2014 Directors’ Report and Corporate Social Responsibility (CSR) Report Metro de Madrid Most relevant data Supply and Demand Kilometres of network 292.41 Number of stations 300 Fleet in operation (cars) 2,347 Cars x Km (million / year) 170.18 Total trips (million / year) 560.85 Economic Data (million €) Total revenues 928.14 Total expenditure 957.90 Investments 56.94 Index Introduction 08 Board of Directors 14 Directors’ Report 20 Metro de Madrid Strategy 24 Benchmarking 27 Corporate Social Responsibility Strategy 28 The Environmental Strategy 32 The Social Action Strategy 33 Metro de Madrid in 2014 36 Network in operation 38 Demand 40 Supply 43 Fares 46 Rolling stock 48 Installations 51 Research, Development and Innovation 54 Power Saving Plan 56 Investments in 2014 58 Investments in 2014 60 Work on the network 76 Rolling Stock 78 Signalling and Communications Equipment 81 Human Resources 82 Staff 84 Labour Relations 85 Diversity and Equal Opportunities 86 Work-Life Conciliation 88 Prevention and Occupational Medicine 89 Internal Audits 89 Certification Audits 89 Training 96 Internal Communications 100 Other Significant Variables 104 Perceived quality 106 Service Quality 108 Customer Service 111 Environmental Management 113 Safety and Civil Protection 118 Railway Traffic Safety 120 IT Projects 121 External Projects 129 Logistics 130 Procurement 131 Regulatory Compliance 133 Social Action, Communication, Marketing, Advertising and Institutional Relations 134 Social Action 136 Awards and Media Presence 140 Commercial Actions 146 Institutional Relations 150 Metro de Madrid Memberships and Presence at Specialised Forums 152 Management data 156 Annual Accounts 162 Audit Report 238 01 Introduction Anual Report 2014 Message from Regional Secretary of Transport Pablo Cavero Martínez de Campos Chairman of the Board of Directors Metro de Madrid celebrated its 95th anniversary in 2014. Looking back on the past and forward into the future, it is impossible to contemplate the growth of the Madrid region without considering Metro and everything it represents: a spectacular parallel transformation above and below ground and a nearly century-long tradition of regular metro use by both Madrid residents and visitors alike. In order for a company like Metro de Madrid to remain economically, socially and environmentally sustainable, it must constantly face challenges. For us, challenge means efficient management and holding ourselves to the highest standard of service to our users, all of which has made us a domestic and international reference for other companies. One of the best examples of the efforts to manage the company as efficiently as possible is the Energy Saving Plan, which has yielded the positive results that we are proud to present here today thanks to the implemen- tation of money-saving and energy-optimising technical measures. Generally speaking, since 2012 the Company has managed to reduce high voltage power usage by 22%, from 713 MkWh in 2012 to 582 MkWh in 2014. The energy we saved is equivalent to the amount of energy that all of the households in a city like Guadalajara would use in one year. Sustainable mobility is another area where the Company’s efforts have been focused. In 2014, we entered the pilot phase of the Train2Car Project with the presentation of the first Metrolinera in Spain. This R+D+i led by Metro de Madrid enables electric cars to recharge using the energy created by the trains’ braking systems. Once the usefulness of this project has been demonstrated, 10 Anual Report and CSR 2014 it will undergo further studies and testing before it is expanded to other areas in the future. As for the generation of revenue, successful business development initiatives were combined with the commencement of the Strategic Real Estate Plan in 2014, the main objective of which is to allocate more than 95,000 square metres of property in disuse owned by Metro and the Community of Madrid to residential and tertiary use and green space by filling gaps and burying depots in Madrid. These efforts are expected to bring in revenues of nearly 120 million euros. In 2014, two of the four planned transactions were completed, which consisted of a plot of land at calle Granada-Cavanilles and the Cuatro Caminos depot. Thanks to these operations, Metro will be moving its headquarters to Canillejas. The construction of a new building that is scheduled to be ready by for 2018 will allow us to integrate staff, take advantage of synergies, decrease productions costs and save on rental costs. One of the signs of recovery in the Community of Madrid is the uptick in passenger demand that was seen in 2014 for the first time since 2008. As a consequence, 21 secondary lobbies that had been closed since the summer of 2012 as a cost-saving measure to offset the decline in passenger demand and reduce fraud were reopened in 2014. In conclusion, it