opportunity to observe Barcelona’s accessibility model, in particular for public transport. TMB Transports Metropolitans de Barcelona was selected as a finalist presented its management model and organised visits to the bus in the third Ability Awards, a prestigious prize given in recognition service, the Montjuïc cable car and the metro. of companies' commitment to improving the quality of life and opportunities of disabled people. An agreement was signed with the IMD to develop an action plan to improve the user information systems in buses and provide better audio communication systems for visually impaired passengers.
As a member of the jury, TMB reviews the ideas presented to the Barcelona accessibility group’s innovation and participation platform, created by the City Council to allow the public to make suggestions about ways to improve the city. TMB is also working on an information accessibility project in partnership with the ONCE Foundation and the Vodafone Foundation which will use mobile phone technology as a support tool for certain TMB services.
In advance of the new Accessibility Law and the regulations implementing it, in February TMB presented a document to the Ministry of Social Welfare and the Family to request specific measures for implementing new rules on access to public transport for electric scooters and similar vehicles. This requirement has been introduced 2014 Management TMB Foundation 198 Summary
Heritage
—— Fifth Barcelona to Caldes de Montbuï Classic Bus Rally —— Vehicle maintenance
The fifth Caldes de Montbuï Classic Bus Rally and accompanying The Foundation’s vehicles require constant maintenance and exhibition of historic vehicles took place in 2014. conservation work which is carried out at the Triangle Ferroviari Bus and Metro workshops. At the weekend of 31 May and 1 June the public was able to appreciate an important part of our historical heritage, looking back at In addition, in 2014 the historic train was given a new vinyl covering, a over a century of public transport in Barcelona and other metropolitan battery for the train was acquired and a coupler manufactured to tow it municipalities, and having fun learning about sustainable transport and in the event of a breakdown on single line tracks. innovation. —— Agreement on the management of the document and image Thirty-four vehicles from Catalonia and around Spain, as well as some archives foreign vehicles, took part in this year’s rally, organised once again by the TMB Foundation, the Sagalés company and the ARCA association. As detailed earlier in this report, an agreement was drawn up in the year under which TMB will hand over its documentary resources —— Rental of vehicles to the Barcelona Contemporary Municipal Archive and TMB is also considering the cession of its collection of original photographs to the The rental of historical vehicles to companies and private customers Barcelona Photographic Archive, in both cases to ensure the resources increased in the year. Several vehicles were leased for advertisements are appropriately stewarded, conserved and publicised and made including the Pegaso 7092, which appeared in the Tuenti advert, the available for consultation. Pegaso 7093 for the Lenor advert, and the Chausson, while buses leased for other activities included the Dodge for the Barcelona Culture —— 90th anniversary of the Barcelona metro Institute (ICUB) and the Three Kings parade. A programme of activities was organised to celebrate this event aimed at passengers and the public in general, employees, institutions, international operators and suppliers. 2014 Management TMB Foundation Heritage 199 Summary
—— Maintenance and restoration of murals and works of art in the metro.
TMB is assessing a joint project with Grup Patrimoni 2.0, a group of historians, architects, art restorers, etc. with a view to maintaining and restoring the works of art on the Metro network. The idea is that this group would organise guided visits and tours and use the funds raised to gradually maintain and restore the works. This project would not involve any cost to TMB or the TMB foundation.
—— Prizes and awards
The Association of the Catalan Museum of Science, Technology and Industrial Archaeology presented the Bonaplata Award to the TMB Foundation for its ongoing work with the Museum throughout the history of the metro, on the occasion of its 90th anniversary. Commitment 13 to innovation 2014 Management Commitment to innovation 201 Summary
Development of new business, research and development, and external consultancy
Development of new business, research and development, and Following a couple of years delay (due to political problems in external consultancy - TB Bangladesh), the bus rapid transit (BRT) project in Dhaka began in October 2014. Our team of experts provided advice on the a) Development of new business and external consultancy: specifications for the BRT's buses, stops and stations. On this project we worked in partnership with the ALG consultancy firm. In 2014 the New Business Development Division continued to provide assessment and consultancy services for public transport companies, The infrastructure group of the Bus Technical Division also worked in while seeking and acquiring operations in other cities away from partnership with a technical adviser on the construction of a coach Barcelona. station for gas-powered buses in Astana (Kazakhstan), in partnership with the TYPSA engineering company. Its main aims are as follows: —— to exploit TMB's know-how for commercial purposes; Finally, in the last quarter, a technical adviser worked with the —— to position it as an international benchmark operator; government of Panama on reorganising the bus operation (MetroBUS) —— to increase the qualifications of its technical staff in accordance with in Panama City. the technical progress made in the world of transport; —— to promote research and development projects (R+D), and Bids were presented for the following projects, which may be —— to develop new businesses. confirmed in 2015: —— Operation and maintenance of buses (and Metro) in Porto, through TMB has participated in various external projects, either alone or jointly TCC. with other engineering or consultancy companies, such as AYESA and —— Operation of a BRT in Mecca (Saudi Arabia), through TCC. AGL, or with other operators, such as Moventia and Vectalia. With Vectalia, TMB is continuing to run a successful urban transport TB also bid for the concession to operate a bus and tram network in network in the Perpignan area and is exploring other potential business Valenciennes (France), which in the end was not awarded. opportunities in France. With Moventia, through Transports Ciutat Comtal (TCC), TMB is exploring new markets such as Saudi Arabia and Portugal. 2014 Management Commitment to innovation Development of new 202 Summary business, research and development, and external consultancy
b) Research and development: Finally, a group of technicians and experts from 10 bus operators from around the world took part in a meeting of the group of leaders of the The projects in which TMB participates related to buses are detailed in IBBG held on 3 to 5 December in Barcelona to learn about the rollout the ‘Developments and improvements’ section of this report. of the new bus network and to share experiences and advances in the management of urban overground transport networks. c) International activity: In addition to TMB, the members of the IBBG, which is coordinated by The year 2014 saw intense activity in the international sphere, Imperial College London, are the overground transport companies of: involving visits by international delegations to Barcelona and the Paris, London, Brussels, Dublin, Lisbon, Istanbul, New York, Seattle, presence of TMB professionals in various international public transport Vancouver, Montreal, Sydney, Kuala Lumpur and Singapore. organisations.
TMB continued to play an active role in the European lobbying group, Major Metropolis Group. The members of this group are multimodal operating companies in major European cities who seek to boost the role of these companies in the economic development and well-being of the continent's cities.
TMB representatives also played an active role in the activities of the International Association of Public Transport (UITP), the Association of Urban Public Transport Operators (ATUC) and the International Bus Benchmarking Group (IBBG). 2014 Management Commitment to innovation Development of new 203 Summary business, research and development, and external consultancy
Development of new business, research and development, and During the year the Metro business also signed agreements or became external consultancy - FMB involved in the following projects: —— An integrated transport fare system for the city of Cuenca in a) Development of new business and external consultancy: Ecuador. —— An audit of the technical studies for the electric train in Ecuador. TMB has participated in various external projects, either alone or —— Lines 3 and 6 of the Santiago metro, Chile. jointly with other engineering or consultancy companies, such as ALG, —— Line 2 of the Panama Metro, as auditor of the construction and AYESA and AUDING-INTRAESA. implementation works. TMB is also a partner in ENSITRANS, together with SENER, Metro de Lisboa and the Portuguese engineering company Ferconsult. Bids were presented for the following projects, which may be confirmed in 2015: The following projects were completed in 2014: —— Bus and Metro operations and maintenance project, through —— Operations model for Line 1 of the Santiago de Chile Metro. Transports Ciutat Comtal (TCC). —— Implementation of corporate information systems (SAP) in the —— Project to develop an operating model for implementing TETRA in Panama Metro. the Santiago de Chile Metro. —— Ora Metro (Algeria): joint project with SENER to monitor the construction of Metro trains for the city. b) Research and development:
The Metro business also continued to work on the following projects: At the end of 2014 Ferrocarril Metropolità de Barcelona, SA was —— Panama Metro (L1). actively involved in the following projects: —— Oran tram service, Algeria —— Zaragoza tram service, Spain − ERRAC Project forming part of the seventh European Union Framework Programme, renewed under the new Horizon 2020 framework programme. This is a technological platform intended to promote European research in the field of national, regional, local, urban and suburban railways. ERRAC brings together representatives of the European Commission, member states and those involved with 2014 Management Commitment to innovation Development of new 204 Summary business, research and development, and external consultancy
R&D work on railways (operators, industry, researchers, etc.) and —— NGTC proposes to the European Union priority areas of R&D for framework The aim of the NGTC (Next Generation Train Control) project is to programmes, especially the forthcoming eighth programme. develop specifications for train control systems on urban lines and major railways, based on the European Train Control System (ETCS) This platform will be operative until 2020 and TMB is one of the two and Communications Based Train Control solutions (CBTC) in order Spanish bodies represented and one of the three organisations to maximise the synergies between the two systems. The intention representing urban rail transport in Europe. is to develop a platform based on interoperable and interchangeable standard interfaces covering the entire range of railway applications —— SEAM4US from urban lines to major railways. The aim of SEAM4US is the development of advanced technologies to provide optimum scalable control of metro stations with a view —— Foster Rail to saving at least 5% of power not used for traction. This saving is The aim of the Foster Rail project is to strengthen research and equivalent to the power consumption of 700 homes. The project will be innovation strategies in the railway sector and to promote the work of completed in the first quarter of 2015. the European Rail Research Advisory Council.
