2011 Tmb management Summary Index What is TMB? 6 TMB’s Strategic Lines 9 TMB administration and TMB administration and management bodies 12 management bodies The members of the Board of Directors of tb and fmb 13 TMB’s Executive Committee 14 Highlights of the year Prototype hybrid bus with electric and natural gas engines 16 Development of a new bus timetable planning model 17 New rolling stock garage at the Ponent Business Operations Centre 18 first trigeneration system at the Horta Business Operations Centre 19 OSMOSE award for innovation 20 Borrowing 21 TMB and Vectalia awarded the tender to operate the public transport 22 in the Perpignan metropolitan area Temporary reduction of the prices of travel cards 23 TMB gets moving against cancer 24 Metropolità, a documentary on TMB 25 Commissioning of Santa Rosa station on L9/10 26 Architecture award for the restoration of the Drassanes and Sant Andreu 27 metro stations New track workshop and shunting area at Hospital de Bellvitge on line 1 28 Implementation of uniformed patrols by the Guàrdia Urbana and the Mossos 29 d’Esquadra in the metro network Tender for the supply of high voltage energy for TMB 30 TMB a finalist in the ONCE foundation Discapnet Awards in the area 31 of accessibility Commissioning of the new service information video system 32 Sustainable Mobility, the Passengers carried by tmb 35 pillar of the organisation. The TMB service provided 37 TMB in figures Bus 38 Metro 44 Projectes i Serveis de Mobilitat, sa 53 The benchmark public Bus 56 transport network New features and improvements 57 Main technological and organisational projects in progress 58 Metro 70 New features and improvements 71 Actions in station maintenance and cleaning 81 Renovation and improvement of the network: remodelling of the facilities 83 New stations and second lobbies 87 Actions to improve accessibility 88 Actions in railway security 89 GIS Project 90 Initiatives for energy saving 91 Line 11: progress towards complete automation 92 Line 9/10 93 Operation reliability 94 Energy consumption 95 Protection of Quality management and the environment 97 the environment Quality at Transports de Barcelona 98 Metro quality 99 Environmental sustainability 100 Communication with the user Customer and public relations 104 Our people Bus Human Resources 122 Corporate Human Resources 125 Metro Human Resources 138 Human resources in the corporate scope 140 Telefèric de Montjuïc Human Resources 153 Evolution of the tmb workforce 154 TMB Foundation 156 Firm commitment Development of new businesses, research and development 161 to innovation and external consultancy Forecast for 2012 175 Participation in other companies 177 Economic action TB investments 179 fMB investments 186 Profit and loss account of the consolidated tmb group 194 1 What is Tmb? 2011B TM Management What is TMB? 6 Summary Transports Metropolitans de Barcelona (TMB) is the collective name for the group of three public transport companies that belong to Àrea Metropolitana de Barcelona (AMB): ferrocarril Metropolità de Barcelona, SA, Transports de Barcelona, SA, and Projectes i Serveis de Mobilitat, SA. As Barcelona’s main public transport operator, TMB’s mission is to provide the public with transport options in the city of Barcelona and ten municipalities within its metropolitan area. TMB operates two scheduled transport networks – the bus network and the metro network – in addition to a variety of leisure transport services: Barcelona Bus Turístic (a sightseeing bus service for tourists), Tramvia Blau (“Blue Tram”, a heritage tram service) and Telefèric de Montjuïc (a cable car service). Transports de Barcelona, SA (TB) manages the surface network and ferrocarril Metropolità de Barcelona, SA (fMB) is responsible for the underground network (the metro). Projectes i Serveis de Mobilitat, SA is the company that manages the Montjuïc cable car. TMB’s objectives can be summarised in three points: — To satisfy people’s mobility needs, allowing them to reach their destinations more quickly and in greater comfort. — To provide a public service that is accessible for everyone. — To improve the quality of life within the Barcelona metropolitan area, bringing the various areas closer to each other. 