is important to note that as a result of the improvements made to the way in which the company is managed during these years which have been difficult for Metro de Madrid, transit fares did not increase in 2014, which is a first in the history of our Community. u 11 Anual Report 2014 Message from the CEO Ignacio González Velayos CEO Our Company celebrates its 95th anniversary this year. Today, we can proudly affirm that the three underlying objectives for which Metro de Madrid was created, that is to provide a “fast, comfortable and safe” transit system, remain intact. Over the last 95 years, Metro de Madrid has transformed the mobility of the entire region. Today, Metro de Madrid is a regional transit system that is present in 12 municipalities of the Community of Madrid. Once again this year, we have combined our Corporate Social Responsibility Report and Annual Report into a single document. This, the second integrated report that combines legal, economic and financial data with social and environmental, is yet another example of Metro de Madrid’s commitment to transparency and to reinforcing the company’s image as an organisation that is committed to its customers and has assumed the obligation to develop corporate responsibility policies and practices. As such, we have assumed the obli- gation to share the Company’s progress each year made in a sustainability report, as established in the United National World Compact which Metro de Madrid has signed. 2014 was characterised by the economic recovery. Following years of steady decline in demand, metro trips were up by more than 3 million in 2014, which resulted in a series of improvements to our services: all lobbies were reopened in December 2014, more trains were added to the schedule and the Metro Quality Plan was set in motion. I encourage you to learn, through this integrated report, about the projects, initiatives and actions we are taking to meet the challenges our Company faces, as well as our commitment to social and economic development and the protection of our environment. u 12 13 02 Board of Directors Board of Directors of Metro de Madrid, S.A. Board of Directors (at 31 December 2014) CHAIRMAN Pablo CAVERO MARTÍNEZ DE CAMPOS DIRECTORS Ignacio GONZÁLEZ VELAYOS Francisco de Borja CARABANTE MUNTADA Jesús Adriano VALVERDE BOCANEGRA Raimundo HERRAIZ ROMERO Matilde GARCÍA DUARTE David PÉREZ GARCÍA Diego SANJUANBENITO BONAL José Luis MORENO CASAS SECRETARY (NON-MEMBER) Miguel NIETO MENOR 16 Executive Committee of Metro de Madrid, S.A. Executive Committee (at 31 December 2014) CEO Ignacio GONZÁLEZ VELAYOS GENERAL SECRETARY Miguel NIETO MENOR DIRECTOR GENERAL OF HUMAN RESOURCES AND ORGANISATION Luis Fernando ARCE ARGOS DIRECTOR GENERAL OF RAIL OPERATION Carlos CUADRADO PAVÓN DIRECTOR GENERAL OF FINANCE Francisco MARTÍNEZ DAVIS DIRECTOR GENERAL OF SECURITY Bruno Fernández Díez DIRECTOR GENERAL OF ENGINEERING AND MAINTENANCE Carlos Esquíroz Sors DIRECTOR GENERAL OF OPERATIONS Fernando Rodríguez Méndez DEPUTY DIRECTOR OF INSTITUTIONAL AFFAIRS Javier Otamendi Pineda 17 Anual Report 2014 Map of the network operated by Metro de Madrid S.A (at 31 December 2014) 18 Schematic diagram of the Network 19 03 Directors’ Report Annual Report 2014 Introduction Metro de Madrid operates a network of 292.4 kilometres with 300 stations, and its installations were used for 561 million trips in 2014 at an average speed close to 29.77 kilometres/hour. The underground network has modern, automated operating, signalling, safety and accessibility systems, all of which are part of the Company’s knowhow and have attracted the interest of subway operators and companies operating in the rail sector from all over the world. With 95 years of experience and an increase in demand for the first time since 2008, at Metro de Madrid we are fully committed to our travellers and to offering them the highest quality service as the region’s leading mode of public transport. According to the latest survey of Metro’s image among the citizens of the Community of Madrid, our overall image rating improved by 0.12 last year (7.21 out of 10). Our score on the survey of perceived quality of service admin- istered in the last quarter of 2014 also improved by 0.12 (7.35 out of 10) compared to the same period in 2013. Finally, in 2014 one member of the Board of Directors along with a member of the Executive Committee stepped down. u 7.21 Score out of 10 Quality & Service of Metro de Madrid 22 Management Report and C.S.R 23 04 Metro de Madrid Strategy Annual Report 2014 new channels of revenues and maintaining the highest Metro de Madrid levels of safety. Strategy In 2014 the Optimisation Plan generated more than €275million in savings (52%) and revenues. Notable under the heading of revenues was the sum of €118.5 Following several years that were characterised by the million corresponding to the 2014 Equity Plan.