—— Seconomics —— LIFE-Improve The purpose of Seconomics is to synthesise our knowledge of The aim of this project is to implement methodologies and practices sociology, economics and safety to make it concrete, useful and that help reduce pollution in the underground environment. applicable for policy makers and for planners responsible for public safety. TMB also forms part of the advisory council for the following projects:
The project is geared to studies of industry and will identify safety risks —— Secur-Ed specific to transport (aerial, urban and underground) and its critical Via a delegated management system this project brings together large infrastructures. The project will be completed in the first quarter of operators and industry integrators concerned with safety in public 2015. transport in large and medium-sized towns, carrying out pilot tests of the solutions developed. 2014 Management Commitment to innovation Development of new 205 Summary business, research and development, and external consultancy
—— SuperHUB European mobility). The project provides support for a new transport services framework c) International activity: focusing on the use of integrated and eco-efficient multimodal transport information systems, based on an open platform, in order to The year 2014 saw intense activity in the international sphere, obtain real-time data on the various modes of transport available. involving visits by international delegations to Barcelona and the presence of TMB professionals in various international public transport TMB's role in this project is the development of interfaces to transfer organisations. The extension of L9/L10 led to greater activity in this TMB service data to the resulting platform. area. TMB's Director of Automated Lines chairs the International Association of Public Transport (UITP) observatory on automated metro ——NODES lines. The NODES project will develop a tool to help European cities design and operate new or upgraded interchanges, with the aim of improving TMB continued to play an active role in the European lobbying group, services and thus satisfaction among users and operators as well as Major Metropolis Group. The members of this group are multimodal other social and economic stakeholders. operating companies in major European cities who seek to boost the role of these companies in the economic development and well-being ——OSIRIS of the continent's cities. The aim of this project is to reduce the power consumption of Europe's railway systems by 10% between now and 2020. TMB representatives also played an active role in the activities of the International Association of Public Transport (UITP), the Association With regard to new R&D projects for 2015, TMB was a partner in the of Urban Public Transport Operators (ATUC), the Latin American following proposals presented for funding by the EU Horizon 2020 Association of Metros and Underground Systems (ALAMYS) and the framework programme: Nova metro benchmarking group. —— IT2RAIL (a seamless travel experience) —— EMIX (European Mobility Information eXchange) —— EASYMOVE (User-centric seamless transport service link for 2014 Management Commitment to innovation Development of new 206 Summary business, research and development, and external consultancy
TMB Technology video systems. The contract specifications for this solution were defined in 2014 following an assessment of the pilot project carried In 2014 the Technology Division headed the work on the second stage out in 2013. The project will be commissioned and partially executed of revising the Master Plan for Technology for 2015-2020. TMB was in 2015. Replacement of existing closed circuit TV equipment in 14 also involved in the T-Mobilitat project, ceding resources to the ATM to stations on L5. This includes: video recorders, cameras, switches, direct and coordinate the development of technology. codecs, structured wiring, etc., and the corresponding engineering costs. A. Corporate technology projects in 2014 —— Digitalisation of analogue signals: replacement of the current TDM telephone system (landline) in TMB offices and operational The following TMB technological and organisational projects are of facilities with a new IP (Internet Protocol) system. This included special interest: awarding telephone system contracts for Metro and Bus central offices, operations centres (Boixeres and the Zepi building) and ——Master Plan for Technology (PDT): stations to be switched over to IP telephone systems. The system ——Work continued on the projects identified in the Master Plan for has been operational since summer 2014. The new stage II contract Technology (PDT) corresponding to investments prior to 2014 as will cover operations at: Miramar, Telefèric, Universitat, Zona Franca well as projects included in the 2014 budget. The main measures 1, Ponent, Horta, Roquetes, Vilapicina and El Triangle. implemented under the plan were as follows: —— Continued connection of equipment and new remote control —— Validation and sale system. Adapting the electronic money systems at Bus premises. SCADA system. management system for EMV cards (Europay MasterCard VISA): the —— Implementation of the new Central Operation Aid System (OAS): 2014 budget included funds for completing the implementation of continued execution of projects planned in the route map. the technological solution that will enable all TMB sales machines to operate using the new EMV cards system. This project is expected —— Plan to replace obsolete critical systems: to be completed in the first quarter of 2015. Work continued on the analysis of critical systems which are identified —— IP video surveillance system Implementation of a system to as obsolete, including the PDH (plesiochronous digital hierarchy) consolidate video surveillance allowing integration of existing TMB and SDH (synchronous digital hierarchy) transmission network, the 2014 Management Commitment to innovation Development of new 207 Summary business, research and development, and external consultancy
telephony system used in stations, offices —— Phase 2: analysis of business technologies and strategic and operations centres, the radio-telephony framework. system, etc. The investment programme —— Phase 3: technological services, comprehensive route map and needed for 2013 to 2018 was presented as revised estimate of PDT costs for 2015-2020. part of this plan, together with a route map of the measures needed to renew these This has coincided with the signing of a new programme contract systems, whether provisionally or as part of for 2014-2017, and one of the main tasks in the first months of 2015 the PDT. will be to prepare a detailed route map with a financial assessment of the technological solutions in the PDT up to 2017 and tasks to be The renewal of part of the SDH equipment undertaken after the programme contract expires. (discontinued) to ensure the kernel of TMB’s networks operates correctly.
As part of the access network, structured copper wire cabling will be installed in stations for equipment that needs to be connected to the MPLS (IP) network.
—— Review of the 2015-2020 Master Plan for Technology: As a continuation of the strategy implemented in 2012, when all the business functions already covered had been listed, phases 2 and 3 of the route map were implemented in 2014, taking new technological needs into account. 2014 Management Commitment to innovation Development of new 208 Summary business, research and development, and external consultancy
—— Customer Services and Information (IAC): —— TMB App: a new mobile app replacing the old TMB Virtual tool. It has a new design with improved usability and can be personalised Begun in 2013, this new stage in TMB customer services and with a JoTMBé Club user ID. information is intended to meet the changing needs of the public ——‘Service status’ section on the website: a new section providing via new digital channels, with improvements to quality and internal information on events, alerts and changes affecting bus and metro management, applying a comprehensive approach to bus and metro services. This service can also be personalised with a JoTMBé Club services and using digital formats. user ID. —— Mobile website: TMB’s mobile portal was developed as a tool The following projects were implemented in the year: aimed at all TMB users with a focus on providing service information. It takes advantage of the location-finding features available on —— Development of the TMB website: in 2014 we continued the work mobile phones and map-based content. begun in the previous year on revising the website architecture and developing a new conceptual design focusing on usability and mobile —— Employees’ portal: this is part of the strategic programme to renew technologies: TMB’s intranet. Stage I, ‘Conceptual definition and governance model’, —— The conceptual design phase was completed in the first six was begun in late 2013 with the assistance of an external consultant. months of the year. This involved designing the wireframe templates TMB then established the following strategic aims for 2014, based for the new website and defining the functions of each page so it on the current state of the intranet, the study carried out at the end of can be viewed on different devices: computer, tablet and mobile 2013 and the budget available: phone. —— Work in the final quarter focused on the graphic design of the 1. To adapt the content tree in line with the company’s current templates and developing a style guide for the website. This design structure: a study was carried out of all the current content of phase was completed in January 2015. the intranet, updating it and removing obsolete content, and reorganising it in a new content tree, with a redesigned home page. —— New digital tools: TMB’s new digital tools were launched in April, providing additional service information: 2. To prepare a specific, carefully evaluated proposal for the services —— TMB Maps: a map-based web viewer allowing users to find and applications the future employee portal should contain. This information about bus and metro services (lines, timetables, stops, produced a total of 68 services and applications which, once etc.) and locate them on the map. evaluated and prioritised, resulted in a final list of 18 services. 2014 Management Commitment to innovation Development of new 209 Summary business, research and development, and external consultancy
—— T-Mobility project (contactless card in the Barcelona on all corporate and business areas of TMB, in the last quarter of the Metropolitan Area): year an internal organisation was set up to oversee the achievement of This project, promoted by ATM with the support of the Government of objectives and to ensure proper coordination with third parties. Catalonia, is intended to replace the obsolete magnetic ticket system —— In addition to the constitution and organisation of the internal team, with a contactless card system. TMB (specifically its Technology Division) transferred members of its own staff (up to three engineers) to the ATM, to lead and coordinate the Initially this was envisaged as a project for technological renovation but external development and implementation of the new T-Mobility project. the opportunity was taken to look into replacing the present integrated This arrangement is expected to continue until the project is completed. fare system by a new, modern and innovative system that encourages customer loyalty and contributes to the financial sustainability of the ——OciCommerce: transport system. Moreover, the Government decided to change the management model by introducing a public-private cooperation In the OciCommerce project a new information system was designed scheme to facilitate investment and share risk. At present the resulting and constructed for the management of leisure transport. Work T-Mobility project only affects the Barcelona Metropolitan Area but involved tasks ranging from the functional definition of processes and there is interest in extending it to other parts of Catalonia. modelling systems to the implementation of new software and the installation of a new server infrastructure. From the start of the project the TMB Technology Division worked extensively in two areas: At the same time a project for remodelling the cable car stations was —— Internally, it analysed all areas affected by the new technology, so carried out, with a new system of ticket management, a new access that TMB could adapt more successfully to situations arising control system and a new solution for the hardware and software used in the future. in point of sale terminals. —— It worked with ATM to support the T-Mobility project and provide technical assistance in defining its objectives. In October 2014 the T-Mobility project was officially awarded to the SocMobilitat company, a joint venture set up by La Caixa, Indra, Fujitsu and Marfina, to implement a new technological fare and management system involving all transport operators, with TMB as the lead operator in the Barcelona metropolitan area. Given the project’s complexity, scope and impact 2014 Management Commitment to innovation Development of new 210 Summary business, research and development, and external consultancy
− Anti-fraud plan: use this type of information: GeoPortal, SAE, customer information via In line with the work done in recent years, the following measures were mobile applications, the website and the provision of information to taken in the Bus division: third parties (open data). —— Improvements in the management of operational processes and inspection staff. —— Development of cooperative platforms: —— Stronger presence on the network to increase visibility and discourage fare evasion (intensive campaigns, the presence of The Sharepoint system has been consolidated as the TMB platform security guards and ticket validation assistance staff, etc.). with a new information technology service, to develop cooperation —— Analysis of technological improvements in inspection. in different divisions of the company. An increasing number of TMB sectors and services use this tool to increase their productivity and The management of cases of fraud was also streamlined to reduce share information and documentation. the number of cases that end up being filed without a payment or acceptance of allegations. Notifications printed and distributed using − GeoPortal: the SICER postal system. This year the use of the new GeoPortal system was consolidated in —— TMB API and Traffic database: different divisions of TMB, especially in Metro maintenance. A new The first version of the TMB application programming interface (API) module, the GeoEditor, has been added, allowing non-technical was introduced. It is designed to use API REST technology to make users to store information directly from a web interface. This lays the data available for applications for internal use (private API) and for foundations for local data maintenance to be carried out by staff who third-party applications (public API). The TMB API uses a system, also do not have a knowledge of complex tools. completed this year, that centralises service information, mainly data on metro and bus routes and schedules.