2011B TM Management What is TMB? 7 Summary Grant bus service contractor f or TMB, as part of the metropolitan and Plan public passenger Other public sector, transparency and good transport for the 36 licences Indirect management corporate governance are priority objectives. municipalities Direct management The owner of the share capital of fMB and TB is the AMB, a public administration comprising Functions Transports de Barcelona, SA 36 municipalities that is responsible for of the territorial and urban development, transport AMB f errocarril Metropolità de and mobility, the environment, economic Barcelona, SA promotion and strategic planning. Administratively Direct management intervene in the taxi Provide metro services It owns 100% of TMB’s shares and, with service regard to transport, has the duties outlined for Barcelona and another in the chart below. seven municipalities * * Badalona, Cornellà de Llobregat, L’Hospitalet de Llobregat, Sant Adrià de Besòs, Santa Coloma de Gramenet and Montcada i Reixac. Tmb’s 2Strategic Lines 2011B TM Management TB M ’s Strategic Lines 9 Summary Transports Metropolitans de Barcelona (TMB), as the operator of the Over the last few years, TMB’s efficient use of technology has bus and metro networks of the city of Barcelona, has the mission of enabled it to take a qualitative leap forward in terms of improving providing a public transport network that contributes to quality public service and efficiency and this will continue to be of paramount mobility and the sustainable development of the metropolitan area. importance in the future. Successfully achieving this strategic vision Moreover, TMB’s aim is to become a competitive and benchmark is the objective under which the balanced scorecard management public transport and mobility company in Europe, emphasising its model, a management system with an integrated vision of the international projection and viability. The continuing volatility of the business, was implemented. This model measures the management economic situation will once again preclude the strategic directives, of the business supported by four major strategic pillars or upon which the objectives for the coming year will be based, being perspectives: 1) customer/public satisfaction, 2) process performance able to consider any real growth in terms of activity. and innovation, 3) human resource development and growth, and 4) financial results. The effects of the general economic crisis are significant for TMB because public administrations are not in a position to increase their contributions at the same rate as the public transport system requires, forcing the adoption of measures to contain and internalise costs in order to guarantee its viability and quality. Specifically, for 2012, TMB will apply a spending rationalisation plan structured into three blocks: 1) rationalisation of the metro and bus services, 2) measures that affect contracted services and miscellaneous expenses and 3) reduction of salary costs. 2011B TM Management TB M ’s Strategic Lines 10 Summary 1) The perspective of the customers/ 3) The people perspective public Without people excellence cannot be achieved in the other The ultimate strategic objective must perspectives. The strategic terms of this perspective encompass be customer satisfaction. Accordingly, the consolidation of industrial relations based on dialogue and adjustments to reduce operating costs will competitiveness, the promotion of personal and professional be restricted to low-impact lines and service development, that is, a gradual shift in the culture of the company, hours in order to preserve the high level of and the establishment of communication as the integrating element quality of the metro and bus services. (sharing relevant information with all levels of the organisation) in order to improve productivity with the challenging objective of maintaining 2) The process perspective staff levels, containing salaries and efficiently managing personnel. As processes are of key importance to 4) The financial perspective achieving the desired results, TMB’s efforts this coming year in this scope will be related The financial strategy is the lever necessary to achieve the ultimate to optimisation, sustainability, efficiency and objective of improving customer satisfaction, without forgetting that in quality. 2012 TMB will continue to be in an economic and financial framework of austerity. Tmb administration and management 3bodies 2011B TM Management TMB administration and 12 Summary management bodies TMB administration and management bodies Board of Directors Board of Directors of of Transports de Ferrocarril Metropolità Barcelona, SA Barcelona, SA Board of Directors Executive Committee Chair Chief Executive Officer Executive Management Office of the Chair Bus Network Metro Network Corporate Services Executive Executive Executive 2011B TM Management TMB administration and 13 Summary management bodies The members of the Board of Directors of tb and fmb 31.12.2011 BUS METRO Joaquim Forn i Chiariello / Chair Joaquim Forn i Chiariello / Chair Dídac Pestaña Rodríguez / Chief Executive Officer Dídac Pestaña Rodríguez / Chief Executive Officer Assumpta Escarp Gibert / Member Assumpta Escarp Gibert / Member M. Lluïsa Ibáñez Boira / Member M. Lluïsa Ibáñez Boira / Member Antoni