The Traffic database provides tools to improve the quality of data and is destined to be a key element in the development of systems that 2014 Management Commitment to innovation Development of new 211 Summary business, research and development, and external consultancy
—— Other projects: to pay with a credit card. On these vehicles a pilot test for free Wi-Fi —— Better handling of complaints and suggestions via the new Internet access was also conducted. classifications and requirements specified in the project for continuous improvement of procedures. —— Central Operation Aid System (OAS): —— Financial modules brought into line with the legal requirements The central OAS was developed to make it more dynamic with better for 2014 (SEPA legal changes, cash-basis accounting, etc.). street-level management and to facilitate operational processes, —— Accident indicators (occupational health and safety) available to provide better indicators of online activity, monitor communication the command structure. systems and improve the availability of information transmitted to the vehicle. B. Bus: A new process has been created for uploading data to the OAS (routes The following measures were adopted in the Bus business operations and schedules). This facilitates the management of changes to the area: service available and considerably reduces the likelihood of errors, as it incorporates automatic validation of data consistency. Improvements to bus service operations A project was also carried out to improve the reliability of the vehicle —— New bus network: location system, management of the main loop, the information This year the third phase of the new bus network was rolled out and available to the customer through the Internet, the on-board user now includes 13 lines and 19 interchange areas. A fourth phase of information system and information screens at bus stops. deployment is planned for 2015. —— Infomobility: Communication to customers about changes to service was improved. Digital access to information (website, apps, etc.) was also improved. This concept embraces a range of projects based on mobile On double-articulated vehicles the functions of the ticket issuing technologies designed to integrate current and future systems to machine (single ticket) were completed and now include an option improve operational management by rationalising work and resources. 2014 Management Commitment to innovation Development of new 212 Summary business, research and development, and external consultancy
This year a new inspection system was developed, which will conclude developing a new information system that will allow us to plan drivers’ with the testing of five PDA terminals. The new system will allow work and assign them to services. The analysis and design stage has payment with credit cards, the application of discounts for immediate been completed. According to the route map for the project, work on payment and real-time communication of sanctions to the central it will continue in 2015 and it will be fully operational in all Bus centres system. early in 2016. In the second half of 2015 it is expected that the service availability module will be launched. This will replace the current The new PDA terminals will have access to all current channels of schedule database application. communication necessary to ensure continuity in the T-mobility environment. Measures to improve information to customers
The Central Operation Aid-PDA application is also migrating to the In this area we worked on defining and implementing the technologies Android platform, which will make software development easier and needed for the information systems for customers. give greater freedom when choosing suppliers of mobile terminals. This project will end during the first half of 2015. Adjustments have been made to digital channels to incorporate the information relative to the new bus network (interchange hubs, —— Service planning information systems: expansion of the network) and improvements have been made to these channels: module to cancel expected arrival times at bus stops (iBus, This refers to all information systems designed to help integrate user information screens), editing of scheduled service alterations processes related to services available and those for managing the and user information system messaging, driver information system, resources needed to provide them (personnel and vehicles). Their customer video system and user information screens. purpose is to increase efficiency in management and the reliability and availability of data at corporate level, and bring the functions of Work has also begun on improving the system used to monitor the the different agents involved in the operation closer to the basic work quality of information on expected arrival times (iBus). environment.
During the year a functional model was designed and work began on 2014 Management Commitment to innovation Development of new 213 Summary business, research and development, and external consultancy
Measures to improve maintenance, Other measures and projects for improvement infrastructures and safety —— Zona Franca-Port (phase three): we continued work on the —— Information systems for maintenance extension of Wi-Fi services in the courtyard of the depot for the management: we are tackling the issue of transmission of data from the on-board information system and from improving the maintenance of the bus fleet. video surveillance. This year 6,000 m2 were added to the scheme. Update of technical locations (vehicle structure) —— ZeEUS: within the European project for the incorporation of fully in SAP. Improvement of the interface with electric vehicles the Technology Division is participating in the design SAP for the reclassification of alerts (incidents, and implementation of the information and management systems breakdowns). Improvement and application necessary for installing charging stations in depots, in the street at of a catalogue of causes of failure in order to points along the route and on board buses. facilitate the subsequent analysis of data and —— ISO-5001: together with the Technical Division and Quality and unify the criteria for determining the cause. Environmental Management we worked on the development and Monitoring and subsequent management of implementation of the equipment and management and information alerts. systems needed to monitor consumption by the fleet and facilities at —— Security and maintenance of plant: the the depot. management of preventive maintenance of infrastructures has been incorporated into the C. Metro: SAP system, facilitating planning, monitoring and access to data (for example, in audits). The following measures were adopted in the Metro business operations area: The coverage of the video surveillance system in the Zona Franca depot was extended. a) Corporate technology projects in 2014 Further work was done on including different video surveillance systems in the new The following FMB technological and organisational projects are of TMB video management system (video special interest: consolidation). 2014 Management Commitment to innovation Development of new 214 Summary business, research and development, and external consultancy
—— Master Plan for Technology (PDT): currently being resolved. This meant that we had to go back to the Work continued on the projects identified in the Master Plan for previous situation while we were looking for solutions. Technology (PDT) corresponding to investments prior to 2014 as —— Validation and sale system. Adapting the electronic money well as projects included in the 2014 budget. The main measures management system to EMV cards: the 2014 budget included funds implemented under the plan were as follows: for completing the implementation of the technological solution that will enable all TMB sales machines to operate using the new EMV —— Upgrade of equipment rooms: cards system. This project is expected to be completed in the first work was carried out on implementing the phase V upgrade (2013). quarter of 2015. Communications centres: Clot (L1 and L2), Fondo (L1), Baró de —— IP video surveillance system: implementation of a system to Viver, Torras i Bages, Catalunya (L1), Catalunya (L3), Passeig de consolidate video surveillance allowing integration of existing TMB Gràcia (L3), Vallcarca, La Pau (L2 and L4), Llacuna, Passeig de video systems. The contract specifications for this solution were Gràcia (L4) and Maragall (L4). We also prepared the specifications defined in 2014 following an assessment of the pilot project carried and the tender process for phase VI (to be implemented in 2015). out in 2013. The project will be commissioned and partially executed This will involve the partial transfer of the Drassanes and Tetuan in 2015. communications centres and the extension of the Rambla Just —— Replacement of existing closed circuit TV equipment in 14 Oliveras, Espanya (L3), Verdaguer (L4), Joanic and Alfons X centres. stations on L5. This includes: video recorders, cameras, switches, —— Improved power supplies and air conditioning at the La Sagrera codecs, structured wiring, etc., and the corresponding engineering data processing centre. Work has been in progress to adjudicate the costs. project, which will improve the air conditioning, the uninterruptible —— Digitalisation of analogue signals: replacement of the current power supply (UPS) systems and the power control panels. TDM telephone system (landline) in TMB offices and operational —— MPLS transmission network: in 2014 phase III (completion of L1) facilities with a new IP (Internet Protocol) system. This included was concluded. The contract for phase IV was awarded and work awarding telephone system contracts for Metro and Bus central began on installation in 14 stations on L5, operational facilities and offices, operations centres (Boixeres and the Zepi building) and part of the data processing centre. stations to be switched over to IP telephone systems. The system —— Radio-communication centre: the CeCoCo project for the has been operational since summer 2014. The new stage II contract concentration of radio signals from the central Metro site was will cover operations at: Miramar, Telefèric, Universitat, Zona Franca implemented. During the year we introduced the CeCoCo matrix 1, Ponent, Horta, Roquetes, Vilapicina and El Triangle. on lines 11 and 2, but there were unexpected problems, which are 2014 Management Commitment to innovation Development of new 215 Summary business, research and development, and external consultancy
—— Plan to replace obsolete critical systems: —— Anti-fraud plan:
In 2013, as a priority measure in the plan for obsolescence, the low- In line with the work done in recent years, the following measures were speed converters were approved and this year we contracted the taken in the Metro division: supply, installation and commissioning of units for the rest of Line 1 (from Catalunya to Fondo). Currently low-speed serial communications —— Ticket barriers: an assessment of the effectiveness of increasing are not in use and the hardware of the systems using them has or reducing the number of supervisory staff was carried out and the consequently become obsolescent earlier than anticipated. This viability of technological changes such as installing more two-way problem, raised at the last meeting of the General Committee on gates was analysed. Technological Strategy and Projects, is affecting TMB in two ways: —— Inspection: we monitored the results of intensive inspection in interchange corridors and at exits. —— Spare parts can no longer be obtained because the PDH —— In connection with inspection a new central management network (which provides this type of connectivity) has been application was developed and new PDA terminals were distributed. discontinued. These allow online payment of fines and the application of discounts —— All systems that used this type of communication (remote control for immediate payment. of stations, PA systems, radio telephones, telephony, etc.) have become obsolescent. b) Improvements to Metro service operations
The following measures were adopted in the Metro business operations area: —— Training for rail staff: the goal of this project is to provide a reliable, comprehensive system to facilitate the input and tracking of all information on training. The development introduced in 2012 was upgraded in 2014 to allow the training of Metro operatives to be monitored. In January 2015 the system will finally be launched. 2014 Management Commitment to innovation Development of new 216 Summary business, research and development, and external consultancy
—— Cooperative platforms: cooperation has been consolidated in all sections (management, staff on automated lines, etc.), as an area can be shared for storing unstructured information and for group work.
—— Service planning and allocation: the new PPS tool developed internally by TMB has played an important role in unifying practice in all Metro management units (conventional lines) so that daily service requirements can be planned, scheduled and assigned to staff. By the end of 2014 all conventional metro lines were working exclusively with this new tool. c) Improvements to maintenance
This year major steps were taken to improve and rationalise the maintenance of Metro plant and equipment (rolling stock and infrastructure) using SAP. Three measures are of special interest:
——Replacement of the CRM customer relationship manager in Metro. Its functions were transferred to PM-SAP and the old SAP software was decommissioned. ——Traceability was included in the management and maintenance of trains and stations to ensure that operational staff could not be supplanted. ——Improvements to preventive maintenance of Metro rolling stock. Significant events after the close 14 of the year 2014 Management Significant events after the 218 Summary colse of the year
After the close of the year there were no significant events that are not At the beginning of 2015 Barcelona City Council and TMB launched included in the budget and operational plans for 2015. a plan to improve the service available in the short term. The main arteries served by conventional lines in the ten districts of the city will On 1 January the new rates for 2015 came into effect, approved by be reinforced, as well as services in various metropolitan districts. This the Board of Directors of the Metropolitan Transport Authority (ATM) plan represents an increase of 7% in the capacity of the regular bus on 12 December and applicable to the regular services of Transports network. Metropolitans de Barcelona (TMB). Fares for 2015 have the following new features: The plan is to add resources (one or two vehicles per route), providing —— All integrated transport tickets were kept at the same price as in 115,000 hours of work for drivers, broken down as follows: 2014, except the T-10, which was reduced from 10.30 euros to 9.95 —— Weekdays: 33 vehicles. euros for one zone (3.4%), with the same reduction for other zones. —— Saturdays: 20 vehicles. —— The prices of the 3-month travel card for unemployed people and —— Sundays and holidays: 12 vehicles. the T70/90 for large and single-parent families, which are based on that of the T-10, were also reduced by 3.4%. Routes will be reinforced, depending on recent changes in demand. The following are among the routes expected to be affected: Line 7 The fare review that has been approved for 2015 represents a 2.4% (weekdays and Sundays), line 27 (weekdays and Saturdays), line 32 reduction in weighted average fares. These measures are possible (every day), line 34 (every day), line 37 (weekdays and Saturdays) and because the Government of Catalonia, Barcelona City Council and line 185 (weekdays). Barcelona Metropolitan Area increased their contributions to the integrated fare system in order to offset the reduction in revenue they Some of the improvements will be introduced on 9 February next year will cause, with respect to the amounts forecast in the four-year plans and the rest in early March, except on line 37, where the two extra covering 2014-2017 and the 2014-2017 funding agreement between buses were added in late November 2014, and on line 95 which has the ATM and the government bodies forming part of the consortium had an additional bus since 19 January 2015. under the framework plan for 2014-2031 approved by the ATM Board of Directors on 6 March 2014. After the close of the year there were no significant events that are not included in the budget and operational plans for 2015. 2014 Management Significant events after the 219 Summary colse of the year
As part of TMB’s international activity Significant events after the close of the year in January 2015 it was announced that Transports Ciutat Comtal (TCC), a company On 1 January 2015 new fares came into force for the Montjuïc cable car. owned by Moventia and TMB, will operate the In accordance with the planned schedule, the cable car was closed public transport system in the metropolitan to the public from 2 to 22 February 2015 for annual maintenance and area of Porto over the next ten years, adjustments to components. The time was used to introduce new according to a resolution passed by the entrance gates at Parc de Montjuïc, Mirador and Castell de Montjuïc Boards of Directors of Metro de Porto and and a new manual point of sale at the lower Parc de Montjuïc station. Sociedade de Transportes Colectivos do Porto (STCP), which report to the Portuguese With this system customers can now validate tickets by directly Government’s Secretary of State for Transport scanning the QR code that appears on the ticket with new contactless and Finance. Final approval will be given by validation equipment. the Government, on the basis of a report submitted to it.
The proposal presented by TCC won the tender for the concession of the Metro do Porto and STCP (Porto urban bus) transport systems, the deadline for admission of proposals having ended on 30 December 2014. The concession involves taking over the operation and maintenance of both bus and metro services in Porto for a period of ten years, on the conditions set out in the tender. Shareholdings in other 15 companies 2014 Management Shareholding in other 221 Summary companies
Shareholdings in other companies in the consolidated TMB group
The consolidated Transports Metropolitans de Barcelona group’s On 22 December 2011 a loan was formalised between Projectes de holdings in other companies at 31 December were as follows: Serveis i Mobilitat, SA as lender and TMB France as borrower. 105,000 euros was lent at the 3-month Euribor rate +3.25% for a maximum —— An 8,806.14 euro holding in Ensitrans, AEIE, representing 20% of of five years with a view to acquiring a minority shareholding in the the company's share capital. Perpignan metropolitan area transport corporation (Corporation —— A 120,202.44 euro holding in Barcelona Regional, Agència Française de Transports Perpignan Méditerranée). Metropolitana de Desenvolupament Urbanístic i d'Infraestructures SA, representing 7.84% of this company's share capital. The amount outstanding at 31 December 2014, including interest —— A 3,005.06 euro holding in La Fundació per a la Motivació dels pending payment, totalled 94,734.66 euros. Recursos Humans, representing 3.85% of its share capital. —— A 2,624,400 euro holding in Tramvia Metropolità, SA, representing Given the lack of importance of TMB France in the group's accounts, it 2.50% of its share capital. was not included in the TMB Group's consolidated accounts for 2014. —— A 513,000 euro holding in Tramvia Metropolità del Besòs, SA, representing 2.5% of its share capital. —— A 300,506.05 euro holding in Transports Ciutat Comtal, SA, representing 33.3% of its share capital. —— A 420.71 euro holding in Promociones Bus, SA, representing 0.37% of its share capital. —— At the end of 2014 TMB France, EURL unipersonal, formed part of the Projectes i Serveis de Mobilitat, SA group.
On 21 October 2012 the company TMB France was constituted, Projectes i Serveis de Mobilitat SA owning 100% of the shares. The company's share capital was 500 euros. Its registered address is in Perpignan and its purpose is the management, operation and organisation of a public transport service and other ways of conveying people and goods and related concessions. 2014 Management Shareholding in other 222 Summary companies
TB’s holdings in other companies TB
Transports de Barcelona, SA had the following interests in other companies at 31 December:
—— A 4,403.07 euro holding in Ensitrans, AEIE, 10% of the company's share capital. —— A 60,101.22 euro holding in Barcelona Regional, Agència Metropolitana de Desenvolupament Urbanístic i d’Infrastructures SA, representing 3.92% of its share capital. —— A 1,550.00 euro holding in Transports Metropolitans de Barcelona, SL, representing 50% of its share capital. —— A 5,001,550.00 euro holding in Projectes i Serveis de Mobilitat, SA, 50% of its share capital. 2014 Management Shareholding in other 223 Summary companies
FMB’s holdings in other companies
Ferrocarril Metropolità de Barcelona, SA had the following holdings in other companies at 31 December:
—— A 4,403.07 euro holding in Ensitrans, AEIE, representing 10% of its share capital.
—— A 60,101.22 euro holding in Barcelona Regional Agència Metropolitana de Desenvolupament Urbanístic i d'Infraestructures SA, representing 3.92% of its share capital.
—— A 1,550 euro holding in Transports Metropolitans de Barcelona, SL, representing 50% of its share capital.
—— A 5,001,550.00 euro holding in Projectes i Serveis de Mobilitat, SA, 50% of its share capital. 2014 Management Shareholding in other 224 Summary companies
Projectes i Serveis de Mobilitat, SA Group holdings in other companies
- At the end of 2014 TMB France, EURL unipersonal, formed part of Thinking Forward XXI, SL, was incorporated on 15 December 2009 the Projectes i Serveis de Mobilitat, SA group. with share capital of 60,120 euros. A capital increase of 9,951 euros plus a share premium of 190,049 euros was agreed on 23 December On 21 October 2012 the company TMB France was constituted, 2014, resulting in a total capital increase to be completed in 2015 of Projectes i Serveis de Mobilitat SA owning 100% of the shares. The 200,000 euros. company's share capital was 500 euros. Its registered address is in Perpignan and its purpose is the management, operation and Projectes i Serveis de Mobilitat acquired a 7.1% shareholding in this organisation of a public transport service and other ways of conveying capital increase. people and goods and related concessions. The company does not hold any treasury shares. No transactions with On 22 December 2011 a loan was formalised between Projectes de own shares were carried out during the year. Serveis i Mobilitat, SA as lender and TMB France as borrower. 105,000 euros was lent at the 3-month Euribor rate +3.25% for a maximum Payment terms to suppliers: the average payment period to suppliers in of five years with a view to acquiring a minority shareholding in the 2014 was 80 days. Efforts will be made to gradually reduce the average Perpignan metropolitan area transport corporation (Corporation payment period as old contracts are renewed and new contracts Française de Transports Perpignan Méditerranée). issued, establishing 60 days as the contractual payment period.
The amount outstanding at 31 December 2014, including interest pending payment, totalled 94,734.66 euros.
Given the lack of importance of TMB France in the group's accounts, it was not included in the TMB Group's consolidated accounts for 2014. Financial 16 measures 2014 Management Financial measures 226 Summary
Investment in TB
Investment in 2014 totalled 2.68 million euros, corresponding to the By volume, the most significant investment was in the following areas: following items: 1.05 million euros in intangible assets, 2.2 million euros in property, plant and equipment and 0.48 million in changes to —— Computer applications: investments in systems used for service the value of PP&E under construction. This figure is significantly lower planning and provision and the implementation of TMB Digital on the than the 14.2 million euros invested in 2013. bus network. —— Investments in buildings and other constructions mainly correspond Items Thousands to works to resurface the Zona Franca-Port parking area. of euros —— Investments in machinery, equipment and tools mainly correspond Intangible assets: 1,047.9 to the SIRAC environmental programme identification system at the Leasehold assignment rights 0.0 Ponent and Horta Business Operations Centres and improvements to facilities at the Triangle bus depot. Computer software 1,0 47.9 —— Investments in vehicles correspond principally to SCRT filters. Property, plan and equipment: 1,151.1 Buildings and constructions 338.0 The balance of 478,300 euros reported under change in PP&E in progress corresponds basically to investments in the electric vehicle Machinery, equipment and tools 456.5 charging area at the Triangle centre, in the installation of Wi-Fi on the Forniture and fittings 94.2 bus fleet and in power cogeneration at the Triangle. IT equipment 10 0.1 Vehicles 97.5 Spare parts 64.8 Subtotal 2,199.0 Change in PP&E in progress 478.3 Total 2,677.3 2014 Management Financial measures Investments in TB 227 Summary
Investments in TB
45,000.00 40,000.00 35,000.00 30,000.00 25,000.00 20,000.00 15,000.00 10,000.00
5,000.00 2,677.3
0.0 26,217.8 35,588.1 39,595.7 26,788.7 21,426.2 14,223.5 2008 2009 2010 2011 2012 2013 2014
The chart shows investments from 2008-2014 by Transports de Barcelona, showing a clear decline from 2010 to their lowest level in 2014. This drop is due to measures designed to reduce the companies’ financing needs, obliging them to prioritise investments and optimise available resources while still meeting their service quality commitments. 2014 Management Financial measures 228 Summary
TB Income statement
The items reported in TB’s income statement for 2014 and the —— Operating expenses comparative figures for 2013 are as follows: Operating expenses before depreciation and amortisation dropped —— Operating income by 1.47 million euros compared to the previous year, thanks mainly to lower fuel costs (-8.3%), spending on external services (-2.0%) Total revenues for 2014, excluding service subsidies, increased by 3.19 and changes in provisions. Fuel cost savings were mainly on diesel, million euros (2.4%). This increase is mainly thanks to strong sales on and to a lesser extent, natural gas for buses. This was due to lower the regular bus network, with revenues up by 3.3 million euros (2.5%) consumption of diesel, as the total kilometres covered in the year by on the previous year. This increase is a result of both higher passenger the fleet fell, while there was also a slight reduction in consumption per numbers and annual fare increases. 100 kilometres, and average fuel prices in the year were lower.
Commissions, discounts and volume discounts fell by 134,000 euros Under the external services heading, the greatest reductions in costs (1.4%) while additional revenues increased by 123,000 euros (2.1%). were in the areas of publicity and communication, technical support The strongest growth under this last heading came from advertising and studies, and utilities. charges, external advisory services and special bus services. Other costs, including staff and supplies, increased slightly (0.9% and Special subsidies fell by 2.5%, mainly due to lower subsidies received 0.8%, respectively). Taxes other than income tax increased by 12.4%, for projects in which TB participated. mainly due to the increase in property rates and the payment of a tax on fluoridated gases in 2014. Finally, revenues from pensions, which have no net effect on the income statement, were down by 239 million euros. —— Other expenses
Net amortisation and depreciation (after capital grants taken to income in the year) fell by 2.55 million euros (9.7%) in the year. This was mainly due to lower depreciation charges on vehicles, machinery, equipment 2014 Management Financial measures TB Income statement 229 Summary
and tools and on buildings and other constructions. Capital grants, TB Operating expenses however, fell by 0.58 million euros, mainly due to lower subsidies under the agreement with Gas Natural to reduce emissions through the Operating expenses at historic prices acquisition of buses that run on CNG. Operating expenses at 2014 prices
Finance expenses, meanwhile, increased by 0.76 million euros in the 310,000 296,995 year. 290,758 300,000 280,725 Finally, as revenues were up on the one hand, and expenses down 290,000 266,388 on the other, the service subsidies received to balance revenues and 280,000 267,664 270,000 284,564 252,786 expenses fell by 6.45 million euros (3.9%) in 2014. 275,588 260,000 267,664 268,306 269,079 The following chart shows operating expenses over recent years at 250,000 251,009 historic cost and at 2014 prices. These expenses include supplies, fuel, 240,000 staff costs, external services, pensions, taxes other than income tax 230,000 and changes in provisions. They do not include losses on the sale of 220,000 assets. 2009 2010 2011 2012 2013 2014
Operating expenses fell in real, inflation-adjusted terms, thanks to major cost containment efforts. Operating expenses in 2014 totalled 267.7 million euros, lower than in 2009, 2010 and 2011 in real terms.
The sharp drop in 2012 was mainly due to a one-off fall in staff costs following the application of Royal Decree Law 20/2012 and salary deductions effected due to the strikes held in that year. 2014 Management Financial measures TB Income statement 230 Summary
Income statement (in thousands of euros) (1) (2) Change 2014 2013 (1) - (2) (%) A) CONTINUING Revenue Sales 135,116 131,777 3,340 2.5 OPERATIONS: Fees and discounts -9,583 -9,718 134 -1.4 Additional income 5,978 5,855 123 2.1 Pension plan revenues 458 697 -239 -34.3 Specials subsidies 6,433 6,599 -166 -2.5 Service subsidies 157,9 9 3 164,442 -6,449 -3.9 Total revenues 296,395 299,652 -3,258 -1.1 Operating Supplies 9,271 9,196 74 0.8 expenses Electricity/fuel 23,553 25,678 -2,125 -8.3 Personnel 201,397 199,575 1,823 0.9 Contribution to the supplementary pensions system 458 697 -239 -34.3 Supplement to contingency retirement pensions system 0 0 0 Supplement to contingency risk pensions system 458 697 -239 -34.3 External services 33,598 34,285 -686 -2.0 Taxes other than income tax 496 441 55 12.4 Changes in provisions -1,109 -793 -316 Gain/loss on sale of fixed assets 11 40 -51 Total expenses before amortisation&depreciation 267,653 269,119 -1,466 -0.5 Amortisation and depreciation 29,882 33,013 -3,131 -9.5 Capital grants taken to income -6,261 -6,842 581 -8.5 Net amortisation and depreciation 23,621 26,171 -2,550 -9.7 Total operating expenses 291,274 295,290 -4,016 -1.4 Financial expenses Financial expenses due to write-off of the programme contract 0 0 0 Financial expenses Structural finance expenses (incl. leasing) 5,120 4,362 758 17.4 Total financial expenses 5,120 4,362 758 17.4 Profit before tax 0 0 0 Corporate income tax 0 0 0 - Profit for the year from continuing operation (after corporate income tax) 0 0 0 B) DISCONTINUED Profit for the year from discontinued operations (after corporate income tax) 0 0 0 OPERATIONS: PROFIT FOR THE YEAR 0 0 0 2014 Management Financial measures TB Income statement 231 Summary
Statement of financial position of TB at 31 December (thousands of euros)
Transports de Barcelona, SA 2014 2013 Change ASSETS Non-current assets 271,528 344,662 -73,134 Intangible assets 9,117 9,340 -223 Property, plan and equipment 216,898 243,886 -26,988 Non-current investments in group and associated companies 5,304 5,304 0 Non-current financial investments 40,210 86,132 -45,922 Current Assets 48,301 101,289 -52,988 Inventory 4,161 4,395 -234 Trade debtors and other receivables 41,907 94,608 -52,701 Current financial investments 10 24 14 Treasury shares Current prepayments and accrued income 95 92 3 Cash and cash equivalents 2,129 2,170 41 The company does not hold any TOTAL ASSETS 319,829 445,951 -126,122 treasury shares. No transactions EQUITY AND Equily 153,579 158,640 -5,061 with own shares were carried out LIABILITIES Capital and reserves 127,984 127,984 0 during the year. Authorised capital 8,415 8,415 0 Payment terms to suppliers Reserves 119,569 119,569 0 Profit for the year 0 0 0 The average payment period to Remeasurements -255 -946 691 suppliers was 56 days in 2014. This Subsidies, donations and legacies received 25,851 31,602 -5,751 is partly because ATM now pays the Non-Current liabilities 100,209 112,568 -12,359 service subsidy after 60 days rather than 30 days. Although the current Non-current borrowings 100,209 112,568 -12,359 payment period is reasonable, as Current habilities 66,042 174,743 -108,701 far as possible we will continue Current provisions 1,038 616 422 to reduce this average payment Current borrowings 27,5 4 4 57,6 6 3 -30,119 period (especially if ATM reduces Current payables to group and associated undertakings 0 77,9 4 0 -77,9 4 0 its payment period for the service Trade creditors and other payables 30,923 31,849 -926 subsidy to 30 days). Some gradual improvement is also possible if Current prepayaments and accrued income 6,537 6,675 -138 agreements are reached with some TOTAL EQUITY AND LIABILITIES 319,829 445,951 -126,122 suppliers. 2014 Management Financial measures 232 Summary
Investment in FMB
Investment in 2014 totalled 16.79 million euros, corresponding to the The most significant material investments were the following: following items: 0.82 million euros for intangible assets (computer applications), 9.33 million euros for property, plant and equipment, and —— Investments in intangible assets: 6.64 million euros for PP&E in progress. ——Investments in IT applications include spending on the TMB Digital project. Items Thousands —— Investments in PP&E: of euros —— Investments under the buildings and other constructions heading Intangible assets: 815.7 include works to refurbish the La Sagrera workshop and strengthen Studies and projects 0.0 the façade of the Sant Genís building. —— The main investments in fixed installations included anti-vibration Computer softwares 815.7 fittings, a crossover at Hospital de Bellvitge, control equipment for Property, plant and equipment: 9,331.3 point motors and escalators at Poble Sec and Sants stations. Land and natural assets 0.0 —— Investments in machinery, equipment and tools include Buildings and constructions 258.8 equipment for the communications centre at Clot (L1), platform lifts at el Triangle Ferroviari and surge arresters between the walkways Fixed installations 4,9 47.8 and rails on lines 2 and 4. Machinery, equipment and tools 1,880.3 —— Work on substations included the connection between the Feixa Sub-stations 188.3 Llarga and Bellvitge stations. Furniture and fittings 71.6 —— Investments in vehicles correspond mainly to derailment detectors on the 9000 series trains. IT equipment 521.3 —— Most of the expenditure under the spare parts heading was on Vehicles 424.4 parts for trains. Spare parts 1,038.8 Property investments: 0.0 Investment in land and other natural assets 0.0 Subtotal 10,147.0 Change in PP&E in progress 6,640.4 Total 16,787.4 2014 Management Financial measures Investment in FMB 233 Summary
The change in PP&E in progress is accounted for mainly by movements The chart shows that investments in the Metro business declined in the balances corresponding to investments in communications significantly after 2010. This drop was due to measures designed to centres, installing EMV systems in ticket machines, escalator safety, the reduce the company’s financing needs, obliging them to prioritise refurbishment of series 2000 trains and anti-vibration points. investments and optimise available resources. However, in 2014 investments were up 5.0 million euros compared to the previous year. Investments in FMB
70,000.00
60,000.00
50,000.00
40,000.00
30,000.00
20,000.00 16,787.4
10,000.00 11,751.4
0.00 46,607.8 59,619.2 62,640.2 47,077.9 23,371.9 2008 2009 2010 2011 2012 2013 2014 2014 Management Financial measures 234 Summary
FMB Income statement
The items reported in FMB’s income statement for 2014 and the Spending on supplies increased by 1.14 million (16.8%), mainly due comparative figures for 2013 are as follows: to increased spending on consumables and travel tickets due to the standardisation of stocks of thermal rolls. Despite lower consumption, − Revenues: energy costs increased by 0.5 million euros (1.7%) due to the increase in the average price per kWh. Total revenues for the year, excluding service subsidies, increased by 11.3 million euros (4.4%). This was principally due to increased ticket External service expenses also increased, by 4.75 million euros (2.6%). sales. Ticket revenues increased by 11.6 million euros (4.8%) thanks to However, if train leases and charges for L9/L10 are stripped out, greater passenger numbers and a higher average fare per passenger external service expenses were in line with the 55 million euros spent following fare increases at the beginning of the year. However, in the previous year. The greatest increases occurred in building repair commissions, discounts and volume discounts on the sale of tickets and conservation costs, machinery and equipment and vehicles, while increased by 16.9%. the most significant decreases were in civil liability insurance and IT works. Additional revenues were in line with the previous year, up by just 1.1%. The strongest growth was in revenues from advertising and Finally, changes in provisions increased by 3.35 million euros while international external consultancy services. pension expenses, which, as previously mentioned, are not taken to the income statement, fell by 64 million euros. Special subsidies fell slightly, by 1.4%, as a result of reduced project subsidies, while revenues from pensions, which are offset against —— Other expenses: pensions expenses in the income statement, fell by 0.64 million euros. Net amortisation and depreciation (excluding capital grants taken —— Operating expenses: to income) fell by 0.72 million euros (2.1%) due to lower depreciation charges on machinery, tools and equipment, vehicles and spare parts. Operating expenses as a whole (stripping out the extraordinary gain on Capital grants taken to income in the year were also down. the sale of the Mercat Nou property in 2013) increased by 7.7 million euros (2.0%) in the year. 2014 Management Financial measures FMB Income statement 235 Summary
Financial expenses increased by 3.37 million euros, corresponding to FMB Operating expenses (excluding train leases and charges higher interest payments on the debt which the ATM required TMB to for L9/L10) assume relating to the years 2009-2014. (Thousands of euros)
Service subsidies, required to balance revenues and expenses in the Operating expenses at historic prices year, totalled 175.9 million euros, a fall of 0.5%. This amount includes Operating expenses (euros at 2014 prices) 130.6 million euros in subsidies to cover train leases and charges for L9/L10, an increase of 4.76 million euros. Specific service subsidies, however, fell by 5.67 million euros, as the company’s revenues increased 305,000 298,759 while its costs were contained. 295,000 285,702 280,459 285,000 The following chart shows operating expenses over recent years at 275,000 285,541 historic cost and at 2014 prices. These expenses include supplies, 279,616 257,950 260,518 power, staff costs, external services, pensions, taxes other than income 265,000 257,046 tax and changes in provisions. Train leases, charges for L9 and the 255,000 260,244 260,518 256,137 254,476 losses on sales of fixed assets are not included in this calculation, nor is 245,000 the extraordinary gain on the sale of the Mercat Nou property in 2013. 235,000 225,000
2009 2010 2011 2012 2013 2014
Operating expenses have fallen in real, inflation adjusted, terms since 2010 thanks to major cost cutting measures. In 2014 prices, operating expenses were 38.2 million euros (12.8%) lower than in 2010. 2014 Management Financial measures FMB Income statement 236 Summary
Income statement (in thousands of euros) (1) (2) Change Any 2014 Any 2013 (1) - (2) (%) A) CONTINUING Revenues Sales 251,818 240,172 11,646 4.8 OPERATIONS: Fees and -2,979 -2,548 -431 16.9 Non-operating income 15,538 15,366 172 1.1 Pension plan revenues 340 405 -64 -15.9 Special subsidies 3,150 3,195 -45 -1.4 Service subsidies 45,299 50,967 -5,668 -11.1 Service subsidy for train leases and charges for L9/L10 130,629 125,866 4,763 3.8 Total Revenues 443,795 433,422 10,373 2.4 Operating Supplies 7,926 6,784 1,143 16.8 expenses Electricity/fuel 29,846 29,350 496 1.7 Personnel 162,980 164,423 -1,444 -0.9 Contribution to the supplementary pensions system 340 405 -64 -15.9 Supplement to contingency retirement pensions system 0 0 0 Supplement to contingency risk pesions system 340 405 -64 -15.9 External services 185,660 180,908 4,752 2.6 Taxes other that income tax 213 223 -10 -4.5 Changes in provisions 4,171 818 3,353 409.9 Gain/loss on sale of fixed assets 1 514 -513 -99.8 Gain/loss on sale of Mercat Nou -6,752 6,752 Total expenses before amortisation and depreciation 391,138 376,673 14,464 3.8 Amortisation and depreciation 38,126 39,938 -1,812 -4.5 Capital grants taken to income -4,350 -5,439 1,090 -20.0 Net amortisations and depreciation 33,776 34,499 -723 -2.1 Total operating expenses 424,914 411,172 13,742 3.3 Financial Financial expenses due to write-offof the programme contract 14,907 11,559 3,348 29.0 expenses Structural financial expenses (incl. leasing) 3,964 3,939 26 0.7 Total financial expenses 18,871 15,498 3,374 21.8 Profit before tax 10 6,752 -6,742 Corporate income tax 10/10 -324 314 Profit for the year from continuing operations ( after corporate income tax) 0 6,428 -6,428 B) DISCONTINUED Profit for the year from discontinued operations (after corporate income tax) 0 0 0 OPERATIONS: PROFIT FOR THE YEAR 0 6.428 -6.428
Note: External Services includes train lease expenses totalling 76,075 million euros in 2014 and 72,964 million euros in 2013. This amount also included 54,554 million for charges for L9/L10 (52,901 million in 2013). 2014 Management Financial measures FMB Income statement 237 Summary
Statement of financial position of FMB at 31 December (thousands of euros)
Ferrocarril Metropolità de Barcelona, SA 2014 2013 Change ASSETS Non-current Assets 818,322 633,382 184,940 Intangible assets 4,560 4,978 -418 Property, plant and equipment 308,593 329,440 -20,847 Property investments 0 78 -78 Non-current investments in group and associated companies 5,003 5,003 0 Non-current financial investments 500,166 293,883 206,283 Treasury shares Current Assets 75,669 170,178 -94,509 Inventory 5,617 5,142 475 The company does not hold any Trade debtors and other receivables 25,833 102,229 -76,396 treasury shares. No transactions with own shares were carried out Current investments in group and associated companies 0 55,240 -55,240 during the year. Current financial investments 22 25 -3 Current prepayments and accrued income 616 622 -6 Payment terms to suppliers Cash and cash equivalents 43,581 6,920 36,661 TOTAL ASSETS 893,992 803,560 90,432 The average payment period to EQUILY AND Equily 196,462 219,618 -23,156 suppliers was 78 days in 2014. This is partly because ATM now pays the LIABILITIES Capital and reserves 125,121 125,121 0 service subsidy after 60 days rather Authorised capital 10,227 10,227 0 than 30 days. Reserves 114,894 108,466 6,428 Profit for the year 0 6,428 -6,428 The company is, however, Remeasurements -24,873 -2,459 -22,414 considering proposing that the Subsidies, donations and legacies received 96,214 96,956 -742 Contracting Committee evaluates the option of including a 60-day Non-current liabilities 568,899 298,998 269,901 payment term in new or renewed Non-current borrowings 568,899 298,998 269,901 contracts with suppliers, to be Current liabilities 128,631 284,944 -156,313 ratified by the Executive Committee. Current provisions 6,392 2,364 4,028 This measure would have a limited Current borrowings 31,322 79,190 -47,868 scope that will eventually reduce Trade creditors and other payables 81,906 195,521 -113,615 the average payment period, but it will not be cut significantly until ATM Current prepayaments and accrued income 9,011 7,8 6 9 1,142 shortens the period for paying the TOTAL EQUILY AND LIABILITIES 893,992 803,560 90,432 service subsidy. 2014 Management Financial measures 238 Summary
Consolidated income statement of the TMB Group
The Spanish economy grew in 2014, albeit feebly, making it effectively —— Operating revenues: the seventh year of economic stagnation in which TMB’s companies have continued to take measures to rationalise expenses while The total revenues of the TMB consolidated group (excluding service meeting their service commitments and agreed quality standards. subsidies) increased by 14.7 million euros (3.7%) in the year. This was mainly due to ticket sales, which increased by 14.8 million As commented previously, certain events in the year will allow the euros (4.1%). Additional revenues were in line with the previous year, companies in the TMB group to operate within a stable financial up just 0.4%. The strongest growth under this heading came from framework over the coming years. Firstly, on 6 March 2014 ATM’s advertising charges and external advisory services. Special subsidies Board of Directors approved the 2014-2031 framework plan for the decreased by 211,000 euros (2.2%), mainly due to lower subsidies financial restructuring of the public transport system and to refinance received for projects in which TMB participated. the debt generated due to the shortfall between the system’s operating requirements and public subsidies from 2009 to 2013. The Finally, it should be noted that service subsidies in the year fell by 7.4 principles supporting the 2014-2017 four-year financing plan to be million (2.2%) because revenues increased by more than expenses. agreed with the public authorities were also approved, as were those of the 2014-2017 programme contracts. —— Operating expenses:
Subsequently, on 5 November 2014 the 2014-2017 financing Total operating expenses before amortisation and depreciation agreement between the Catalan government and the ATM and the increased by 13.1 million euros (2.0%) in the year. However, stripping programme contract between the ATM and the operators were out the extraordinary gain on the sale of the Mercat Nou property in signed, and on 6 November the financing agreement between the 2013 (6.75 million euros), operating expenses increased by just 6.3 banks and Ferrocarril Metropolità de Barcelona was signed, this latter million euros (0.97%). agreement being treated as a financial instrument of the system as requested by ATM. The greatest increases under this heading correspond to supplies, up by 1.2 million euros (7.5%), changes in provisions, which increased Finally, the third phase of the new bus network was rolled out in by 3.0 million euros, and external services, which rose by 4.1 million September. euros (1.9%). If train leases and charges for L9/L10 are stripped out of this last figure, it would have decreased by 0.63 million euros (0.7%). 2014 Management Financial measures Consolidated income 239 Summary statement of the TMB Group
Under the external services heading, advertising and communication, technical support, IT works and insurance were the areas in which the greatest savings were made.
Operating staff costs were in line with the previous year (up just 0.1%) while power and fuel costs were cut by 1.6 million euros (2.9%), principally due to lower diesel and natural gas consumption by buses coupled with falling average fuel prices in 2014.
—— Other expenses:
Net amortisation and depreciation (after capital grants taken to income in the year) fell by 2.6 million euros (4.2%) in the year, while financial expenses increased by 3.8 million euros, corresponding to higher interest payments on the debt which the ATM required TMB to assume relating to the years 2009-2014.
Total income for the year after tax was 5.2 million euros, a slight increase (1.4%) on the previous year if the extraordinary gain on the sale of the Mercat Nou property in 2013 is stripped out. 2014 Management Financial measures Consolidated income 240 Summary statement of the TMB Group
Consolidated income statement of the Transports Metropolitans de Barcelona Group (in thousands of euros) 2014 2013 Change % chan. A) CONTINUING Revenues Sales 381,074 366,233 14,841 4.1 OPERATIONS: Non-operating income 21,018 20,928 90 0.4 Special subsidies 9,583 9,794 -211 -2.2 Service subsidies 333,921 341,274 -7,353 -2.2 Total revenues 745,596 738,229 7,367 1.0 Operating Supplies 17, 250 16,045 1,205 7.5 expenses Electricity/fuel 53,516 55,138 -1,622 -2.9 Operations personnel 364,787 364,459 328 0.1 Contribution to the supplementary pensions system 798 1,102 -304 -27.5 Supplementary contingency retirement pensions system 0 0 0 Supplementary contingency risk pensions system 798 1,102 -304 -27.5 Personnel in redundancy scheme 346 268 78 29.2 External services 218,406 214,275 4,131 1.9 Taxes other than income tax 711 665 46 6.9 Changes in provisions 3,062 25 3,037 Gain/loss on sale of fixed assets -10 554 -564 -101.8 Gain/loss on sale of Mercat Nou 0 -6,752 6,752 Total expenses before amortisation and depreciation 658,867 645,779 13,088 2.0 Amortisation and depreciation 69,288 73,540 -4,252 -5.8 Capital grants taken to income -10,610 -12,281 1,671 -13.6 Net amortisation and depreciation 58,678 61,259 -2,581 -4.2 Total operating expenses 717,544 707,038 10,506 1.5 Financial Financial expenses due to write-off of the programme contract 14,907 11,559 3,348 29.0 expenses Structural financial expenses 8,215 7,73 5 480 6.2 Total financial expenses 23,122 19,294 3,828 19.8 Share of profits in companies consolidated by the equity method 298 326 -28 -8.7 Profit before tax 5,228 12,223 -6,995 -57.2 Corporated income tax -26 -340 314 -92.4 Profit for the year from continuing operations (after corporate income tax) 5,202 11,883 -6,681 -56.2 B) DISCONTINUED Profit for the year from discontinued operations (after corporate income tax) 0 0 0 OPERATIONS PROFIT FOR THE YEAR 5,202 11,883 -6,681 -56.2 2014 Management Financial measures Consolidated income 241 Summary statement of the TMB Group
Consolidated statement of financial position of the TMB group (in thousands of euros)
2014 2013 Change ASSETS Non-current assets 1,094,795 982,881 111,914 Intangible assets 13,798 14,349 -551 Property, plant and equipment 535,984 584,160 -48,176 Property investments 0 78 -78 Non-current investments in group and associated companies 4,538 4,259 279 Non-current financial investments 540,476 380,035 160,441 Current Assets 133,282 215,724 -82,442 Inventory 9,808 9,591 217 Trade debtors and other receivables 49,517 195,979 -146,462 Current investments in associated companies 0 0 0 Current financial investments 20,033 51 19,982 Current prepayaments and accrued income 710 673 37 Cash and cash equivalents 53,213 9,430 43,783 TOTAL ASSETS 1,228,078 1,198,605 29,473 EQUITY AND Equity 382,154 405,169 -23,015 LIABILITIES Capital and reserves 285,218 280,016 5,202 Authorised capital 18,642 18,642 0 Reserves 261,376 249,492 11,884 Losses brought forward -2 -2 0 Profit for the year 5,202 11,883 -6,681 Remeasurements -25,128 -3,405 -21,723 Subsidies, donations and legacies received 122,064 128,558 -6,494 Non-current liabilities 669,108 411,566 257,542 Non-current borrowings 669,108 411,566 257,5 42 Current liabilities 176,816 381,870 -205,054 Current provisions 7,4 3 0 2,980 4,450 Current borrowings 59,151 137,76 4 -78,613 Trade creditors and other payables 94,670 226,605 -131,935 Current prepayaments and accrued income 15,565 14,521 1,044 TOTAL LIABILITIES 1,228,078 1,198,605 29,473 2014 Management Financial measures Consolidated income 242 Summary statement of the TMB Group
—— Treasury shares: than 30 days. Although the current payment The group’s companies do not hold any period is reasonable, as far as possible we treasury shares. No transactions with own will continue to reduce this average payment shares were carried out during the year. period (especially if ATM reduces its payment period for the service subsidy to 30 days). —— Payment terms to suppliers: Some gradual improvement is also possible if The average payment period to suppliers of agreements are reached with some suppliers. Ferrocarril Metropolità de Barcelona was 78 days in 2014. This is partly because ATM now pays the service subsidy after 60 days rather than 30 days.
The company is, however, considering proposing that the Contracting Committee evaluates the option of including a 60-day payment term in new or renewed contracts with suppliers, to be ratified by the Executive Committee. This measure would have a limited scope that will eventually reduce the average payment period, but it will not be cut significantly until ATM shortens the period for paying the service subsidy.
In Transports de Barcelona, the average payment period to suppliers was 56 days in 2014. This is partly because ATM now pays the service subsidy after 60 days rather 2014 Management Financial measures 243 Summary
Investments in Projectes i Serveis de Mobilitat, SA
Thousands The average payment period in the year to Items of euros suppliers of Projectes i Serveis de Mobilitat was 80 days in 2014. Efforts will be made Intangible fixed assets: 119.0 to gradually reduce the average payment Computer software 119.0 period as old contracts are renewed and new Property, plant and equipmet: 823.1 contracts issued, establishing 60 days as the contractual payment period. Buildings and constructions 0.0 Fixed installations 766.2 —— Investments Machinery, equipment and tools 51.3
The company’s investment spending in 2014 Furniture and fittings 0,.0 totalled 1.03 million euros, of which the most IT equipment 0.0 material items were: Vehicles 5.6 Spare parts 0.0 —— IT applications: sales management system. Subtotal 942.1 —— Fixed installations: major repair works Change in PP&E in progress 88.1 carried out in 2014 (guide wheels at three Total 1,030.2 stations, supporting blocks on 12 pylon towers, etc.). —— Machinery, equipment and tools: automatic cash machines. —— Change in PP&E in progress: mainly corresponds to the redesign of entrances to cable car stations. 2014 Management Financial measures 244 Summary
Income Statement of Projectes i Serveis de Mobilitat, SA
Income Statement of Projectes i Serveis de Mobilitat, SA
Total income for the year after tax was 4.9 million euros, a drop of 0.23 million (4.4%) on the previous year. This is entirely due to an increase of 0.69 million euros in depreciation charges. If this is stripped out, income for the year is up by 0.16 million euros (3.1%).
This improvement in income before amortisation and depreciation was thanks to an increase in revenues of 2.3% (driven by higher ticket sales), while operating expenses before amortisation and depreciation were contained and fell by 0.4%. 2014 Management Financial measures Income Statement of 245 Summary Projectes i Serveis de Mobilitat, SA
Income Statement of Projectes i Serveis de Mobilitat, SA % (in euros) 2014 2013 Change chan. A) CONTINUING Operating Sales 6,702,341.47 6,549,572.90 152,768.57 2.3 OPERATIONS: Revenues Non-operating income 235,651.54 233,962.19 1,689.35 0.7 Total operating revenues 6,937,993.01 6,783,535.09 154,457.92 2.3 Operating Supplies 53,143.00 65,233.16 -12,090.16 -18.5 expenses Electricity and fuel 117,0 49.70 109,694.00 7,3 55.70 6.7 Operations Personnel 756,516.83 728,945.60 27,571. 23 3.8 External services 678,597.50 709,408.43 -30,810.93 -4.3 Taxes other than income tax 1,560.96 1,166.48 394.48 33.8 Gain/loss on sale of fixed assets 269.82 -556.60 826.42 Total expenses before amortisation and depreciation 1,607,137.81 1,613,891.07 -6,753.26 -0.4 Amortisations and depreciation 1,28 0,627.4 3 588,973.79 691,653.64 117.4 Total operating expenses 2,887,765.24 2,202,864.86 684,900.38 31.1 Net operating income 4,050,227.77 4,580,670.23 -530,442.46 -11.6 Net financial income -869,906.89 -565,250.00 -304,656.89 53.9 Profit for the year from continuing operations 4,920,134.66 5,145,920.23 -225,785.57 -4.4 (before corporate income tax) Corporate income tax 15,912.97 15,9 67.8 4 -54.87 -0.3 Profit for the year from continuing operations 4,904,221.69 5,129,952.39 -225,730.70 -4.4 (after corporate income tax) B) DISCONTINUED Profit for the year from discontinued operations 0.00 0.00 0.00 OPERATIONS: (after corporate income tax) TOTAL INCOME 4,904,221.69 5,129,952.39 -225,730.70 -4.4
Cable car ticket sales increased by 154,500 euros (2.3%) thanks to fare rises in early 2014. 2014 Management Financial measures Income Statement of 246 Summary Projectes i Serveis de Mobilitat, SA
Additional revenues grew by 1,690 euros (0.7%), mainly from the granting of filming and photography permits, offsetting the decline in revenues from external technical support services.
Operating expenses before amortisation and depreciation fell by 0.4%, with notable drops in spending on consumables and replacement stocks (down 12,000 euros) and on external services, which fell by 30,800 euros, mainly due to the collection of amounts owed by employees no longer in service and to lower spending on external cooperation projects.
The increase of 691.65 thousand euros in the depreciation and amortisation charge is mainly due to the depreciation of buildings and other structures (depreciation of the major repair works carried out in response to the special technical review carried out in the first quarter of the year).
Net financial income of 304.7 million euros also contributed to the improved bottom line. 2014 Management Financial measures Income Statement of 247 Summary Projectes i Serveis de Mobilitat, SA
Statement of financial position of Projectes i Serveis de Mobilitat, SA, at 31 December (in euros) Condensed statement of financial position of projectes i serveis de mobilitat, SA 2014 2013 Change ASSETS Non-current assets 10,808,145.10 10,997,608.67 -189,463.57 Intangible assets 120,586.83 31,169.25 8 9,417.58 Property, plant and equipment 10,493,323.61 10,833,148.44 -339,824.83 Non-current investments in Group companies and 94,234.66 113,728.21 -19,493.55 associates Non-current financial investments 100,000.00 19,562.77 8 0,4 37.23 Current Assets 27,820,579.87 23,392,507.64 4,428,072.23 Inventory 30,140.43 54,364.77 -24,224.34 Trade debtors and other receivables 287,573.9 6 297,55 4.74 -9,980.78 Current investments in Group companies and associates 0.00 22,700,000.00 -22,700,000.00 Current financial investments 20,001,021.70 1,621.70 19,999,400.00 Cash and cash equipments 7,501,8 4 3.78 338,966.43 7,162,877.35 TOTAL ASSETS 38,628,724.97 34,390,116.31 4,238,608.66 EQUITY AND Equity 37,975,036.99 33,070,815,30 4,904,221.69 LIABILITIES Capital and reserves 37,975,0 3 6.9 9 33,070,815.30 4,904,221.69 Authorised capital 10,003,100.00 10,003,100.00 0.00 Reserves 23,067,715.30 17,937,762.91 5,129,952.39 Profit for the year 4,904,221.69 5,129,952.39 -225,730.70 Non-current liabilities 0.00 0.00 0.00 Non-current borrowings 0.00 0.00 0.00 Current liabilities 653,687.98 1,319,301.01 -665,613.03 Current borrowings 285,802.18 911,966.55 -626,164.37 Borrowings from credit institutions 0.00 900,084.35 -900,084.35 Other financial liabilities 285,802.18 11,882.20 273,919.98 Trade creditors and other payable 350,855.80 390,304.46 -39,448.66 Suppliers 26,132.95 94,932.78 -68,799.83 Suppliers, group and associated entities 175,385.49 155,705.34 19,680.15 Sundry creditors 106,230.46 56,560.14 49,670.32 Staff, salary payments pending 17,6 46.19 17,582. 25 63.94 Other payables to public authorities 25,460.71 65,523.95 -40,063.24 Current prepayaments and accrued income 17,0 3 0.0 0 17,0 3 0.0 0 0.00 TOTAL LIABILITIES 38,628,724.97 34,390,116.31 4,238,608.66 2014 Management Financial measures 248 Summary
Outlook for 2015
TMB’s goal in 2015 is to maintain the quality and levels of service ——To maintain the service provided on the metro network to the achieved in previous years in order to guarantee a sustainable highest quality and efficiency standards. transport service and contribute to the development of the region, —— To bring investment levels back up to enable the group to update making the most effective use of the available resources. its facilities, infrastructure and fleets in order to ensure it can provide a quality service in the future. From the start of the current recession, and in the light of the limited —— To carry out the work needed to bring the extension to L9 into budgets of the public authorities, TMB has reduced investment commercial operation in the first half of 2016, specifically section 1 spending to the minimum necessary to maintain its assets and from the airport to Zona Universitària. guarantee safety while keeping financing by the authorities within —— To increase bus services at peak hours with more buses acceptable limits. Investments in recent years have been significantly running on weekdays, Saturdays and public holidays. The cost lower than the depreciation charges recognised in those years. of this measure will be fully assumed by Barcelona City Council, as envisaged in the 2014-2017 four-year plan and the financing The signing of a four-year programme contract is a positive step for agreement between the ATM and the government bodies forming TMB’s financial stability and for the development of the strategy to be part of the consortium. implemented in the coming years, as it allows medium-term investment —— To carry out the works needed to continue developing the new plans to be drawn up that will enable the group to return to its previous bus network. levels of net depreciation. The last programme contract of a similar —— To carry out the measures needed to ensure TMB’s systems length was that for 1998-2001. The ability to renew agreements for up are fully adapted to the needs of the T-Mobilitat project, which will to four years brings great stability to the system. represent a major change in the way transport is managed in the future. TMB’s goal for 2015 will be to maintain current levels of service on ——Passenger numbers on the Montjuïc cable car were satisfactory in the metro network under better terms and conditions, expand bus 2014 and the main goal for 2015 is to build on these good results. services with more vehicles at peak hours while meeting the financial requirements established in the ATM-TMB programme contract for 2014-2017. Its specific goals are: