2012 Management Summary Contents
What is TMB? 6 TMB’s Strategic Lines 9 TMB administration and TMB administration and management bodies 13 management bodies Board of Directors of TB and FMB 14 Executive Vice Chairman of TMB 15 Highlights of the year Start of the first phase of the new bus network 17 Reorganisation of bus services on Montjuïc 19 New vehicles 20 Prototype electric-compressed natural gas hybrid bus 21 New hi-tech, free-standing solar bus stop panel 22 Completion of refurbishment work on Glòries, Bellvitge, 23 Artigues/Sant Adrià and Sant Ildefons stations. Joint tendering for power supplies in 2013 by the Barcelona and Bilbao metros and the Murcia 24 tram network Launch of the first Pickbe online shops in the Barcelona metro 25 ONCE and TMB design a metro map in relief with a legend in Braille 26 Cooperation agreement between the Barcelona and Santiago de Chile metros 27 Extending mobile phone coverage in the metro network 27 Signing of the 2011-2012 Programme Contract 28 Awards received by TMB in 2012 29 Debt assumed on request of ATM 31 Sustainable transport: at the heart TMB passenger numbers 33 of the organisation TMB services 35 TMB in figures Bus service 36 Metro 49 Projectes i Serveis de Mobilitat, SA 59 A quality public transport Bus 63 network New developments and improvements 64 Key technological and organisational projects 67 Metro 79 Developments and improvements 80 Station cleaning and maintenance 91 Renovating and improving the network: remodelling facilities 93 Workshops 94 Work in buildings 95 Railway remote control systems 95 Civil Defence 96 Ventilation, heating and air-conditioning 96 High voltage and traction 97 New stations and secondary lobbies 98 Measures to improve accessibility 99 Railway safety measures 100 Kilometre markers on Section IV of L9 101 Opening and refurbishment of commercial areas 101 Energy saving initiatives 102 Track quality indicators 102 L11: moving towards full automation 103 Line L9/10 104 Operational reliability 105 Energy consumption 106 Protecting the environment Managing quality and the environment 108 Quality in TB 109 Quality in FMB 110 Environmental sustainability in TB 111 Environmental sustainability in FMB 112 Environmental sustainability in TMB 114 Communication with users Communication with users, employees and the public 117 Our people Human resources in TB 142 Corporate human resources in TB 148 Human resources in FMB 159 Corporate human resources in FMB 161 Human resources in Telefèric de Montjuïc 171 TMB workforce 172 TMB Foundation 174 Commitment to innovation Development of new business, research and development, 181 and external consultancy Outlook for 2013 192 Participation in other companies 194 Financial measures Investment in TB 197 Investment in FMB 202 Consolidated income statement of the TMB Group 208 Investment in Telefèric 211 1 What is TMB? 2012 Management What is TMB? 6 Summary
Transports Metropolitans de Barcelona (TMB) is the collective name of the companies Ferrocarril Metropolità de Barcelona, SA, Transports de Barcelona, SA, and Projectes i Serveis de Mobilitat, SA. These companies are owned by the Àrea Metropolitana de Barcelona (AMB).
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 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.
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 2012. ——Companies consolidated using the equity method: Transports Ciutat Comtal, SA. 2012 Management What is TMB? 7 Summary
Ferrocarril Metropolità de Barcelona, SA. This Management Report of the Consolidated Transports Metropolitans This company provides passenger transport de Barcelona Group includes the Group's Income Statement and services in coordination with Transports de Statement of Financial Position as at 31 December 2012, together with Barcelona, SA, under the collective name the main operating figures of the companies Ferrocarril Metropolità de of Transports Metropolitans de Barcelona Barcelona, SA and Transports de Barcelona, SA. More detailed figures (TMB). The former company operates the can be obtained from the 2012 Management Reports of these two underground network and the latter operates companies. There is also a specific chapter on the company Projectes i surface transport, with common management Serveis de Mobilitat, SA, which manages the Montjuïc cable car. of the business.
The companies Projectes i Serveis de To award bus service Mobilitat, SA and Transports Metropolitans Planning public Other concessions. de Barcelona, SL also form part of the TMB passenger transport in Indirect management Group. The consolidated financial statements the 36 municipalities. Direct are prepared by Ferrocarril Metropolità de management Barcelona, SA, for the following reasons: Functions Transports de Barcelona, SA The Group's transport strategy is developed of the around this company. AMB Ferrocarril Metropolità de Barcelona, SA The activities of Transports de Barcelona, SA are complementary to those of Ferrocarril Direct To intervene management Metropolità de Barcelona, SA. administratively in the To provide a metro service in taxi service. Ferrocarril Metropolità de Barcelona, SA Barcelona and seven other therefore leads the Group's transport policy. municipalities.* This company is also the larger in terms of passenger numbers, turnover and asset * Badalona, Cornellà de Llobregat, Esplugues de Llobregat, L’Hospitalet de Llobregat, Sant Adrià values. de Besòs, Santa Coloma de Gramanet and Montcada i Reixac. TMB’s Strategic 2Lines 2012 Management TMB’s Strategic Lines 9 Summary
As the operator of Barcelona's bus and metro networks, the mission The efficient use of technology over recent years has allowed us to of Transports Metropolitans de Barcelona (TMB) is to provide a quality make great leaps forward in terms of improving service and efficiency. public transport network which also contributes to the sustainable This will continue to be important in the future. To ensure the success development of the metropolitan area. TMB also aims to be one of this strategic vision, we implemented the Balanced Scorecard of Europe's leading public transport companies, emphasising its management model, a strategic management system which allows international profile and competitiveness. an overview of the entire business. This system measures business performance from 4 key perspectives: 1) user/public satisfaction, 2) Given the continued volatility of the economy, it is still not possible to process performance and innovation, 3) human resource development build real operational growth into the strategic parameters used to set and growth, and 4) financial results. next year's targets. The general economic crisis has had a significant effect for TMB, as government bodies are unable to increase their contributions in line with the needs of the system. TMB, therefore, had to adopt measures to contain and internalise costs to ensure the ongoing viability of quality of the public transport system. In 2013, TMB will continue to apply a spending rationalisation plan covering two areas: 1) rationalisation of the Metro and Bus service; 2) measures affecting contracted services and sundry expenses. 2012 Management TMB’s Strategic Lines 10 Summary
1) Users/public 3) People
Although it has been necessary to cut Metro Without people excellence cannot be achieved in other areas. Our services across the timetable, ensuring staff strategy includes ensuring good industrial relations based user satisfaction remains our key strategic on dialogue and competitiveness and encouraging personal and target. Work continues on restructuring the professional development. This requires a gradual shift in the culture bus network, with new routes and high- of the company, focusing on communication as the key to involving performance services designed to match staff (sharing important information with all levels of the organisation), supply and demand. in order to improve productivity while meeting the challenges of containing staff numbers and salaries and efficiently managing 2) Processes personnel.
Processes are key to obtaining the desired 4) Financial outcomes. TMB will focus this year, therefore, on rationalisation, sustainability, efficiency and Our ultimate goal of improving user satisfaction cannot be achieved quality. without meeting strategic financial targets. Economic and financial austerity will continue to be key factors in 2013. 2012 Management TMB’s Strategic Lines 11 Summary
Outlook for 2013
At present the final amount to be contributed to TMB by ATM has not been approved by the Board of Directors of ATM, as the Government of Catalonia's budget for 2013 has not yet been approved.
However, TMB has drawn up a provisional operational budget for 2013, based on maintaining the same funding needs that were approved in the 2012 budget.
This has involved a major effort to reduce operating costs (basically external services and provisions) combined with a programme to rationalise expenditure and ensure that the service available meets present and future passenger requirements, so that we can deal with expenditure under other headings which is increasing because of external factors.
The fact that people are travelling less, largely a result of increased unemployment and reduced consumption, and consequently making less use of Barcelona Metropolitan Area transport services, also has to be factored in to operational budgets. TMB administration and management 3bodies 2012 Management TMB administration and 13 Summary management bodies
TMB administration and management bodies
Board of Directors Board of Directors of Transports de of Ferrocarril Metropolità Barcelona, SA Barcelona, SA
Management Board
Executive Committee
Chairmanship
Executive Vice Chairmanship
Executive Board Chair's Office
Bus Network Metro Network Corporate Services Executive Executive Executive 2012 Management TMB administration and 14 Summary management bodies
Board of Directors of TB and FMB
31.12.2012 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 Poveda Zapata / Member Antoni Poveda Zapata / Member Juan M. Parralejo Aragonés / Member Juan M. Parralejo Aragonés / Member Antoni Vives i Tomàs / Member Antoni Vives i Tomàs / Member Eduard Freixedes Plans / Member Eduard Freixedes Plans / Member Joaquim Mestre Garrido / Member Joaquim Mestre Garrido / Member Jordi Portabella Calvete / Member Jordi Portabella Calvete / Member Isabel de Diego Levy-Picard / Member Sergi Alegre Calero / Member Mercè Perea Conillas / Member Enric Ticó i Buxadós / Member Damià Calvet i Valera / Member Ricart Font i Hereu / Member Pau Noy Serrano / Member Jordi Mas Herrero / Member José Chito Salazar / Member 2012 Management TMB administration and 15 Summary management bodies
Executive Vice Chairman of TMB
31.12.2012 Chief Executive Officer Chief Officer of the Metro Network Dídac Pestaña Rodríguez Sebastián Buenestado Caballero
Chief Officer of the Chair's Office Chief Officer of Management Control, Budgets Jordi Nicolás Espinosa and Internal Auditing Adolfo Céspedes Martín Chief Officer of Network Planning Jacint Soler Trillo Deputy Director to the Chief Executive Officer Dolores Bravo González Chief Officer of Corporate Services Albert Busquets Blay Chief Officer of Leisure Transport Montserrat Pérez Adrián Chief Officer of Legal Advice Albert Casanovas Mon Chief Officer of Corporate Administration, Finance and Human Resources Chief Officer of the Bus Network Asunción Santolaria Marco Jaume Tintoré Balasch
Chief Officer of Media and Institutional Relations Santiago Torres Sierra Highlights 4of the year 2012 Management Highlights of the year 17 Summary
Milestones for TB
Start of the first phase of the new bus In the future, the new network will have 28 high-performance routes network which will complement the existing conventional urban, inter-urban and short distance routes. The network will comprise 17 vertical routes On 1 October 2012, the first five routes of (from the seafront towards the Collserola hills) with the letter V and an the new Barcelona bus network came into odd number, eight horizontal routes (from Llobregat to Besòs) with the operation. This is destined to transform letter H and an even number, and three diagonal routes with the letter the surface transport network in the city D and numbers 20, 30 and 40. On the map, the vertical routes will be and metropolitan area. This new network green, the horizontal routes will be blue, and the diagonal routes will be is a city-wide project that is strategic for purple. TMB, one which will ensure the company's continued growth and significantly improve In order to meet the targets set, special measures will be implemented public transport in the metropolitan area while on the routes of the new network to improve the speed and regularity strengthening the company's position as a of the buses. To ensure buses run more frequently and to reduce leader of innovation. The main features of the journey times, new bus lanes have been implemented, including a new network are: double bus lane along Gran Via de les Corts Catalanes, double bus ——It is easier to use and understand, with stops have been installed and traffic lights along some of the routes horizontal, vertical and diagonal routes. have been programmed to prioritise buses. User information was ——It is more efficient, providing more and better also improved, with the installation of more information screens, solar services using the same resources. powered bus stop panels (over 100 bus stops along the five new routes ——Straight routes help improve the speed and have information screens), with touch sensitive screens and automatic regularity of services. ticket machines at some stops. By managing resources efficiently in ——95% of journeys can be completed with a this way, we can improve services to users without additional costs. single transfer. ——It is more sustainable. Five routes have begun operating in this first phase: two vertical routes, the V7 and the V21; two horizontal routes, the H6 and the H12; and one diagonal route, the D20. The routes cover a total of 88.8 kilometres in both directions. On weekdays 67 environmentally efficient buses travel along these routes. Most of these are high-capacity buses equipped with screens connected to the MouTV information system. 2012 Management Highlights of the year Milestones for TB 18 Summary
——Route V7 (Plaça Espanya - Sarrià): This ——Route H12 (Gornal - Besòs / Verneda): route replaces the old Number 30 bus, but Replacing Route 56, this is an 11-kilometre it follows a straighter route, and the outward route that runs in a straight line across and return routes are closer together. It runs Barcelona and part of the municipality of every 8 to 10 minutes during peak periods on L'Hospitalet. This is the first high-frequency weekdays. Routes 50, 115 and D20 connect public transport route to link the business various areas in the Sants district with the new district of Gran Via de L'Hospitalet, the City Route V7. of Justice, Plaça Espanya, Plaça Universitat, ——Route V21 (Passeig Marítim - Montbau): Plaça Tetuan and Glòries, finishing in the This route replaces the old number 10 bus, Besòs district. The section of Route 56 created in 1996 as a vertical connection between Plaça Espanya and Collblanc is now between the seafront and the city's upper served by the number 50, following a route districts. It differs at two points, where it turns change on 20 September, and by the D20. It into Travessera de Gràcia from Carrer Marina runs every 7 minutes during peak periods. on the way up, and into Carrer Diputació from ——Route D20 (Passeig Marítim - Ernest Carrer Lepant on the way down. It runs every Lluch): This new diagonal route replaces the 8 to 9 minutes during peak periods. section previously served by numbers 57 and ——Route H6 (Zona Universitària - Fabra i 157, with buses running more regularly: every Puig): This follows the route of the old 74 bus, 7 minutes. The 57 is now an inter-urban shuttle except for a section of Carrer Camèlies and bus running between Cornellà de Llobregat part of Carrer Mare de Déu de Montserrat, and Carrer Ernest Lluch, via Esplugues de which are served by Route 32. To gain time, it Llobregat, with more frequent services (every runs along the central carriageway of Avinguda ten minutes on weekdays). The 157 is now a Diagonal between the Zona Universitària and shuttle bus running between Sant Joan Despí Maria Cristina, and takes the tunnel along the and Carrer Ernest Lluch, via Sant Just Desvern Ronda del Mig. It runs every 5 to 7 minutes and Esplugues de Llobregat, also with more during peak periods. frequent services. 2012 Management Highlights of the year 19 Summary
To help passengers to get used to the new Reorganisation of bus services on Montjuïc bus network and minimise disruption due to the changes, Barcelona City Council and TMB At the same time that the first five routes in the new bus network ran a multi-channel information campaign with were launched the bus routes serving the Montjuïc park area were the message ‘The bus without the fuss: for a reorganised with a view to simplifying and improving the service fast-moving BCN’. offered. The most significant change was the creation of route 150, which replaced route 193 and part of route 50. Route 13 was also Five additional routes are to be brought into extended. service in autumn 2013 and three more in spring 2014. Other routes will be added Since 20 September the new 150 bus service (Pl. Espanya - Castell progressively according to the results of de Montjuïc) has been operative, running in both directions along an analysis of the first three stages and the Avinguda de l'Estadi and Avinguda de Miramar with stops in the vicinity development of demand. of the Olympic precinct, the MNAC and the lower cable car station. The route ends by the castle. Buses run at 15-minute intervals every day (10 minutes on weekdays at morning and evening peak times), a clear improvement on the 25-minute service interval of the old route 193. The new service also replaces route 61, which ran twice in the morning and twice in the evening.
Another change is that route 13 has been extended along Carrer del Foc and Passeig Olímpic to provide access to the Botanical Gardens, Avinguda de l'Estadi, where it meets route 150, and Carrer dels Vivers, which is served by route 55 (there are no changes to this route).
As part of these changes, route 50 has ceased to run between Plaça d'Espanya and Plaça de Carlos Ibáñez, in the Miramar area. It now runs from Plaça d'Espanya along Creu Coberta to Carrer de Sants and Collblanc, the new terminus. 2012 Management Highlights of the year Milestones for TB 20 Summary
New vehicles The latest generation hybrid buses include 22 standard buses, of which 10 are MAN's Lion's To renew the fleet, a 19.9 million euro leasing City model and 12 are Tata Hispano buses agreement was signed in April 2011, under with Dennis chassis. The Lion's City buses which 60 new buses would be supplied, 35 of came into service in 2012, while the Tata which run on compressed natural gas (CNG) Hispano buses have not yet been delivered. and 25 have hybrid engines. The new hybrid Three articulated Van Hool buses were also electric/CNG buses were handed over on 4 leased; these were delivered in the first quarter July 2012. of 2013.
Thirty-five CNG buses have also been The Zona Franca 1 bus depot, following a delivered, of which 10 are articulated (6 preliminary, limited extension incorporating from Evobus and 4 from MAN) and 25 are the Zona Franca-Port depot, will have parking standard buses (14 from Irisbus Iveco and 11 capacity for 461 vehicles (280 at Zona Franca from MAN). These additions confirm TMB's 1 and 181 at Zona Franca-Port). It is currently commitment to low emission fuels (below unlikely that this target will be achieved as those set in the Euro 6 standard which comes there are no plans to build a depot at Zona into force in 2014) and to keeping fuel costs Franca-Port until funds become available. down. 2012 Management Highlights of the year Milestones for TB 21 Summary
Prototype electric-compressed natural The low-emission CNG engine combined with an efficient, non- gas hybrid bus emitting electric engine has produced a vehicle with the highest green credentials. Its emissions levels are below those set by the Euro 6 One of TMB's goals is to have the greenest standard, which comes into force in 2014. The main advantages of bus fleet in Europe. Under an agreement CNG engines are that they reduce emissions of nitrogen oxides by signed in April 2010 with Gas Natural Fenosa 90%, of particles by almost 100% and carbon monoxide by 20%, while to work on reducing emissions from buses in the exhaust gases are practically odourless, noise levels are lower and the metropolitan area, the companies carried they generate practically no ash or solid waste. out a pioneering research project to develop a hybrid bus that runs on both compressed natural gas (CNG) and electricity. The prototype was approved in November and added to the regular fleet in order to study the viability of the project. The bus will go into In March 2011, TMB and Gas Natural Fenosa production if it meets certain technical and financial targets (20%
built a prototype hybrid electric-CNG vehicle savings in fuel costs and proportional reductions in local and CO2 by converting an existing Iveco CNG bus. This emissions). bus ran along test routes throughout 2012 to check the technical solutions implemented, the extent to which emissions are reduced and, in particular, the fuel savings obtained. The vehicle was tested without passengers, and further studies were carried out at the IDIADA testing centre. 2012 Management Highlights of the year Milestones for TB 22 Summary
New hi-tech, free-standing solar bus stop The upper screen uses e-ink technology (the system used in e-book panel readers) which consumes little energy and can be read whatever the lighting conditions and from any angle. It announces when the next bus 18 new solar bus stop panels have been will be arriving (the same information as is currently displayed in some installed in Barcelona, coinciding with the bus shelters). The lower panel contains information on the routes and launch of the new bus network. The panels, timetables of the buses that pass the bus stop (information currently which are equipped with real-time information displayed on posters at bus stops and shelters). The operator can also screens, are located along the first five routes send messages on potential service interruptions and delays. All the of the new network. The innovative street information can be updated remotely and in real time thanks to the 3G furniture is designed and produced by TMB technology built into the bus stop posts. and the manufacturer Capmar. It is intended that this information system will form the basis of the The bus stop posts are free-standing and standard design of street furniture in Barcelona. It saves space and save energy as they are not connected to the energy, and gives users real-time information on the state of the power grid, being powered entirely by solar service, helping them to plan their journeys as efficiently as possible. energy. The stops can be installed on any For greater accessibility, the panels also have an audio system which is type of pavement, as they do not require as activated by a remote control carried by the user and gives information much space as traditional bus shelters. The on when the next bus will be arriving. new, hi-tech bus stop was developed from the solar bus stops that are currently in place along some routes in the Catalan capital and its metropolitan area. The new stops have been improved with the addition of two solar powered e-ink screens. 2012 Management Highlights of the year 23 Summary
Milestones for FMB
Completion of refurbishment works on The architecture of the spaces focuses on Glòries, Bellvitge, Artigues/Sant Adrià improving crowd flows, using pale colours to and Sant Ildefons stations. make them seem lighter and making future maintenance easier through the use of more Works to fully refurbish Glòries (L1), Bellvitge robust materials. (L1), Artigues/Sant Adrià (L2) and Sant Ildefons (L5) metro stations, were completed At all four stations the works have in 2012. The works began in 2011 as part of a complemented measures to adapt them for programme to update and improve older and use by people with reduced mobility, reducing frequently used stations. the vertical and horizontal barriers between trains and platforms. This principally involved The stations have been refurbished without raising the platforms so that passengers do affecting them structurally in order to give not have to step up onto trains. them a completely new look, both in the public and non-public areas, while improving accessibility. The work was carried out subsequently to and independently of works carried out by the Government of Catalonia to improve accessibility, comprising the installation of new lifts.
Lobbies have been redesigned to make better use of space while paving, steps, ceiling and wall coverings have been replaced, lighting improved, display panels and furniture replaced, and more effective ticket barriers installed (except at Artigues station, where the newer barriers were already in place). 2012 Management Highlights of the year Milestones for FMB 24 Summary
Joint tendering for power supplies ——Stage two: Tenders based on variable in 2013 by the Barcelona and Bilbao prices were received in December and metros and the Murcia tram network further information was requested as part of the negotiating process. After studying Following the successful joint tendering the tenders, the contract was awarded to process for power supplies carried out in 2011 Gas Natural Comercializadora, S.A., which with the Bilbao metro company, the company presented a very competitive tender in terms which operates the Murcia tram network of price with considerable flexibility built in to joined the purchasing group in 2012. Although allow it to react to fluctuations in the electricity the tendering process was carried out jointly, market during the contract period. the process resulted in three, independently managed, contracts for the three companies. TMB has led the sector in the use of a joint call for tenders for power supplies, setting an There were two stages to the tendering example for other rail operators and public process: authorities, who have expressed interest in ——Stage one: A public call for tenders was the outcomes and methodologies used in the issued in November, requesting a fixed process. price to ensure that the price remains stable throughout the life of the contract. All the offers received exceeded the tender budget so the process was declared void and stage 2 opened. 2012 Management Highlights of the year Milestones for FMB 25 Summary
Launch of the first Pickbe online shops How the system works: Users in these stations in the Barcelona metro can download the app for free and then use it to buy items by scanning the QR code at the In November the first mobile commerce side of the product displayed on the screen. In application was installed in the Barcelona addition to making purchases from the metro's metro, with virtual shops located on the virtual shops, the application gives users underground network as part of a joint project access to a wide range of other products between TMB and Pickbe, part of the Inspirit based on their location, prioritising offers close group. to them.
Pickbe is an application which runs on iPhone TMB's virtual shops will help position Pickbe and Android mobile phones and allows users to as the app which launched the mobile buy, with exclusive discounts, the products and commerce revolution in Spain, link it to users services offered by some of the biggest online in the places they visit every day. brands, such as Privalia, Groupalia, Ulabox, Casa del Libro and Promociones Farma. Customers can also use the application to capture content from the large format screens of the virtual shops, the first of which have been installed in the lobbies of Diagonal (L3) and La Sagrera (L1-L5) stations. 2012 Management Highlights of the year Milestones for FMB 26 Summary
ONCE and TMB design a metro map TMB hopes this map will contribute to in relief with a legend in Braille maintaining the traditional Braille system for blind and visually impaired users, while the Transports Metropolitans de Barcelona organisation is also working to develop new (TMB) worked with ONCE on the design electronic systems to provide information on and development of a relief metro map with accessibility, taking advantage of the potential a legend in Braille. The agreement with the of new technologies. institution reflects TMB's commitment to ensure universal accessibility to its services. Last year this involved the publication of a metro guide in Braille.
TMB published 500 copies of the new relief and Braille metro map, which users can collect from Punt TMB information and customer service centres. The map allows visually impaired users to consult metro routes and, as it reflects the city's real geography, to easily identify their current location in the city. 2012 Management Highlights of the year Milestones for FMB 27 Summary
Cooperation agreement between the Barcelona and Santiago Extending mobile phone coverage in the metro network de Chile metros Since summer 2012 all the metro's conventional lines have had mobile The metro operators in Barcelona and Santiago de Chile agreed in phone coverage. 2012 to share knowledge on network operations and technology for railway systems, with a view to developing joint technical support and In response to growing demand for mobile phone coverage in the assistance projects. metro, TMB has installed GSM and UMTS (3G) systems on all the network's conventional lines. Under the framework agreement, over the next two years the two companies will jointly supervise new rail network projects in Latin Mobile phone coverage has been installed in the metro network in a American countries such as Ecuador, Colombia, Panama, Peru and number of stages. In 2005 TMB signed an agreement with Movistar, Brazil. In particular, they will offer technical assistance in the fields of Vodafone and Amena (now Orange) to share common infrastructures fare systems, the development of new lines, maintenance and safety. with all these operators and to make it available to new operators, such as Yoigo, which joined in February 2008. The companies will draw up specific agreements to facilitate cooperation and develop joint projects, and will set up a joint The project was planned and coordinated by TMB and implemented by monitoring committee. the operators. It is based on a unique model whereby no concession is granted, so there is no cost to the company, the investment being shared by the telephone companies. The system was installed in six distinct phases and by June 2012 the entire network was covered, including lobbies, platforms and inside trains between stations, apart from the automated lines, L9 and L10, as the stations and tunnels are owned by the Government of Catalonia through Ifercat, which is responsible for communications networks on those lines. 2012 Management Highlights of the year 28 Summary
The year's milestones for TMB
Signing of the 2011-2012 Programme Total Contract 2011-2012 (thousands The General State Administration (AGE) and Source of funding of euros) % the Metropolitan Transport Authority (ATM) signed the 2011-2012 Programme Contract on Receipts from users 1,138,582 45.24% 27 December 2012. Government agencies: 1,187,849 47.20% The document sets out the financing AGE 227,124 9.03% requirements of the Public Transport System in the Barcelona Metropolitan Area for the Government of Catalonia 618,742 24.59% period 2011 to 2012, totalling 2,516.57 million Barcelona City Council 153,562 6.10% euros, which were covered as follows: AMB 188,421 7.49% Other ATM + VAT refunds 23,322 0.93% Debt 166,817 6.63% Total 2,516,570 100.00% 2012 Management Highlights of the year The year's milestones 29 Summary for TMB
Awards received by TMB in 2012 The 2012 Corresponsables Awards were organised by the Corresponsables Foundation. This was the third year the awards were ——CERMI Accessibility Award presented and 266 social responsibility and sustainability initiatives At the 2012 cermi.es Awards, TMB received the award for Universal were nominated across the four categories: large companies, SMEs, Accessibility for its efforts to make the entire public transport network government and public companies, and non-profit organisations. accessible, making Barcelona one of Europe's most accessible cities in terms of transport. TMB's candidacy detailed some of the measures implemented to help disabled people make independent use of the public transport system, These awards are presented each year by the Spanish Committee especially blind people. of Representatives of Persons with Disabilities (CERMI) in recognition ——TMB was a finalist in the Telefónica Ability Awards for accessibility of individuals' and organisations' efforts to help disabled people and In 2012 TMB was one of the three finalists in the customer focus their families. Award categories include workplace inclusion, social and category of the prestigious Telefónica Ability Awards which recognise scientific research, universal accessibility and institutional services. companies and organisations that build approaches to disability into In 2012, over 100 nominations were presented across the 10 their business models. As a finalist, TMB is a member of Club Ability, categories. a forum where finalists for these awards can share best practices and experiences. ——2012 Corresponsables Award At the end of November, TMB was presented with the 2012 The awards ceremony was held in Madrid on 30 October and was Corresponsables Award for the most socially responsible public sector presided over by Queen Sofia of Spain. The Minister for Social Services company in recognition of a range of initiatives implemented to help and Equality and the President of the Community of Madrid also disabled people use public transport and for its commitment to the attended. principle of universal accessibility. The Telefónica Ability Awards recognise good practice by organisations and institutions in the areas of accessibility, choice, training, risk prevention and the development of products and services for people with disabilities. In 2012, over 400 nominations were presented from 203 companies across the nine categories. 2012 Management Highlights of the year The year's milestones 30 Summary for TMB
——TMB recognised by the Sant Jordi Amputees' Association These awards for the best communication projects in Spain are This award was presented for TMB's application of the principle of presented each year by the Observatorio de la Comunicación Interna universal accessibility to all forms of public transport on the occasion e Identidad Corporativa, a body set up by the IE Business School, the of the First Forum on Functional Diversity organised by the Sant Jordi magazine Capital Humano and Inforpress. A total of 78 organisations Amputee's Association. presented 106 candidacies for this year's awards.
——Award for best Publicity Campaign from the Col·legi de Periodistes TMB's internal communication initiative, the Tria la teva causa (Choose TMB's 2011 publicity campaign Tria la teva causa (Choose your cause) your cause) campaign, was also a finalist in the corporate social was the winner of the 4th award of the Communications Office of responsibility category. the Col·legi de Periodistes de Catalunya (the Association of Catalan Journalists), highlighting the efforts made in recent years by the company's in-house journalists.
The jury were particularly impressed by the way the campaign met a number of challenges facing the company, made intensive (but fully justified) use of a variety of media, and produced a quantifiable return on the investment made.
The Tria la teva causa (Choose your cause) campaign was launched during 2011 as part of the Cooperation and Solidarity Master Plan. The aim was for the company's employees to decide which social action measures the company would support. The cause selected was the fight against cancer.
——Award for Innovative Internal Communication In April Metropolità, a documentary produced by TMB and directed by Albert Solé, received the award for Innovative Internal Communication at the Internal Communication Best Practice Awards. 2012 Management Highlights of the year The year's milestones 31 Summary for TMB
Debt assumed on request of ATM
The Metropolitan Transport Authority (ATM) required TMB to assume debt of up to 66.9 million euros in order to meet its financing needs. Despite the credit squeeze, TMB succeeded in obtaining a loan for this amount from CaixaBank.
The loan matures in the long term (7 years, with a two-year period of grace on repayment of the principal). Sustainable transport: at the heart of the organisation 5TMB in figures 2012 Management Sustainable transport: 33 Summary at the heart of the organisation TMB in figures
TMB passenger numbers
Reflecting the current economic situation, passenger numbers across TMB's bus and metro networks have been affected by falling general the Barcelona Metropolitan Area integrated transport system fell by demand in the Metropolitan Area. Metro passenger numbers were 3.8% in 2012, while private car use declined by 4.7%, according to down 4% from 388.98 million in 2011 to 373.50 million in 2012. A like- figures from the ATM www.atm.cat( ). These figures are equivalent to 36 for-like comparison, however, stripping out the effects of strikes in 2012 million fewer journeys than in 2011. The economic recession and job and differences in the calendars for the two years, shows a less severe losses are having a direct effect on the travel patterns of Barcelona's decline in passenger numbers of 3.3%. residents. Passenger figures for Transports de Barcelona, SA, which include the Passengers carried by TMB regular bus network, the Bus Turístic and the Tramvia Blau, fell by 4.5% from 188.4 million in 2011 to 179.97 million in 2012. The number of 2012 2011 Chg. % passengers using the regular bus network fell by 4.2%. Stripping out the Barcelona metro 373.505 388.978 –15.473 –4.0 effects of strikes in 2012, and differences in the calendars for the two Total Ferrocarril 373.505 388.978 –15.473 –4.0 years, shows a like-for-like decline of 2.3%. Metropolità de Barcelona Passenger numbers on the Bus Turístic and Tramvia Blau also Bus network 173.965 181.678 –7.713 –4.2 dropped, by 10.2% and 18.6%, respectively. Bus Turístic 5.751 6.406 –0.655 –10.2 Tramvia Blau 0.257 0.315 –0.059 –18.6 The following chart shows passenger numbers on TMB services (including leisure transport services) over recent years, indicating a Total Transports 179.973 188.400 –8.427 –4.5 number of clear trends: 1) From 2002 to 2007 passenger numbers de Barcelona grew steadily, coinciding with the implementation of the integrated fare Total TMB 553.477 577.378 –23.900 –4.1 system, extensions to the metro network and population and economic growth in the area. 2) Passenger numbers fell for two consecutive years from 2008 following the start of the recession. 3) TMB's overall passenger numbers rose again in 2010 and 2011 following extensions to the metro network (extensions to lines L2, L3 and L5 and the opening of the first stretch of L9/L10). 4) Finally, the worsening economic situation led to another drop in passenger numbers in 2012. 2012 Management Sustainable transport: TMB passenger 34 Summary at the heart numbers of the organisation TMB in figures
TMB passenger numbers (including leisure transport services) Network figures (31 December 2012) (millions of ticket validations) Buses-km in operation PROVISION Places-km (millions) (thousands) 600.0 Metro 15,623.62 85,230.20 Buses 3,320.87 40,254.16 560.0 Total TMB 18,944.19 125,484.36
520.0 PASSENGERS (millions) 2012 Journeys on the metro network 373.50 480.0 Total Ferrocarril Metropolità, SA 373.50
440.0 493.1 511.8 535.7 548.4 550.2 561.1 576.9 571.2 557.6 570.7 577.4 553.5 Journeys on the bus network 173.96 Journeys Tramvia Blau 0.26 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Journeys Barcelona Bus Turístic 5.75 Total Transports de Barcelona, SA 179.97
Cable car journeys 1.37 Total Telefèric de Montjuïc, SA 1.37
OCCUPANCY (2012) Metro Buses Passengers/coach-km in operation 4.29 4.43 Passengers/km (places-km/1,000) 121.53 156.02 Average distance per journey (km) 5.10 2.90 2012 Management Sustainable transport: 35 Summary at the heart of the organisation TMB in figures
TMB services
Vehicles-km in operation Places-km provided
In terms of vehicles-km in operation, the services provided by both Logically, this figure has declined for the same reasons described networks shrank in 2012, the metro network by 5.9% and TB services previously, by 5.9% compared with 2011. by 5.4%. This decline is due in part to the rationalisation measures described previously, and partly to two days of general strikes and Places-km provided (millions) other partial stoppages in protest against the implementation of Royal Decree Law 20/2012. 2012 2011 Change % Metro 15,623.62 16,624.06 –1,000.44 –6.0
Buses-km in operation (thousands) TB 3,320.57 3,501.86 –181.29 –5.2 2012 2011 Change % TMB 18,944.19 20,125.92 –1,181.73 –5.9 Metro 85,230.20 90,585.00 –5,354.81 –5.9 TB 40,254.16 42,556.81 –2,302.65 –5.4 2012 Management Sustainable transport: 36 Summary at the heart of the organisation TMB in figures
Bus
Transports de Barcelona passenger numbers Passengers carried by Transports de Barcelona (millions) 2012 2011 Change % Reflecting the current economic situation, passenger numbers across the Barcelona Metropolitan Area integrated transport system fell by Bus network 173.965 181.678 –7.713 –4.2 3.8% in 2012, while private car use declined by 4.7% (source: www. Barcelona Bus Turístic 5.751 6.406 –0.655 –10.2 atm.cat). These figures are equivalent to 36 million fewer journeys Tramvia Blau 0.257 0.315 –0.059 –18.6 on public transport than in 2011. The economic recession and job losses are having a direct effect on the travel patterns of Barcelona's Total TB 179.973 188.400 –8.427 –4.5 residents. Unemployment in Barcelona province rose from 6.6% in 2007 to 22.6% in 2012 (annual averages. Source: Idescat). The main reasons for this decline in demand are: ——Rising unemployment, which clearly causes a decline in the number Against this backdrop of falling general demand in the Metropolitan of people commuting to work. Area, TMB's bus and metro networks have also been affected. ——Falling consumption levels, reducing the number of journeys made Transports de Barcelona's passenger numbers were down 4.5% from for shopping and leisure purposes. 188.4 million in 2011 to 179.97 million in 2012. However, stripping out ——A shrinking population as immigrants return to their country of origin the effects of strikes in 2012 and differences in the calendars for the and young native workers leave to seek work. two years shows a less severe like-for-like decline of 2.3%. ——Strikes affecting the bus system during the year included two general strikes on 19 March and 14 November, together with a number of As the following table shows, demand has fallen for both the regular partial stoppages in September, October and November in protest bus network and the leisure transport services. Passenger numbers against the implementation of Royal Decree Law 20/2012. on the regular network fell from 181.68 million in 2011 to 173.97 million ——Changing habits following intermittent stoppages on the bus network in 2012, while the numbers using the Bus Turístic and the Tramvia Blau from September to November. Users sought alternative means of declined by 10.2% and 18.6%, respectively. transport in response to uncertainty about the reliability of bus services during this period, and continued to use these alternatives. This made it difficult get passenger numbers back to their previous levels, although normal services had been resumed. 2012 Management Sustainable transport: Bus 37 Summary at the heart of the organisation TMB in figures
Falling passenger numbers on Leisure Transport services were also Bus network passenger numbers mainly due to the general strikes and strikes on the bus services in (including leisure transport services) protest against Royal Decree Law 20/2012. TMB's Bus Turístic also lost (millions of passengers) passengers to a competitor, Barcelona City Tour, whose market share 220.00 grew in the period. 210.00 The following chart shows passenger numbers on TMB bus services (including leisure transport services) over recent years, showing two 200.00 clear trends. From 2001 to 2007 passenger numbers grew steadily 190.00 in response to improvements in the service (fare integration, quality improvement plans in 2002 and 2006, new buses, better information, 180.00 etc.), together with population and economic growth. Extensions to 170.00 the metro network in recent years, coupled with the severe economic recession, led to falling demand from a peak in 2007. 160.00 187.19 189.83 203.71 205.00 205.00 207.70 210.50 194.86 195.95 189.44 188.40 179.97
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Occupancy
In 2012 TB's average occupancy was 4.47 passengers carried per vehicle/km in operation, 1% more than the previous year, when the figure was 4.43. The increase is the result of matching the services available more closely to the needs of passengers. 2012 Management Sustainable transport: Bus 38 Summary at the heart of the organisation TMB in figures
Services provided by Transports de Barcelona a) Modifications on weekdays: in line with these criteria, service was modified on the following fourteen routes: 17, 19, 37, 40, 45, 47, 54, 60, In 2012 TMB continued to apply various measures as part of the 62, 73, 75, 76, 78 and 92. management rationalisation plan adopted by the company to increase b) Adjustments at weekends and on public holidays: Saturday services efficiency and ensure the viability of the metropolitan area's public on the following nine routes were modified, again in line with the above transport system. These measures are intended to bring the services criteria: 11, 17, 19, 28, 41, 45, 47, 73 and 92. available into line with passenger requirements, using resources for the routes and time slots that are of interest to the most people. In our bus ——Cutting routes network services were modified, taking into account changes in levels The approach to this second set of changes was based on two of demand and cases where the same routes were covered by other principles. Firstly it was considered that routes that clearly duplicated operators (e.g. rail services). Action was taken in the following areas: other services (bus, metro or tram) could be cut. Secondly, we examined routes where ticket sales and validation generated a ——Changes to services available to increase efficiency substantial deficit and occupancy was very low. On 14 January the The approach taken was to remove one bus per route and revise the following routes were taken out of service: timetable so that the new frequency varied little from the old one and ——Route 31 (Hospital Clínic - Canyelles): 75% of this route coincided the effect on passenger numbers was minimal. The following criteria with route 32, which was reinforced so as to improve frequency, and were applied to determine which buses should be cut: other parts of the route overlapped with metro lines 3 and 4. ——As a rule only one bus per route was removed. ——Route 35 (Hospital de Sant Pau - Santa Coloma): the route ——In general, no changes were made to routes which had been overlapped with metro lines 1, 5 and 9. modified in 2011. ——Route 105 (El Prat - Aeroport): the number of passengers was ——The lines involved were subject to the following criteria: low (around 100 per day) and the same journey could be made 1. A reduction in passenger numbers between 2010 and 2011. using routes 46 and 65. 2. The passenger alerts, by type of day, were below average. ——Route 158 (Collblanc - Sant Just Desvern): this route coincided 3. Ticket validations/journeys, by type of day, were below almost completely with bus route 157 and the Trambaix service. average. 4. New service intervals by type of day would not be increased by more than 1.5 minutes, without allowing for the greater operating speed achieved in the bus network. Moreover, the new service intervals would not exceed 30 minutes in any case. 2012 Management Sustainable transport: Bus 39 Summary at the heart of the organisation TMB in figures
The weekend service was also cut on three routes: 58 (this bus did Places-km (in millions) not run on Sundays and public holidays and was also withdrawn on Saturdays), 75 (withdrawn on Saturdays, Sundays and public holidays), 2012 2011 Percentage and 91 (withdrawn on Sundays and public holidays). Places-km provided 3,320.57 3,501.86 –5.18
——Changes to neighbourhood bus services The 5.4% drop in operational mileage during the year can be explained These services generate a substantial deficit throughout the week by the same factors. (weekdays, Saturdays, Sundays and public holidays). However, in the light of their social role, we re-applied the approach taken when Vehicle-km in operation (in thousands) they were created and only cut these routes on Sundays and public holidays, with the exception of routes 111 and 116, where demand was 2012 2011 Percentage sufficient. Coaches-km in operation 40,254.16 42,556.81 –5.41 The rationalisation measures we have described, the two days of general strikes and other partial stoppages in protest against the implementation of Royal Decree Law 20/2012 were the main reasons for the fall in passenger numbers compared with the previous year. In 2012 we provided 3,321 million places-km, 5.2% fewer than in 2011. 2012 Management Sustainable transport: Bus 40 Summary at the heart of the organisation TMB in figures
Cost per passenger carried Cost per passenger carried (euros) and per bus hour Source Cost per passenger carried of funding 2012 2011 Change % Operating Provisioning 0.052 0.063 –1.06 –16.8 In 2012 we continued to make every effort to expenses Electricity/fuel 0.133 0.125 0.85 6.8 contain and rationalise operating expenditure, Personnel 1.051 1.075 –2.40 –2.2 against the backdrop of the recession, which has made it necessary for the company to External services 0.182 0.189 –0.77 –4.1 cut costs. There have been reductions in Changes in –0.026 0.033 –5.92 the funds allocated to provisioning, staff and provisions external services and a plan has been put in Total operating expenses 1.393 1.486 –9.29 –6.3 place to rationalise the services available in line with real demand. These measures allowed Other Taxes other than 0.003 0.003 –0.01 –2.2 us to cut the total cost per bus passenger by expenses income tax 8.9 euro cents, a 5.4% reduction on the cost for the previous year. However, if we exclude Net amortisation 0.147 0.128 1.86 14.5 pensions and variations in provisions, the and depreciation reduction in the total cost per passenger is Gain/loss on sale of –0.001 0.000 –0.09 only 1.1%. fixed assets Pensions 0.009 0.022 –1.29 –58.0 Total other expenses 0.158 0.153 0.47 3.1 Financial Write-off of the 0.000 0.000 0.00 expenses programme contract Structural expenses 0.012 0.013 –0.10 –7.9 Total financial expenses 0.012 0.013 –0.10 –7.9 Total cost/passenger 1.563 1.652 –8.92 –5.4 Passengers (thousands) 179,973 188,400 –8,427 –4.5 2012 Management Sustainable transport: Bus 41 Summary at the heart of the organisation TMB in figures
Operational costs per passenger carried last year were 1.39 euros/passenger, a reduction of 6.3% (the reduction is 2.3% if we exclude changes in provisions). We achieved reductions in all items contributing to the cost per passenger except fuel. During the year the price of fuel rose significantly but, thanks to a financial instrument held to hedge diesel prices, we saved 2.38 million euros. With regard to staff costs as a component of the cost per passenger three factors should be borne in mind: the application of Royal Decree-Law 20/2012 in 2012, salary deductions for strike action and staff reductions. 2012 Management Sustainable transport: Bus 42 Summary at the heart of the organisation TMB in figures
Total cost per hour of bus service Cost per hour of the bus service (euros)
The cost per hour of bus service can be calculated in the same way as Source the cost per passenger. The cost per hour of the service in 2012 fell by of funding 2012 2011 Chg. % 4.3% to 74.4 euros/bus hour. Operating Provisioning 2.487 2.955 –0.47 –15.9 expenses Electricity/fuel 6.350 5.877 0.47 8.1 Operating costs per hour also fell, by 5.2% to 66.3 euros/bus hour. Personnel 50.058 50.618 –0.56 –1.1 External services 8.644 8.907 –0.26 –3.0 Changes in provisions –1.235 1.564 –2.80 Total operating expenses 66.304 69.922 –3.62 –5.2 Other Taxes other than income tax 0.121 0.123 0.00 –1.1 expenses Net amortisation and 6.992 6.037 0.95 15.8 depreciation Gain/loss on sale of fixed –0.035 0.009 –0.04 assets Pensions 0.446 1.049 –0.60 –57.5 Total other expenses 7.524 5.816 0.31 4.2 Financial Write-off of the programme 0.000 0.000 0.00 expenses contract Structural expenses 0.564 0.605 –0.04 –6.8 Total financial expenses 0.564 0.605 –0.04 –6.8 Total cost/bus hour 74.391 77.744 –3.35 –4.3 Total hours of the bus service (thousands) 3,780.2 4,002.7 –222.5 –5.6 2012 Management Sustainable transport: Bus 43 Summary at the heart of the organisation TMB in figures
Revenues Revenue per bus-km, meanwhile, grew by 5.1% in the year to 2.79 euros/bus-km. TB revenues (before discounts and volume discounts) increased by 0.53% in 2012 to 125.2 million euros, despite the aforementioned The chart below shows revenues over recent years together with decrease in the number of passengers. This is mainly due to the fare revenues per bus-km. Revenues and, in particular, revenues per bus- rise introduced at the start of the year. km have increased notably in the last two years.
Revenue per bus-km (euros) Revenue 2012 2011 % chg. Revenue (thousands of euros) Revenue (thousands of euros) 125,161 124,506 0.53 Revenue per bus-km (euros/bus-km) 2.79 2.66 Buses-total km covered (thousands) 44,838 46,871 –4.34 130,000 2.70 120,000 2.50 2.50 Revenue/bus-km 2.791 2.656 5.08 2.49 2.60 110,000 2.50 2.34 2.40 100,000 2.40 90,000 2.30 2.20 80,000 2.20 70,000 2.10 60,000 2.00 50,000 1.90 98,235 40,000 107,631 116,537 113,800 116,462 117,004 124,506 125,161 1.80
2005 2006 2007 2008 2009 2010 2011 2012 2012 Management Sustainable transport: Bus 44 Summary at the heart of the organisation TMB in figures
Bus routes in service at 31 December 2012
Distance Line Route in km (*) 6 Pg Manuel Girona - Poblenou 7.97 36 Paral·lel - Can Dragó 15.40 7 Diagonal Mar - Zona Universitària 10.64 37 Hospital Clínic - Zona Franca 7.88 9 Pl Catalunya - Pg Zona Franca 5.64 39 Barceloneta - Horta 12.14 11 Trinitat Vella - Roquetes 12.34 40 Port Vell - Trinitat Vella 13.02 13 Mercat Sant Antoni - Can Clos 6.91 41 Pl Francesc Macià - Diagonal Mar 10.53 14 Vila Olímpica - Bonanova 10.64 42 Pl Catalunya - Santa Coloma 12.62 15 Hospital Sant Pau - Collblanc 8.72 43 Les Corts - Sant Adrià 14.61 16 Pl Urquinaona - Pg Manuel Girona 6.31 44 Estació Sants - Olímpic Badalona 13.16 17 Barceloneta - Av Jordà 10.33 45 Pg Marítim - Horta 11.87 19 Port Vell - Sant Genís 12.60 46 Pl Espanya - Aeroport BCN 17.95 20 Estació Marítima - Pl Congrés 9.15 47 Pl Catalunya - Canyelles 9.42 21 Paral·lel - El Prat 16.97 50 Collblanc - Trinitat Nova 14.18 22 Pl Catalunya - Av Esplugues 8.84 51 Pla del Palau - Ciutat Meridiana 11.99 23 Pl Espanya - Parc Logístic 7.09 54 Estació del Nord - Campus Nord 10.68 24 Paral·lel - El Carmel 8.88 55 Parc Montjuïc - Pl Catalana 10.66 26 Poblenou - Barri Congrés 7.29 57 Pg Marítim - Ernest Lluch 6.64 27 Pl Espanya - Roquetes 11.45 58 Pl Catalunya - Av Tibidabo 5.31 28 Pl Catalunya - El Carmel 6.73 59 Pg Marítim - Pl R Mª Cristina 9.74 32 Estació Sants - Roquetes 11.57 60 Pl Glòries - Zona Universitària 20.39 33 Zona Universitària - Verneda 10.86 62 Pl Catalunya - Ciutat Meridiana 13.65 34 Sarrià - Pl Virrei Amat 12.15 2012 Management Sustainable transport: Bus 45 Summary at the heart of the organisation TMB in figures
Bus routes in service at 31 December 2012
Distance Line Route in km (*) 63 Pl Universitat - Sant Joan Despí 12.43 99 Bus Turístic Ruta Fòrum 3.78 64 Barceloneta - Pedralbes 10.89 100 Bus Turístic Sud 12.27 65 Pl Espanya - El Prat 12.54 101 Bus Turístic Nord 9.88 66 Pl Catalunya - Sarrià 8.13 102 Pl Eivissa - C. Collserola 9.93 67 Pl Catalunya - Cornellà 13.10 103 Montcada i Reixac - C. Collserola 12.40 68 Pl Catalunya - Cornellà 13.86 104 Fabra i Puig – C. Collserola 10.82 70 Sants - Pg. Bonanova 4.24 107 Interior Cementiri 4.00 71 Pg Marítim - Canyelles 10.54 109 Est. Sants - Pol. Ind. Zona Franca 11.18 72 Dte Gran Via L’Hospitalet - Bonanova 8.58 110
Bus routes in service at 31 December 2012
Distance Line Route in km (*) 123 Bonanova Alta 3.87 V7 Pl Espanya - Sarrià 5.06 124 Penitents 2.65 H12 Gornal - Besòs Verneda 11.35 125 La Marina 5.01 D20 Pg Marítim - Ernest Lluch 9.26 126 Sant Andreu 5.57 V21 Pg Marítim - Montbau 9.42 127 Roquetes 6.11 (*) Based on the average of the outward and return journeys. 128 El Rectoret 8.22 129 El Coll 2.52 130 Can Caralleu 3.68 131 El Putget 2.50 132 Porta - Prosperitat 3.39 141 Av Mistral - Barri del Besòs 9.58 150 Pl. Espanya - Castell de Montjuïc 5.09 155 Can Cuiàs - Sta Mª de Montcada 10.13 157 Ernest Lluch - Sant Joan Despí 6.73 165 Pratexprés 12.41 185 Vall d’Hebron -
Changes to the service Other key measures in the year included:
A number of major changes were made to the TMB bus network in 2012: Line Route Date ——14 January 2012 Withdrawal of four routes due to service 26-36-40-126 New diversion at Pont del Treball 29/01/2012 adjustments (31, 35, 105 and 158) 42 Route extended to Santa Coloma 06/03/2012 ——20 September 2012 Creation of route 150 serving the Montjuïc park and the withdrawal of routes 61 and 193. Changes were made to other 6 Route terminated at Poble Nou 20/03/2012 routes on the conventional network as a result of this new service (13, 30-43-78 Change to route in Les Corts district 17/07/2012 50, 57, 61, 150, 157 and 193). 97 Change to route in Vallbona district 30/07/2012 ——1 October 2012 The first five routes in the new bus network came into service. 13 Route extended to Carrer dels Vivers 20/09/2012 ——1 October 2012 Change to routes 57 and 157, now terminating at 21 Change to route at Can Tunis 15/11/2012 the Torre Melina interchange and running more frequently. 129 New - pending approval 13/12/2012 ——20 September 2012 Change to route 50, now running via Creu Coberta and Carretera de Sants to Collblanc. 2012 Management Sustainable transport: Bus 48 Summary at the heart of the organisation TMB in figures
Special bus services
Special service Date Metro substitute Shuttle for Metro line L2 from Artigues to Pompeu Fabra 6-26 August services Shuttle for L5 Horta to Vall d'Hebron 10-19 August Funicular Montjuïc shuttle 23 January - 13 February FGC substitute FGC (Pl Catalunya- Pl Molina) shuttle 16 January - 20 April services FGC (Provença - Sarrià) shuttle 24-26 August Trade fairs GSMA shuttle 17-29 February Alimentària 2012 shuttle 26-29 March Noviaespaña shuttle 08-13 May Salón VM World 2012 shuttle 07-11 October Other services Vallbona shuttle 10-12 January El Barrio Concert shuttle 21 January Shuttle for ACB King's Cup Basketball final 16-19 February Estopa shuttle 25 February Dansa Ara shuttle 24 April Bruce Springsteen shuttle 17-18 May Carmel shuttle (substitute service for routes 28 and 92) 27-28 May Primavera Sound shuttle 01-02 June Sala Montjuïc shuttle 29 June - 08 August Nit Montjuïc Castle shuttle 14 July Nit Montjuïc Funicular shuttle 14 July World Athletics Championships shuttle 10-15 July Basketball Palau Sant Jordi shuttle 22-24 July Pl Espanya - Cemetery shuttle 27-28 October and 1 November Club Súper 3 20-21 October Club Súper 3 20-21 October Club Súper 3 20-21 October Funicular Castle Shuttle 08-09 December 2012 Management Sustainable transport: 49 Summary at the heart of the organisation TMB in figures
Metro
Passengers carried Passengers carried by Ferrocarril Metropolità de Barcelona (millions) TMB's bus and metro networks have been affected by falling general demand in the 2012 2011 Change % Metropolitan Area. Metro passenger numbers, Metro network 373.50 388.98 –15.47 –4.0 for example, were down 4% from 388.98 million in 2011 to 373.50 in 2012. A like-for- The main reasons for this decline are: like comparison, however, stripping out the ——Two general strikes on 29 March and 14 November, and a number effects of strikes in 2012 and differences in of days of stoppages on the metro in protest against Royal Decree the calendars for the two years, shows a less Law 20/2012 (17 and 24 September, 7, 22 and 31 October and 23 severe decline in passenger numbers of 3.3%. November). ——The Rodalies rail service between Sants station and L'Hospitalet de Llobregat was suspended during August 2011, resulting in an atypical increase in the number of passengers using the metro that year. 2012 Management Sustainable transport: Metro 50 Summary at the heart of the organisation TMB in figures
The following chart shows that passenger numbers fell on all lines The chart below shows passenger numbers over recent years. With except lines L9/L10 and L11. The increase on L9/L10 is mainly due to the exception of 2009, passenger numbers increased gradually every the opening of the new Santa Rosa station in September 2011. year from the introduction of the integrated fare system until 2011, after which demand dropped off again. It is important to note that Passengers carried by metro lines (millions) the company continues to work hard to ensure quality standards are maintained in order to meet users transport needs in spite of the Line 2012 2011 Change % recession and budgetary constraints. L1 101.845 107.660 –5.815 –5.4 Metro passenger numbers L2 41.907 43.520 –1.613 –3.7 (millions of ticket validations) L3 81.759 86.256 –4.497 –5.2 410.0 L4 50.794 52.071 –1.276 –2.5 395.0 L5 87.007 89.762 –2.755 –3.1 380.0 L9 and L10 8.406 7.916 0.490 6.2 365.0 L11 1.030 1.027 0.003 0.3 350.0 Funicular 0.757 0.766 –0.009 –1.2 335.0 Total 373.50 388.98 –15.473 –4.0 320.0 305.0 290.0 275.0 305.1 321.4 331.4 342.8 345.3 353.4 366.4 376.4 361.7 381.2 389.0 373.5
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2012 Management Sustainable transport: Metro 51 Summary at the heart of the organisation TMB in figures
Occupancy ratio
Although overall passenger numbers have fallen, as described above, average occupancy on the network rose by 2.05% to 4.38 passengers per coach-km in operation. This increase is due to rationalisation measures implemented to match real demand. 2012 2011 % Passengers (millions) 373.50 388.98 –3.98 Buses-useful km (thousands) 85,230.19 90,585.00 –5.91 Occupancy ratio 4.38 4.29 2.05 2012 Management Sustainable transport: Metro 52 Summary at the heart of the organisation TMB in figures
Service provided, places-km Places-km (millions)
Funding received from public authorities has been cut as a result of the Line 2012 2011 Change % current financial crisis. In 2012 TMB, therefore, continued to implement L1 3,514.02 3,728.02 –213.35 –5.72 measures to cut expenditure in order to reduce the companies' L2 2,215.28 2,418.89 –203.61 –8.42 financing needs. These included measures to rationalise the metro and L3 2,750.33 2,940.37 –190.04 –6.46 bus services while continuing to meet the needs of the public. L4 2,353.12 2,488.54 –135.42 –5.44 For this reason, cuts have been made to the metro service, in particular L5 3,158.69 3,367.20 –208.33 –6.19 at times when supply amply exceeded demand. L9/L10 1,558.63 1,607.77 –49.17 –3.06 These cuts, combined with stoppages due to two general strikes (on L11 72.91 73.45 –0.54 –0.74 29 March and 14 November) and other stoppages in protest against Total 16,624.06 16,624.06 –1,000.44 –6.02 Royal Decree Law 20/2012, explain the reduction in service provided in 2012 compared with the previous year.
Places-km on the metro network thus fell by 6.0% from 2011 to 15,623.6 in 2012. 2012 Management Sustainable transport: Metro 53 Summary at the heart of the organisation TMB in figures
The following chart shows that, despite the Coaches-km in operation cuts implemented in 2012, the number of places-km increased notably in recent years, The reduction in the service provided is also reflected in the number of as the network expanded with the opening coaches-km in operation in 2012. The train fleet covered 85.2 million of L9/L10 and extensions to L2, L3 and coach-km in operation, a decline of 5.9% on the previous year. L5, together with improvements to service frequencies. Coaches-km in operation (thousands) Places-km (millions) Line 2012 2011 Change % L1 17,584.72 18,570.48 –985.75 –5.31 17,200 L2 12,132.20 13,247.15 –1,114.95 –8.42
16,000 L3 16,658.73 17,751.65 –1,092.93 –6.16 L4 13,319.87 14,096.22 –776.35 –5.51 14,800 L5 17,129.80 18,259.56 –1,129.76 –6.19 13,600 L9/L10 7,992.95 8,244.95 –252.00 –3.06
12,400 L11 411.91 414.99 –3.08 –0.74 Total 85,230.19 90,585.00 –5,354.81 –5.91 11,200
10,000 12,518 13,151 14,656 14,390 16,062 16,624 15,624
2006 2007 2008 2009 2010 2011 2012 2012 Management Sustainable transport: Metro 54 Summary at the heart of the organisation TMB in figures
Provision of trains in service in winter during rush hours (weekdays)
The number of trains in service during the morning rush hour on a weekday in winter (including the Montjuïc funicular) at the end of the year was 138. This figure was unchanged from 2011.
Trains at peak times (weekdays) Line 2012 2011 2010 2009 2008 L1 26 26 26 26 24 L2 22 22 22 22 22 L3 27 27 27 27 25 L4 19 19 19 19 19 L5 30 30 30 29 29 L9 6 6 5 3 – L10 4 4 4 – – L11 2 2 2 2 2 Funicular 2 2 2 2 2 Total 138 138 137 130 123 2012 Management Sustainable transport: Metro 55 Summary at the heart of the organisation TMB in figures
Commercial speed
The chart below shows the commercial speed on each metro line during rush hour on a working day in winter. This varied from 2011 on just three lines: L2, L10 and L11.
Commercial speed (km/hour)
Line 2012 2011 L1 26.8 26.8 L2 27.6 28.1 L3 26.6 26.6 L4 28.4 28.4 L5 26.3 26.3 L9 29.3 29.3 L10 32.4 33.0 L11 24.0 23.7 Funicular 25.0 25.0 2012 Management Sustainable transport: Metro 56 Summary at the heart of the organisation TMB in figures
Cost per passenger carried and per coach-total km covered Cost per passenger carried (euros) Source Cost per passenger carried of funding 2012 2011 Change % The continued general crisis in the economy in 2012 meant TMB's Operating Supplies 0.021 0.022 –0.09 –4.2 companies had to continue to reduce their funding needs by applying expenses Electricity/fuel 0.084 0.070 1.40 20.0 measures to contain and/or reduce costs, without affecting the quality Personnel 0.416 0.426 –1.01 –2.4 of the service provided. These measures include the implementation of a rationalisation plan to adapt the service provided to real demand. External services 0.166 0.194 –2.80 –14.4 Changes in provisions 0.001 0.003 –0.18 –57.1 The cost cutting measures implemented resulted in a reduction in the Total operating expenses excluding 0.688 0.714 –2.67 –3.7 total cost per passenger carried (excluding train leases and charges train leases and charges for L9/L10 for L9/L10). The total cost per metro passenger was 0.83 euros/ passenger, down 1.0% on the previous year. Given that other expenses Other Taxes other than income 0.000 0.000 0.01 22.9 and financial expenses per passenger both rose, by 0.005 and 0.013 expenses tax euros per passenger, respectively, this reduction can mainly be Net amortisation 0.099 0.092 0.68 7.4 attributed to lower operating costs per passenger, which fell by 3.7%. and depreciation Financial expenses increased mainly in line with the company's greater Gain/loss on sale of fixed 0.000 0.001 –0.02 –45.4 indebtedness, as it was obliged by the public authorities to assume assets debt in order to cover some of its financing needs. Pensions 0.003 0.004 –0.16 –39.2 With respect to operating costs, particular efforts were made to reduce Total other expenses 0.103 0.098 0.51 5.2 the cost/passenger of external services, which fell by 14.4% compared Financial Write-off of the programme 0.032 0.021 1.12 52.6 with the previous year. expenses contract Structural expenses 0.009 0.007 0.18 26.6 Total financial expenses 0.041 0.028 1.30 46.2 Total cost/passenger 0.831 0.840 –0.86 –1.0 Passengers carried (thousands) 373,505 388,978 –15,473 –4.0 2012 Management Sustainable transport: Metro 57 Summary at the heart of the organisation TMB in figures
Cost per coach-total km covered Cost per coach-total km covered (euros) Source Unlike costs per passenger, FMB's total cost per coach-total km of funding 2012 2011 Change % covered increased slightly compared with the previous year. Total cost (excluding train leases and charges for L9/L10) rose by 0.9% from Operating Supplies 0.089 0.091 –0.21 –2.3 3.55 euros/coach-total km covered to 3.58 euros in 2012. This increase expenses Electricity/fuel 0.363 0.297 6.63 22.4 was much lower than the CPI at 2.9%. Personnel 1.790 1.797 –0.76 –0.4 Nevertheless, a breakdown of total cost per passenger shows that External services 0.713 0.818 –10.42 –12.7 operating costs per coach-total km fell by 1.8%, while net amortisation Changes in provisions 0.006 0.013 0.73 –56.2 and depreciation costs and financial expenses per coach-total km Total operating expenses excluding 2.961 3.016 –5.48 –1.8 increased significantly. train leases and charges for L9/L10 As with costs per passenger, this reduction in operating costs per Other Taxes other than income 0.002 0.002 0.04 25.3 coach-total km applied to every cost heading except for electricity. expenses tax Net amortisation 0.428 0.390 3.73 9.5 and depreciation Gain/loss on sale of fixed 0.001 0.002 –0.10 –44.3 assets Pensions 0.011 0.018 –0.67 –38.0 Total other expenses 0.442 0.412 3.01 7.3 Financial Write-off of the programme 0.139 0.090 4.98 55.7 expenses contract Structural expenses 0.038 0.029 0.85 29.1 Total financial expenses 0.177 0.119 5.84 49.1 Total cost/coach 3.580 3.547 3.36 0.9 Coaches-total km covered (thousands) 86,735 92,129 –5.394 –5.9 2012 Management Sustainable transport: Metro 58 Summary at the heart of the organisation TMB in figures
Revenues The following chart shows that both revenues and the ratio of revenues to coach-total km have increased over recent years. Despite the aforementioned falling passenger numbers, FMB's revenues (before volume discounts, commissions and discounts) grew Revenue by 9.18 million euros, an increase of 3.97%. This increase was due to Revenue (thousands of euros) the fare rise implemented at the start of the year. Revenue per bus-km (euros/bus-km)
250,000 2.70 Revenue/coach-total km grew by 10.43% to 2.78 euros/coach-total km. 2.78 240,000 2.60 Revenue per bus-km (euros) 230,000 2.55 220,000 2.50 2.55 2.52 2012 2011 % chg. 210,000 2.47 2.51 2.45 200,000 2.40 Revenue (thousands of euros) 240,690 231,506 3.97 2.43 190,000 2.35 Buses-total km covered (thousands) 86,735 92,129 –5.85 180,000 2.30 Revenue/bus-km 2.78 2.51 10.43 170,000 2.25 160,000 2.20 150,000 2.15 140,000 190,207 202,548 203,048 218,024 231,506 240,690 2.10
2007 2008 2009 2010 2011 2012 2012 Management Sustainable transport: 59 Summary at the heart of the organisation TMB in figures
Projectes i Serveis de Mobilitat, SA
Description of the business Accessibility
2012 was the fifth full year the Montjuïc cable car has been in In 2011 the cable car service was audited for universal accessibility operation. On 16 May 2007 the installation was reopened with certification (UNE 170.001 standard) by the certification company completely restored infrastructure and 55 fully glazed cars, each LGAI-Applus. The installations of the Montjuïc cable car obtained holding eight people and fully adapted for people with reduced mobility this certification in December 2008 both for accessibility to the area (PRM). With three stations (Parc de Montjuïc, Mirador and Castell), the (architectural aspects) and for its accessibility management system cable car can carry over 2,000 people/hour/direction, the figure varying (internal management). Accordingly, all cable car routes are adapted to according to demand. It operates every day of the year from 10 am the needs of people with reduced mobility. Wheelchair users can travel to 9 pm (in the busiest season of the year), except when preventive completely independently using ramps, gates and platforms whose maintenance is being carried out. height exactly matches that of the cars. For the blind and visually impaired, signs are appropriately sized and there are walkways and The service provided touch-sensitive browsers on ticket vending machines, while written information is available for the deaf. The Montjuïc cable car operated during 3,206 hours in 2012, the greatest number of service hours being in the summer months from Staff on the Montjuïc cable car service also receive training and are June to September. The service was available for 99.88% of the made aware of the specific needs of disabled people. Both customer scheduled timetable. service and installation maintenance protocols are designed to ensure the service is accessible. Passenger numbers The Municipal Institute of People with Disabilities of Barcelona and Passenger figures for 2012 were pleasing, having increased by 1.87% the ECOM Federation, which represents over 150 groups for disabled to 1,392,942. people, contributed to the design of the cable car's accessibility features. 2012 Management Sustainable transport: Projectes i Serveis 60 Summary at the heart de Mobilitat, SA of the organisation TMB in figures
Environmental sustainability Cable car key figures
When the environmental permit issued to Length 752 the Montjuïc cable car service was renewed, Height (metres) 84.55 the criteria of the Cims project in respect of Number of supports 12 planning for the entire Montjuïc mountain were applied, the priority being to minimise the Number of cars (all glazed) 55 environmental impact of the facilities. System capacity (people/hour) 2,000 Minimum distance between cars 48 R&D activities (metres) Speed (metres/second) 2.5-5 No research and development activities were carried out in 2012. Traction (kVA) 400 Counterweight Hydraulic tension 2012 Management Sustainable transport: Projectes i Serveis 61 Summary at the heart de Mobilitat, SA of the organisation TMB in figures
Barcelona Bus Turístic and Tramvia Blau At year end half the fleet of buses was equipped with sliding roofs to be used on rainy days. From 17 April to 2 September a pilot project was Barcelona Bus Turístic is a joint initiative of Transports Metropolitans carried out for the introduction of Wi-Fi on the Barcelona Bus Turístic de Barcelona (TMB) and Turisme de Barcelona. The service has been service. operating since 1987 and runs throughout the year. The Bus Turístic is now an integral part of the city scene and in 2012 In 2012 three routes were available: the Blue and Red routes, which it celebrated 25 years of operation. It was the first sightseeing bus run year round, and the Green route, which ran from 30 March to service in Spain, with its distinctive appearance and new product 4 November. The same ticket is valid for all three. The Barcelona concept. Official 25th anniversary celebrations were held in the MACBA Bus Turístic by night service, which follows a route showing visitors chapel. An exhibition entitled ‘25 Years Sharing Success’ was also held the city's best known buildings as lit at night, ran from 1 June to 16 at the Espai Mercè Sala, highlighting important events in the history of September. the service and its close relationship with the city.
The service has its own website (www.barcelonabusturistic.cat) As part of TV3's Festa dels Súpers and for the Saló de la Infància and is present in social networks via Facebook and Twitter, where visitors were offered a ride on the Barcelona Bus Turístic. promotional campaigns are undertaken. The number of stops on the 100-year-old Tramvia Blau, which runs During the year sales channels were reinforced through Tour Operators from Plaça John F. Kennedy to Plaça del Doctor Andreu, was cut to and new partners offered users discounts for leisure attractions, two, one at each end of the route. A system for selling tickets using cultural activities, museums, food and drink, special forms of transport, PDAs was also introduced. shopping, and other services. To support environmental sustainability, FSC certified paper was used for the first time in all information and promotional material supplied to customers.
A new stop, Eixample, has been created in Carrer Balmes, to facilitate access to nineteenth- and early twentieth-century Barcelona and the city's new museums. Our 10-language audio guide has been updated to reflect the changes. A quality public transport 6network 2012 Management A quality public transport 63 Summary network
Bus
Average age of the fleet
At 31 December 2012 the bus fleet totalled 1,072 vehicles including 636 standard buses, 287 articulated buses, 27 midibuses, 48 minibuses, 67 double deckers and 7 open top buses.
Changes in its composition resulted in an average age of the fleet of 7.3 years at 31 December 2012.
Average age of the bus fleet (years) 8.0 7.7 7.3 7.0 6.8 6.7 6.4 6.1 6.1 6.0 5.3 5.8 5.0
4.0
3.0
2.0
2004 2005 2006 2007 2008 2009 2010 2011 2012 2012 Management A quality public transport Bus 64 Summary network
Developments and improvements
Improvements to bus service operations ——On-board information systems Work was done in the year on the following projects to consolidate and ——New bus network develop the system: During the year new approaches to the management and operation ——Optimising the energy management system of bus information systems were introduced. New technologies were ——Improvements to data transfer systems used at bus stops, modifying all customer information services and ——Functional (service quality) and maintenance (diagnostic) connecting them to TMB's teleprocessing network. At the stops tactile indicators information screens and new ticket issuing machines are available to ——Development of the customer information system with the the public. introduction of new features such as the sale and validation system, service alterations and the new network. ——Central Operation Aid System (OAS) In the second stage a new data search tool using a website platform New functionality was also added: was developed, allowing users to access the OAS from any computer, ——Incorporation of the on-board sale and validation system. Pilot if they have the necessary authorisation. A system was also developed scheme on 20 vehicles. to obtain online operational indicators, allowing better monitoring of the ——Prototype passenger counter. Pilot scheme on 1 vehicle. network and greater control of productivity. ——Vigibus project. Pilot scheme on 5 vehicles. ——Wi-Fi access for Barcelona Bus Turístic users. The way in which planned service alterations are uploaded was also ——MouTV. Development of online geo-referencing and improved, with a view to reducing the time involved and improving the communication functions. quality of the information used. 2012 Management A quality public transport Bus 65 Summary network
——Infomobility ——Measures to improve information to customers This concept embraces a range of projects based on mobile In this area we worked on defining and implementing the technologies technologies designed to integrate current and future systems to needed for the information systems for bus network customers. improve operational management by rationalising work and resources. In 2012 work was done on the following projects related to the Work was done on the introduction of a model for planned service technology used to manage routes at street level and carry out alterations, linked to on-board information system channels, the inspections: intranet, the Internet, JoTMBé, information screens at stops and on- ——Development of the regulatory action module board information screens, etc. ——Functional improvements to TFIs/Operational queries ——System quality indicators Improvements were made to user information screens and a touch ——Analysis and specification of future terminals according to screen was developed for new bus network interchange hubs (two operations model; contactless card and technological development. units are now in operation). More extensive information is now provided at solar-powered bus stop posts, which are now part of the system for ——Service planning information systems providing information on service alterations. This refers to all information systems designed to help integrate processes related to services available and those for managing ——Measures to improve maintenance, infrastructures and safety the resources needed to provide them (personnel and vehicles). ——ROMMI: Maintenance management information systems. Its purpose is to improve the efficient management, reliability and In 2012 the functional design of Controlled Group management availability of data at corporate level. procedures was completed and technological proposals were presented to facilitate the physical identification of different elements In 2012 development of the platform to support processes for requiring maintenance (this involves widely differing types and assigning drivers continued. A system to monitor indicators for the working conditions). Other measures were also tackled, including planning and assignment service was also developed. the design of a new catalogue of symptoms, the preparation of a report monitoring breakdown costs, and an improved tyre Linked to the strategic decision to change the current support management system (using a remote access system for suppliers). software, a road map was drawn up, which defines the project ——ROMMI: Fixed installation maintenance and safety. the plan and specifies the necessary resources. To ensure the ongoing second stage of a remote control system for installations (SCADA) operability of the current system the new version of HASTUS has been was introduced. installed at all depots. 2012 Management A quality public transport Bus 66 Summary network
——Other measures and projects for improvement ——Zona Franca Port (Stage 2): The project to prepare this new site to meet the operational needs of the fleet assigned to it was completed and work began on setting up a centre office on the site (expected to become available in 2013). The installation of Wi-Fi in the depot yard is also envisaged, so that information can be loaded onto vehicle systems. ——Clothing: During the year a study was made of requirements for adapting the Human Resources management system to a new method for requesting and supplying clothing, with a view to reducing costs. 2012 Management A quality public transport Bus 67 Summary network
Key technological and organisational projects
UIS Project (user information screens) Innovation and sustainability of the fleet
User Information Screens (UIS) are devices that provide visual and TMB's new hybrid and compressed natural gas buses, together with audio information on bus arrival times at bus stops using data supplied improvements to existing buses, make its fleet one of the greenest in by the location system associated with the Operation Aid System Europe. TMB's entire fleet at 31 December was environmentally friendly (OAS). The information screens also incorporate an audio system that in accordance with European standards. All its buses meet the Euro 4 plays the information that is shown on the screen when people with or Euro 5 standard or higher. impaired vision activate a remote control device that they carry with them. New information screens were installed during the year and, at All the additions to the fleet in 2012 were enhanced environmentally 31 December 2012, there were 260 screens installed in bus shelters, friendly vehicles (EEV), either compressed natural gas vehicles or 54 solar screens on AMB solar bus stops, 18 solar-powered TMB hybrids powered by electricity with an auxiliary fuel engine acting as a information posts and 2 TMB touch-sensitive screens. In total, there are generator. These are the two cleanest technologies currently available 334 information points providing real-time information. for buses until 100% electric buses can be developed and perfected.
The UIS displays also show information on major events in the TMB began using hybrid technology in 2010 with the acquisition of the city which affect the service, such as fun runs, street festivals, first pre-production hybrid vehicles, three from Castrosua and one from demonstrations and strikes. MAN. Meanwhile, the Retrofit project to convert existing diesel buses to hybrid technology was developed, starting with a prototype. This project was outstandingly successful, with 70 Iveco 67-series buses based at the Triangle depot converted. 2012 Management A quality public transport Bus 68 Summary network
A total of 20 million euros was invested in 2012 in updating the fleet. It ELENA Project should be noted that Gas Natural Fenosa provided financial support for the acquisition of the CNG vehicles, as a result of which the cost In March 2011 TB signed a contract with the European Investment to TMB was equal to that of a conventional vehicle. In addition to Bank (EIB), under which the EIB will fund up to 85% of the cost of environmental savings, operational savings generated of 18% of the studies into improving the energy efficiency of the bus fleet. total cost will be amortised over the life of the vehicles. To encourage energy savings, TMB also received a subsidy from the Spanish Ministry TB and the Transport Services Division of Barcelona Council agreed of Industry, Energy and Tourism's Institute for Energy Diversification and to jointly participate in this special ELENA (European Local Energy Saving (IDAE) for the acquisition of the hybrid vehicles. As this saving Assistance) project. TB undertook to develop a fleet of hybrid/electric will also be reflected in fuel and power consumption, the investment buses, to buy commercial hybrid or electric buses and to refit its diesel will be amortised over ten years, four years less than the generally and CNG buses through the Retrofit project. Barcelona City Council's accepted useful life of an urban bus. Transport Services Division is responsible for replacing traditional traffic lights with LED lights and coordinating the traffic light system. The greening of the fleet was completed with the installation of high performance pollution filters on all diesel buses which did not meet the The ELENA project will enable TMB to commission studies on Euro 4 standard and which were not suitable for conversion to hybrids. improving the bus network in Barcelona and on hybrid buses and their A total of 435 diesel buses were fitted with filters which retain 75% of technology, and also receive support in identifying the best sources of the nitrogen oxides and 85% of the fine particles emitted, preventing funding for the renewal of its fleet. The EIB will fund the implementation the emission of 215 tonnes of nitrogen oxides and 5.2 tonnes of of this project in 2013 and 2014, depending on the investments to be particles each year This operation was also carried out as part of the made. cooperation agreement between TMB and Gas Natural Fenosa. 2012 Management A quality public transport Bus 69 Summary network
EBFS Project TMB is participating as a member of the User Group. Later in the year (in October, if approved by the European Commission) the 3IBS project TMB is a participant in the EBSF (European Bus System of the Future) will be launched, a continuation of the EBSF project, in which TMB will project, set up to develop a system of next-generation buses designed head the energy efficiency group. to make urban surface public transport systems more efficient, attractive and sustainable. The aim is to increase the attractiveness of SCADA (Supervisory Control And Data Acquisition) project bus systems in urban areas by means of developing new technologies in vehicles and infrastructures in combination with operational best The Technology Department and the Bus Infrastructure Service practices. launched the SCADA project five years ago to develop a system to monitor and control the increasingly hi-tech equipment installed in EBSF is an initiative of the European Commission under the Seventh TMB bus depots. The system is designed to monitor all the equipment Framework Programme for Research and Technological Development. installed in the depots in order to reduce maintenance costs, manage Starting in September 2008, EBSF is a four-year project with an overall environmental and safety issues more efficiently, to minimise the impact budget of 26 million euros and is coordinated by UITP, the International of potential incidents and to help decision-making. Association of Public Transport. For the first time, EBSF brings together the five leading European Bus manufacturers (Evobus Mercedes, The project is being implemented in a number of stages. The first Irisbus Iveco, MAN, Scania and Volvo) with operators and transport stage, begun in 2009, commenced with the implementation of the authorities, component manufacturers, consultants and a number of system in the Horta depot, followed by the Triangle Ferroviari depot. universities. The system will be installed next in the Zona Franca depot, and finally in the Ponent depot. The work done to date has focused on identifying the features which will be essential to the European bus system of the future, both to meet The project was broken down from the start into five modules covering demand and in terms of operating efficiency, driving, the environment, the supervision of comfort, safety, the workshops, auxiliary installations infrastructures (bus stops), intermodality and user information. Four and the data processing centre (DPC). bus prototypes have been developed, which will be tested in four different cities next year: Gothenburg (Sweden), Budapest (Hungary), Bremerhaven (Germany) and Rome (Italy). The UITP has set a target of doubling public transport use by 2025. 2012 Management A quality public transport Bus 70 Summary network
The security and auxiliary installation units are currently being The monitoring of maintenance companies has also been improved implemented. However, a sixth module, energy management, was thanks to better information on the time between faults developing added several months ago in response to the growing number of and response times. This has enabled TB to adjust contracts to more hybrid and electric vehicles in the fleet. This module will monitor vehicle closely match the real needs of the Business Operations Centres power recharges as well as the operation of the electric co-generator (CON). Information is available, for example, on the real use of which converts gas into electricity and heat. The heat generated is components such as engines, valves, pumps, etc. in order to efficiently used for hot water and heating in the depot, while the power generated manage inventories and future procurements, allowing maintenance is an additional source of revenue for the company. staff to focus on preventive rather than corrective measures.
The system's safety module monitors the facilities for fire risks and The comfort and workshop modules will be rolled out in the future, detects smoke. It also monitors entrances to identify and quantify the providing real-time data on waste management, the painting tunnel, number of people entering and leaving the depot at any time. SCADA compressed air generation, lift controls, and water, gas and power allows all this information to be accessed in real time via e-mail and consumption. The aim is to raise awareness of energy consumption mobile phone, enabling staff to respond faster in the event of an while reducing costs. incident. All the information gathered by the SCADA system is displayed The system has improved the supervision and planning of activities consistently and in a highly visual format with 3-dimensional modelling related to the fleet, providing real time information on vehicle cleaning, that shows the physical location of the equipment being monitored optimising the use of wash tunnels, water treatment equipment and together with all the relevant variables and operational alerts. This vacuum cleaners, on how frequently fuel tanks are refilled and on allows the location of an incident, system communication failure or supplies to fuel pumps. other fault to be precisely pinpointed. An online version has also been developed showing key data. 2012 Management A quality public transport Bus 71 Summary network
The system is now monitoring between 1,500 to 2,000 items and the ROMMI project: Monitoring the rolling stock technical target for the future is around 7,000 items. The monitoring of solar assistance model in the Traffic Regulation Centre (CRT) panels and the lighting, ventilation and air-conditioning systems in offices will also be added to the system. The main results from the implementation of the rolling stock technical This project is one demonstration of how Barcelona's buildings and assistance model in the Traffic Regulation Centre from 27 September infrastructures position the city at the forefront of the smart cities 2010 are as follows: movement in Spain, according to a report by consultancy firm IDC ——210 fewer incidents were reported in 2012 than in the previous presented at the Smart City Expo World Congress 2012. year, a fall of 0.71%. This represents a cumulative reduction of 2,212 incidents (6.98%) compared with those recorded in 2010. Although the The implementation of the SCADA system in the Horta and Triangle number of vehicles withdrawn from service rose in 2012, the number of Ferroviari depots was completed in 2012. The safety, rolling stock, vehicles which had to be replaced fell by 2.1% from 2011 and by 5.6% energy and DPC modules were implemented at Horta, while the safety, compared with 2010. rolling stock and DPC modules were implemented at the Triangle ——The reduction in the number of incidents had a positive effect on the depot. The co-generation unit at Horta is also being monitored. km without breakdown indicator.
The first savings generated by the system can be seen in reduced The model is therefore working satisfactorily, significantly reducing the maintenance costs, in particular for the water treatment equipment and number of incidents affecting the service and the impact of the rolling wash tunnels. stock workshops' activities on the availability of the fleet. 2012 Management A quality public transport Bus 72 Summary network
ROMMI project: Predictive Inspections Plan and Plan The new training model, which forms part of the ROMMI project, for Training in and Optimisation of Preventive was launched in 2011 and further consolidated in 2012. It consists Maintenance for the Bus Fleet of developing and imparting short, tailor-made training sessions to give operatives the technical understanding they need to improve Following the good results obtained from the first phase of the effectiveness of maintenance activities. Most of the training implementing predictive inspections in 2011, the model is now sessions were aimed at the staff in the Rolling Stock Workshops established as a key process in improving fleet maintenance indicators. who are responsible for inspecting and maintaining the fleet. They A total of 1,511 inspections were carried out in the year, compared with were organised on a flexible basis to fit in with employees' schedules, an initial forecast of 1,453. minimising the need for them to be away from the Business Operations Centre. A total of 11 training courses were organised, with 81 sessions, Predictive inspections are now a key process prior to carrying out the total attendance being 540. tasks in the maintenance plan. They complement the regular services programmed at regular intervals based on kilometres or time in order New maintenance cost analysis model to identify faults which need to be corrected. The time spent working on vehicles is minimised as these additional tasks can be performed This project was launched and implemented in 2012 in order to during the regular inspections, while the number of incidents is accurately assess the cost of maintaining vehicles by allocating significantly reduced, thereby improving reliability indicators. materials costs to the work orders generated when work is carried out on vehicles in the Business Operations Centres' Rolling Stock Work on optimising the fleet's preventive maintenance plans was also Workshops. This allows material costs to be broken down according to completed in 2012. This involved a detailed analysis of every operation technical criteria such as vehicle series or types, vehicles made by the in the vehicle maintenance programme to assess whether it makes same manufacturer, the systems installed on vehicles, etc. These tools, technical or economic sense to include it in the current maintenance which both facilitate the allocation of materials to work orders and allow plan. New preventive maintenance plans were also implemented for the the costs to be accurately analysed, will be key to identifying medium- hybrid buses. term opportunities for savings in the maintenance area. 2012 Management A quality public transport Bus 73 Summary network
Disruptions Manager Project to install filters to reduce NOx emissions
This system, developed in 2010, automates warnings about In accordance with the Government of Catalonia's Decree 152/2007, programmed disruptions to the service using TMB's static and issued within the framework of the Action Plan to Improve Air Quality dynamic information channels. It uses the geographic information in municipalities which have been declared areas of special protection, system (GIS) to provide users with real time information on every action. the company is obliged to fit particle filters to all vehicles which do not It also feeds data on disruptions to the company's intranet, its service comply with the Euro 4 standard. In February 2010, TMB, with the information video system and its relationship marketing systems. In support of Gas Natural Fenosa, with which it has signed a framework 2012 improvements were made to the interaction between the GIS agreement, decided to fit filters which reduce NOx emissions as well as and the disruptions manager. This has reduced the number of planned particles. disruptions and the time taken in the process, and has improved the quality of the information provided. Temporary warnings have also been In 2010 TMB signed purchase agreements for 460 particle and NOx added to the system. filters. Of these, 120 were fitted during 2010 and a further 245 were An online query tool, the GeoPortal, was also implemented in 2012, fitted in 2011, bringing the total to 365. Seventy new filters were fitted providing information on routes, bus stops and planned disruptions during 2012 and the work to fit the new filters was completed by July to the service via a graphic display which makes it easy to find the 2012, bringing the total number of vehicles fitted with filters to 435. information requested. The remaining filters in the original purchase agreement for 460 filters will not be fitted as the vehicles have been withdrawn following service Disruption maps in the Driver Information System (SIC) cuts.
As part of the service disruptions system, a project was approved The vehicles in the programme, which formerly met Euro 2 or Euro 3 in December 2010 whose initial phase involves setting up driver standards, now produce emissions comparable to the Euro 5 standard, console screens with maps that keep drivers fully informed at all times making TMB's fleet one of the cleanest in Europe. of disruptions affecting their routes. The pilot phase of the system continued to run in 2012 in all buses fitted with the service information video system. 2012 Management A quality public transport Bus 74 Summary network
RETROFIT Project Operations Regulation Centre
This project, to convert diesel buses to hybrid technology, is designed The Traffic Regulation Centre (CRT), in addition to its regular work and to make the fleet more technologically and environmentally up to developing the role of the rolling stock technical assistance service in date. Under the project, series hybrid systems will be installed: the the centre (within the ROMMI project), carried out work in partnership diesel engine is not used for traction but is connected to an alternator with staff in the business operations centres on developing the to generate electric power which is stored in condensers until it is EVOLOP project to improve operational efficiency. needed. Propulsion is provided by two electric motors which are connected to the traction system and drive the bus when accelerating The main achievement in the Inspection area was the design, and going uphill. During braking they generate power to recharge the development and implementation of the plan to combat fraud in TB in batteries. agreement with all those involved: Business Operations Centres, the Sales Department, Legal Services, the Technology Department. The The first successful prototype was built in TMB workshops by Siemens, plan was implemented with some changes in response to budgetary TMB, EDAG and NOGE SL, with financial support from the ACC1Ó constraints. agency and ERDF. In July 2010 fuel consumption tests were carried out and the required tests of roadworthiness were performed at the IDIADA To make best use of the human and financial resources available to the laboratory. Road tests showed that the vehicle was technically viable Security Department, a new security contract was agreed and a new (reliable, cleaner, quieter and more comfortable) while consumption security model implemented on TB's premises. The closed-circuit TV tests showed savings of 20-30%, demonstrating that it would be system in the Zona Franca 1, Zona Franca-Port and Ponent depots economically viable for the vehicle to go into full production. was also extended.
The Institute for Energy Diversification and Saving (IDAE) confirmed that it would provide funding for the vehicle to go into production and manufacturing began in 2010 with initial plans to build five vehicles, including the prototype. Seven further buses came into operation in 2011 and 42 were added to the fleet in 2012. At the end of 2012 the remaining buses of the 70 originally planned were being tested prior to being brought into operation. Barcelona is thus one of just 10 cities worldwide to use this technology. 2012 Management A quality public transport Bus 75 Summary network
Infrastructures ——The installation of work box equipment for hybrid buses at the Triangle Business Operations Centre: a system of retractable walkways A total of 4,229 actions were performed in 2012 comprising 59 that allow maintenance staff to reach the top of the vehicle, its motor infrastructure projects, 386 procurement requests, 3,728 corrective housing and underside without having to move the vehicle, saving time measures and 56 preventive measures related to infrastructure. and fuel and improving safety. The area is equipped with a bridge crane The total cost of these measures was 4.4 million euros (capital and and is suitable for vehicles of up to 12m in length. expenses). ——The installation of work box equipment for hybrid buses at the Horta Business Operations Centre: completion of retractable walkways as Key projects included: described above. ——The installation of an air treatment unit in the operations building at ——Implementation of the SCADA system in the Horta and Triangle Triangle Ferroviari. depots. ——Improvements to the technical performance and features of the hot water and heating equipment at the Zona Franca depot. Making The following measures have been carried out at the Business appropriate use of the solar panels already installed and heat produced Operations Centres: by the air compressors so that the equipment is now more efficient and ——Horta: installation of an automatic fire protection system in the cost-effective. electrical recharging station and alterations to the bus entrance to ——New equipment to generate heat for heating and sanitary hot water improve access for vehicles. Installation of video cameras in the car was installed in the Ponent Business Operations Centre under a service park. contract with Gas Natural Serveis. The gas supply contract includes the ——Ponent: adjustments to the electricity installations to meet the renewal and fitting of the equipment. new requirements of Phase A (covering industrial safety and energy ——Installation of a new compressed air generator at the Ponent efficiency issues) and works to make space in the Rolling Stock Business Operations Centre reusing compressors retired from the Horta workshops for managers. and Triangle depots. ——Triangle Ferroviari: Installation of automatic entry system into the ——Commissioning of phase 1 and execution of phase 2 of the fire depot. Installation of new control centres in the depot. Relocation of protection sprinklers at the Horta and Triangle depots. This included the paint booth, reorganisation of the Rolling Stock Workshops area determining the equipment to be installed, fitting, civil works and and the construction of a stone-paved area for small storage spaces. commissioning the infrastructure needed for the automatic water Installation of video cameras in the car park. sprinklers and hydrants. 2012 Management A quality public transport Bus 76 Summary network
——Zona Franca 1: Installation of automatic entry system into the depot. Operational reliability Installation of new control centres in the depot and improvements to the fire protection equipment. The fleet reliability indicator (average kilometres covered without ——Zona Franca Port: Projects to install basic electrical and breakdowns) was 3,679 km in 2012, a 2.2% improvement on the 2011 telecommunications infrastructures, works to adapt depot area and figure of 3,600 km. This indicator has been steadily improving since offices, installation of fire protection equipment and project to connect 2005 thanks to measures implemented under the ROMMI project to to the power grid. optimise vehicle maintenance processes and reduce incidents which affect the service.
The following chart shows that 2012 was the second consecutive year in which the indicator exceeded 3,600 km without breakdowns.
Kilometres covered without breakdowns (km)
3,800
3,600
3,400
3,200
3,000
2,800
2,600
2,400 2,811 3,251 3,468 3,376 3,376 3,431 3,436 3,600 3,679
2004 2005 2006 2007 2008 2009 2010 2011 2012 2012 Management A quality public transport Bus 77 Summary network
Fuel consumption Buses by fuel type Diesel Biodiesel Caring for the environment is a key aspect of TMB's operations and the CNG Hybrid company therefore actively promotes the use of less polluting forms 100.0% of energy and the development of new, greener technologies. More 90.0% 84.1% environmentally friendly vehicles which run on alternative, greener fuels 80.0% 75.7% 73.3% such as natural gas and biodiesel have been added to the fleet over 66.3% the last few years, and the company has recently started to use hybrid 70.0% 61.5% 57.2% buses that combine diesel and electric motors, helping to save fuel and 60.0% 52.1% further reduce the impact on the environment. 50.0% 45.1% 40.0% 31.3% 33.2% 27.3% Consumption figures for each fuel type in 2012 were as follows: 30.0% 22.9% 23.1% 23.0% 45.1% 20.0% 15.9% 11.2% 11.2% 13.6% 10.8% 10.3% 1. Diesel 10.0% 1.4% 3.6% 0.4% 1.1% 6.4% 0.0% Diesel consumption fell by 14.2% in 2012 to 13.53 million litres, thanks to the replacement of diesel buses with vehicles using other fuels such as 2005 2006 2007 2008 2009 2010 2011 2012 natural gas and biodiesel, and the introduction of hybrid buses.
Average diesel consumption was 61.34 litres per 100 km, slightly lower The chart above shows how other, more environmentally friendly fuels than the 2011 figure of 61.51 per 100 km. have been progressively replacing diesel over recent years. In 2005 93% of the fleet ran on diesel but by 2012 these vehicles made up less than half the fleet, 45% to be precise. The number of hybrid buses also increased significantly in the year, from 12 at the end of 2011 to 69 at 31 December 2012. 2012 Management A quality public transport Bus 78 Summary network
2. Natural gas 3. Biodiesel
Consumption of natural gas by the fleet increased by 16.5% to 10.3 Biodiesel consumption fell by 5.8% in 2012 to 3.79 million litres, as the million kg, due to the greater number of vehicles which run on CNG. number of vehicles running on this fuel fell from 145 in 2011 to 110 at The CNG fleet increased from 353 at the end of 2011 to 410 at the the end of 2012. Average consumption fell by 1.45% to 55.79 litres per close of 2012. Average CNG consumption increased by 2.1% from 100 km. 62.32 kg per 100 km in 2011 to 64.46 kg per 100 km in 2012. Overall, diesel consumption has decreased appreciably in recent years, from 24.2 million litres in 2004 to 13.5 million litres in 2012, while the consumption of greener fuels has increased thanks to the acquisition of vehicles that run on natural gas or biodiesel and, most recently, the introduction of hybrid buses. 2012 Management A quality public transport 79 Summary network
Metro
Rolling stock, fixed installations and operations No new trains were added to the fleet in 2012 and at the end of the year the average age was 11.5 years. This means the fleet is still Average age of the fleet relatively young, as the useful life of a train is estimated at 30 to 35 years. Nevertheless, as the chart shows, the average age of the fleet Until 2009 the addition of new trains resulted in a constant reduction in varies across the different metro lines. the average age of the fleet. As no new trains have been added since that date, the average age of the fleet has increased each year. Average train age by line (2012)
Average train age 2012 L1 L2 L3 L4 L5 L9/10 L11 Total (years) Average age of the fleet 18.4 5.6 20.0 9.6 6.5 3.0 9.0 11.5 (years) 20.0 18.6 Note: does not include the 2 trains on the Montjuïc funicular railway. 15.0 14.2 11.5 The fleet on L5 has been completely replaced in recent years with 9.5 10.5 10.0 9.2 9.3 8.7 new 5000-series units, while the fleet on L2 was fully equipped with new 9000-series trains and 2100-series trains from L2 were 5.0 transferred to L4, reducing the average age of the trains on that line, where some new 9000-series trains were also brought into service. 0.0 Twenty-four 4000-series trains run on L1, together with ten more modern 6000-series trains. Six new 5000-series trains are in service 2005 2006 2007 2008 2009 2010 2011 2012 on L3 together with six 2000-series trains and 18 fully refurbished 3000-series trains. 2012 Management A quality public transport Metro 80 Summary network
Developments and improvements
Measures taken 2. Optimisation of maintenance plans for all train series
1. Refurbishment of 4000-series trains Work to optimise the maintenance plans for all train series was carried out during the year. The condition of the equipment fitted in the trains Work to update the 4000-series trains in service on L1 continued, with was analysed and certain critical items were dismantled to examine them 5 units being refurbished. Only one train remained at the end of 2012, and the state of their components. These measures allow maintenance its refurbishment scheduled for completion in April 2013. intervals to be reliably lengthened or shortened.
The units refurbished in recent years are: All the results obtained have been checked by the train manufacturers.
Number of trains refurbished 4000-series 3. Railway safety study on the maintenance plans for 2000-, 2007 1 3000-, 4000-, 5000-, 6000- and 9000-series trains 2008 4 Railway safety studies were carried out on the 5000-, 6000- and 2009 2 9000-series trains with the help of expert consultants. Measures were 2010 4 implemented to ensure that the results are included in all maintenance 2011 7 documents and to make sure staff are fully aware of them and the implications thereof. 2012 5 Total 23 Work also continued on studies of the same nature begun in 2010 on the 2000-, 3000- and 4000-series trains. Long-cycle work was also carried out in 2012 to fine-tune the door closing system on the five refurbished 4000-series trains on L1. 2012 Management A quality public transport Metro 81 Summary network
4. Target distance on L5 5. Derailment detectors on automatic lines
ATP-ATO equipment with a target distance system was brought Work began on fitting the trains on the automatic lines (L9/10 and L11) into service on L5. Work carried out in the first half of the year with automatic derailment detectors. included testing the train map and ensuring the system works with existing infrastructure, and corresponding work on the signalling system. Operational Safety dossiers were prepared for the physical implementation of the Operational System, so that it could be brought into service. The system was successfully implemented in June 2012 and is now operating with the target distance equipment in place. 2012 Management A quality public transport Metro 82 Summary network
Refurbishment of stations and interchanges 3. Arc de Triomf Interchange (L1 and Rodalies)
1. Refurbishment of Bellvitge, Glòries, Sant Ildefons and The Government of Catalonia's Directorate-General for Transport is Artigues/Sant Adrià stations developing two new lobbies in the Arc de Triomf interchange (L1 and Rodalies) to make it suitable for disabled users and to allow evacuation. For further details see the Milestones for FMB section on page 23. The works, which began in late 2007, also include extending the station's power substation, and in 2010 a new lobby on the Passeig 2. Station refurbishment project drafts Catalunya L1-L3, Sant Joan side came into service. Passeig de Gràcia L3-L4, Plaça de Sants L1-L5, Verdaguer L4-L5, Paral·lel L2-L3 and Besòs Mar L4 In 2012 demolition work on the existing structure in Plaça André Marlaux was completed and the new secondary lobby was almost The project drafts cover all the works to improve floor and wall finishes, completed. This lobby came into service in October. Work on architectural features, signs, ticket barriers and lighting. No structural the emergency exits is now being carried out. Completion of the works are involved. The contract to prepare the project plans was interchange was planned for the first quarter of 2013 following awarded in November 2011 and the work carried out in 2012. The installation of the substation equipment and its connection to the 6 kV plans for Plaça de Sants station were received in October and the grid. others will be complete when the comments and scale models are delivered. 4. Interchange with ADIF station: Passeig de Gràcia (L3)
Works continue to extend the lobbies of the station belonging to ADIF (Administrador de Infraestructuras Ferroviarias). A direct entrance has been closed while it is being widened and an escalator installed. A lift from the lobby to the street will be installed in the extension. 2012 Management A quality public transport Metro 83 Summary network
5. DGTM works on interchanges with L9 ——Collblanc L5: Completion of excavation works on L9. Work on the architecture and fittings of the new L9 station are currently under way Works are currently under way on a number of links between L9 and to connect it with the existing L5 station. These works include adapting other metro lines: the L5 station for disabled users. No date has yet been set for the completion of the works and bringing the facilities into service. ——Torrassa L1: equipment was moved from the old equipment rooms to the new rooms. The last two emergency exits came into service at the end of the year, completing the works.
——Zona Universitària (link with L3): Work on Zona Universitària station on L9 has been postponed following changes to planned work on sections of the line by the DGTM and Ifercat. Work to connect the new lobby with the lobby on L3, on the lift from the street to the lobby and on the lift from the lobby to platform 1 has also been postponed. This station is not therefore currently wheelchair adapted (the DGTM has only installed a lift from the lobby to platform 2) and no date has been set as yet to resume the works. 2012 Management A quality public transport Metro 84 Summary network
Service disruptions to improve infrastructure ——Upgrading the overhead lines at Gorg L2. The overhead line system was modified to open two new electrical switching systems, one on Disruptions were programmed on L1, L2 and L5 to carry out each track, and to allow new traction switches to be connected in infrastructure improvements. These included: future in order to establish a partial electric service between Gorg and Badalona-Pompeu Fabra stations. Between 6 and 26 August a 1. Line 1 restricted service ran on Line 2 between Paral·lel and Artigues/Sant Adrià stations and Sant Roc, Gorg, Pep Ventura and Badalona-Pompeu Work began on 13 August to improve track infrastructures between Fabra stations were closed for works. A special replacement bus Santa Coloma and Fondo stations, including replacing the scissors service ran between Sant Roc and Badalona-Pompeu Fabra stations. crossover switch point at Fondo station and relocating signalling, ATP-ATO and CESARES equipment. Services on this stretch of the line 3. Line 5 were restricted, and Fondo station was closed from 13 August to 2 September. On 10 August work began on track and installation infrastructures between Horta and Vall d'Hebron stations which had been outstanding 2. Line 2 since the stretch came into service. The works, which were carried out by GISA, comprised: Work began on 6 August to improve track infrastructures between ——Rectifying the slope on the line. the Artigues/Sant Adrià and Pep Ventura stations. This included the ——Adjusting track device supports at Vall d'Hebron station. following measures: ——Installing drains to divert leaks in the tunnel arch in the Vall d'Hebron ——Removing the crossover switch point at Pep Ventura station, which shunting area. was damaged due to wear and tear. ——Repositioning track signalling and installing three-phase motors at ——Installing a new crossover between Gorg and Pep Ventura stations to Vall d'Hebron. replace the old one and bring the Gorg L2-L9 interchange into service. Between 10 and 19 August a restricted service ran on Line 5 between ——Strengthening 300 metres of track platform damaged by wear and Horta and Vall d'Hebron stations and Carmel, Teixonera and Vall tear. d’Hebron stations were closed for works. A special replacement bus ——Updating signalling, ATP-ATO and railway remote control system service ran between Horta and Vall d’Hebron stations on L5. components and operations. ——Installing load switches on the track crossover at Gorg L2. 2012 Management A quality public transport Metro 85 Summary network
Infrastructure maintenance 2. Tunnels
In order to optimise the resources used in the construction of tunnels Structural repairs to tunnels included: works to extend the useful life of and stations and to reliably prolong their useful lives, it is necessary to the structure where L3 passes over L5 at Diagonal, where L4 passes carry out a range of measures to prevent or delay, as far as possible, over L5 at Verdaguer and where L5 passes over the FGC tunnel at wear and tear to the operational or structural features of infrastructure Carrer Balmes, and repairs to supporting structures in the lobby of items. In 2012 these measures included: Universitat station on L1 and over track 1 in the Universitat-Catalunya tunnel. 1. Stations and depot workshops Plans were also drawn up for structural repair works on a number of sites in 2013. Structural repairs were carried out at a number of locations including: The ceiling over platforms 1 and 2 at Catalunya L1, the ceilings at 3. Tracks Poblenou station on L4, platform 1 at Urquinaona station on L4, the cleaning and repair of the expansion joints in the upper paving and The track on L1 between Espanya and Catalunya stations was tunnel entrance on the Collblanc side of Pubilla Cases station on L5, completely replaced during the year. 2,971 metres of single track and strengthening the beams in the workshop changing rooms in Sant between the two stations was replaced, including new ballast, new Genís. monoblock concrete sleepers on double tracks, wooden sleepers on single tracks, anti-vibration sleepers and new rails. These works were Structural reinforcements were also implemented at a number of sites carried out without disrupting the service between 9 January and 14 where the need to carry out fairly urgent work on structural features June 2012. was identified. 2012 Management A quality public transport Metro 86 Summary network
Ticket inspectors, security and civil defence In 2012 17.25% fewer security incidents were recorded in the corporate information system than in 2011. This reduction may be due to the The Metro Security Plan covers a range of measures. The measures continued presence in 2012 of the Guàrdia Urbana and Mossos implemented in 2012 and continuing into 2013 are detailed below. d'Esquadra police forces at stations and on trains as part of Operació Xarxa. 1. Security The number of pickpockets reported on the metro also fell by 43.78% As in 2011, there was no new increase in the resources allocated to while the number of items found following robberies (wallets containing security, due to budgetary constraints. Measures to offset this were documentation) fell by 4.09%. aimed at ensuring users feel as safe or safer than ever. These included: ——Shorter visits to stations by security guards, allowing them to visit Preventive security was further strengthened through the use of single more stations. security guards (Agent Únic, AU) who can call on other AUs, 2-person ——Joint operations with visits to all areas of a station. security teams or dog handlers for support in the event of an incident. ——Mobilising formerly stationary security services. Breakdown of Security Service resources Metro Security Service 2005-2012 Service Morning Afternoon Evening 2005 2006 2007 2008 2009 2010 2011 2012 Single agent (AU) 42 61 1 (1) (1) (1) Morning 16 44 55 55 63 79 84 67 Support team (two agents) 5 5 12 (1) (1) (1) Afternoon 28 44 55 55 63 93 104 86 Dog handler 11 11 0 Evening 5 18 24 25 26 35 34 24 Mobile service 3 3 10 Security Centre and Civil 2 3 4 6 8 8 9 8 Other (1) 6 6 1 Defence Operators Total 67 86 24 (1) Includes anti-fraud service hours (1) Security firms' structure 2012 Management A quality public transport Metro 87 Summary network
Budget cuts have resulted in a reduction in the manpower levels 2. Ticket inspectors contracted to prevent fraud. The cuts have been made in the lobbies of those stations where fraud is lowest. A total of 1,689 manpower hours The company changed its ticket inspection strategy in 2012, with more per week were dedicated to combating fraud in stations across the intensive inspections in intersection corridors where offenders are network. more likely to be found and fewer inspections in less frequently used stations. A total of 4.5 million passengers were stopped during the The company remains committed to the ongoing training of security year, 10% more than in 2011, and the number of reports for ticket fraud guards, who received a total of 6,292 hours of training related to and antisocial behaviour increased by 5.64% to 75,000. In addition to sensitive issues such as customer service, incident management, focusing on intensive inspection methods at line intersections, where non-discrimination, in addition to the compulsory courses which the greatest number of passengers are concentrated, greater efforts Metro security guards must complete, such as the Pilot Homologat were made to warn users about ticket fraud. Altogether, 173 such de Seguretat i Protecció Civil (Authorised Security and Civil Defence intensive inspection operations were carried out in the year, an increase Operative) qualification. of 96.6% on the previous year. As a result of all these measures, the ticket fraud indicator for the metro network continued to fall. During 2012 the security teams submitted 5,928 offence reports, of which 638 corresponded to information supplied by the police forces A range of technical and training measures were also implemented to operating on the network. improve ticket inspectors' performance, including the development of an Inspection Department Manual on handling breaches of current Additional security cameras were installed on the premises and in new legislation, which was issued to inspection staff. These measures lobbies of the Arc de Triomf and Selva de Mar stations, bringing the have resulted in a reduction in the number of attacks on inspectors in total number of cameras installed on the metro to 4,598, of which 752 2011 and 2012. A technology project was also launched to develop are installed on the automated lines. an IT terminal for inspectors to help them meet new demands and challenges, such as collecting fines by credit card. This system is A number of measures have been implemented to monitor entrances expected to be in place by the end of the first half of 2013. and detect intruders: ——Pilot testing of intruder detection equipment in two inter-station shafts on L9. ——Video sensors in the tunnels at La Pau. ——Video sensors to control access to the Vilapicina workshop. 2012 Management A quality public transport Metro 88 Summary network
3. Civil defence This included updating stations' emergency dossiers in coordination with the Civil Works Service and the GIS Technical Office, with further Staff and customers must be sufficiently aware of the measures to work to be done. These dossiers are also being gradually incorporated prevent, detect and deal with situations of risk contained in the Metro into the geographic information system (GIS), a highly precise tool with Self-protection Plan. A total of 1,677 employees attended 352 hours of great potential, which should prove very useful for both internal and training and information sessions in 2012. external users.
An emergency simulation was carried out at the Sagrada Família Finally, civil defence arrangements were made for special events station on 28 November, with the participation of all the emergency affecting the network: the Feria de abril, the Sant Joan and Mercè services under the direction and supervision of the Government of celebrations, New Year, the Three Kings' parade, FC Barcelona Catalonia's Directorate-General for Civil Defence. celebrations, etc.
Cooperation agreements were signed during the year with five town councils in the Barcelona Metropolitan Area where metro stations are located (L'Hospitalet de Llobregat, Santa Coloma de Gramenet, Cornellà de Llobregat, Esplugues and Sant Adrià del Besòs). As a result of these agreements, training courses were developed for the police forces in Cornellà and L'Hospitalet de Llobregat. Work also began on a cooperation agreement with the Medical Emergencies System (SEM) which was signed at the start of 2013.
The company also continued to work on updating the metro network's self-protection plan in coordination with the departments involved and external partners. 2012 Management A quality public transport Metro 89 Summary network
Improvements to metro service operations Now that the external contract for the maintenance of infrastructures and telecommunications on line L9/10 has concluded, TMB has The following measures were adopted in the metro business operations decided to manage all such technological systems as far as possible. area: This has led to greater responsibility for maintenance and increased integration of TMB departments, allowing considerable savings. 1. Operations on conventional lines With a view to carrying out more in-house maintenance, we are In 2012 we pursued the work plan established by the Road Map, which reengineering processes to improve the management of problem is designed to introduce a new information system for planning and incidents from the operational control centre. assigning metro services. The system covers everything from long- term service planning to closure and includes procedures for dealing 3. Metro control centre, civil defence and safety, with problems while it is in use. During the year we introduced a new and railway safety availability schedule module for customer service staff and drivers and a new module for assigning services to drivers. As well as marking In 2012 the communication system was reviewed and improved with significant progress within the project, these two changes allowed us the completion of measures for better communication, the identification to eliminate systems supported by obsolete architecture. of calls, ensuring responses, images used by the intercom system (link to video cameras in real time) and the integration of the control centre 2. Operations on automatic lines and automated lines.
Using data collected with the Siemens remote traffic control system, In connection with rail safety, we integrated tools for cooperation, we developed an application which allows us to analyse this data and document management and dissemination in the metro division. We compare scheduled and real running times with a view to improving are also drawing up a project to enable us to obtain special railway regularity and punctuality. registration in accordance with Spanish Ministry of Public Works and Transport regulations governing public passenger transport A new cooperative platform was set up for different management companies. groups to share unstructured information with each other and with other parts of the organisation. In this way it should be easier to improve internal communication, with benefits that include increasing cohesion within the group and reducing the amount of repetitive information. 2012 Management A quality public transport Metro 90 Summary network
Improvements to maintenance Systems to create and upgrade metro infrastructures
The following measures were taken regarding the maintenance of In addition to the measures described in the section dealing with the metro infrastructures and rolling stock: Master Plan for Technology, good progress was made on extending GSM in the metro network. Since May 2012 GSM communications ——Telefèric i Funicular de Montjuïc: All metro units and the Projects Unit have been available throughout the conventional network and on line work with the same IT system (SAP-PM) to manage the maintenance of L11. plant and equipment. In 2012 the management of service incidents on the Telefèric and the Funicular was included in this model.
——Management of customer service staff problems: During the year a pilot scheme was introduced on L3, allowing customer service staff to record certain level 1 station maintenance tasks using the SAP-PM system. 2012 Management A quality public transport Metro 91 Summary network
Station cleaning and maintenance
Due to budgetary constraints, there was no increase in the resources Work continued in the year on measures based on the Area allocated to cleaning in 2012. Measures to offset this were aimed at Management System, with greater quality control over cleaning ensuring the quality levels achieved in previous years were maintained. activities and specific measures and campaigns to reorganise the service in response to the indicators obtained from the MPS system. 1. Cleaning improvement plan New working methodologies based on the SAP and JANO (an IT The cleaning contract was modified during December 2011 and application for the supervision of cleaning teams) systems were January 2012, reducing service levels by over 20%. The new cleaning implemented, improving the quantitative monitoring of services. Despite service began in March 2012. The aims of the changes focused on: the cuts to the service, monthly evaluations of the service and a focus ——Minimising the impact on cleaning staff. on continuous improvement ensured quality levels were maintained ——Minimising the impact of the reduced service on quality levels. and 100% of planned activities were completed. ——Implementing a new Area Management System. ——Finalising quality procedures in line with the management system. A total of 10,115 actions were carried out during 2012 as part of the preventive maintenance cleaning programme. These targets were all satisfactorily met, with some qualitative indicators in the service provision measurement (MPS) system improving.
The qualitative and quantitative targets set in the train cleaning section of the maintenance plan were also met in respect of the subcontracted wash tunnels on L2, L4 and L9. 2012 Management A quality public transport Metro 92 Summary network
2. Anti-vandalism measures The main anti-vandalism measures in the year included: ——Removing graffiti from the outside of 1,823 coaches, cleaning over A new global anti-vandalism contract was drawn up in July 2011 45,700 m2 of the external surface area of trains. drawing on the experience of the previous four years. Combining all ——Maintenance teams removed over 15,000 tags from the inside of maintenance activities related to vandalism (anti-graffiti, anti-scratch coaches, cleaning a total of 7,200 m2 of the interior surface area of and restoring stainless steel facings damaged by scratches and acid trains. burns) led to improved productivity and cut costs. ——Altogether, 70,000 tags and small graffiti were removed in stations, cleaning a total surface area of 37,500 m2, repainting 860 m2 and All the requirements and strategies related to anti-vandalism measures applying 80 m2 of anti-graffiti protection. set out in the tender document and in the subsequent slimmed-down ——Anti-scratch measures and restoring stainless steel facings: 4,000 m2 service contract were implemented in 2012. of anti-vandalism laminate were installed in trains and 600 m2 of stainless steel surface restored. Maintenance teams also replaced The increase in graffiti painted on the sides of trains in the last year 4,700 m2 of reinforced glass facing at stations and cleaned 300 m2 of led to a review of and an increase in the joint actions carried out with stainless steel surfaces. the Security Department, together with other preventive measures including: ——Improving technical security systems on TMB premises. ——Reviewing the monitoring of the entrances to the centres with the highest incidence of vandalism. ——Continuous vigilance at black spots, developing a map of the worst affected areas where the highest number of incidents occur on the network, and implementing specific security measures. ——Monitoring, assessing and reporting damage. ——Support for security teams and setting up monitoring of the worst affected locations. ——Coordinating preventive and responsive measures with the security forces. 2012 Management A quality public transport Metro 93 Summary network
Renovating and improving the network: remodelling facilities
1. Renovation of the training room at Tarragona station 5. Refurbishment of facilities at Gaudí station on L5
Work on remodelling and modernising the facilities and finishes was Refurbishment works were carried out toward the end of the year. completed in September 2012. The project involved the redistribution of spaces, the creation of a multi-purpose room, the recovery of space taken up by old stairwells, 2. Renovation of the non-public spaces at Urquinaona the construction of a new adapted toilet and a protected evacuation corridor. Work began in April 2011 and was completed in January 2012. 6. Refurbishment of the Security and Civil Defence Centre 3. Renovation of the L1 Management facility at Catalunya (CSPC) station and construction of a new base at Arc de Triomf station The refurbishment of the CSPC, which is located on the first floor of Work on the new base at Arc de Triomf station was completed in the La Sagrera building, on Carrer J. Estivill, was completed in the year. February 2012 while work to refurbish the management facility was A room was created next to the CSPC to house management and completed in July 2012. Work to renovate and modernise the staff rest security IT equipment in a controlled space away from the operators' area began in December 2012 and will be complete in March 2013. room.
4. Renovation of the Product Sales Unit's facilities at Entença 7. Renewal of ticket barriers to combat fraud station The programme to change the ticket barriers is being implemented These works began in October 2011 and were completed in February in a number of stages, and in 2012 the barriers were changed in two 2012. stations (Torres i Bages L1 and Urquinaona L4). The ticket barriers are replaced with more effective barriers with automatic two-way gates. The work also involves replacing finishes, paving, surfaces, equipment and signs. Paving to guide blind users was also installed in lobbies and on platforms. New barriers are also planned for the secondary lobby at Collblanc station on L5, with work programmed to begin in January 2013. 2012 Management A quality public transport Metro 94 Summary network
Workshops
1. Extension to Vilapicina workshop blowing tunnel 5. During the year a project was drafted to ensure that the track 0 double walkway in the Vilapicina workshop and the To reduce the time needed to clean and dry the underside of trains on track 11 walkway in the Santa Eulàlia workshop complied with L5 a project was developed to enlarge the present blowing tunnel. Its legal requirements capacity was thus increased from 3 to 5 carriages (a complete train). Work was finished in mid-2012. The Vilapicina project is expected to be implemented early in 2013 and work at Santa Eulàlia should be completed around February 2013. 2. Replacement of lift in shaft 4 at Vilapicina station 6. Electronic laboratory at Sagrera workshop To streamline maintenance and repair work on engines the lift in shaft 4 was taken out of service and replaced with the lift from shaft 3. Tenders were requested for the construction of a 120 m2 prefabricated Because of differences in the shape of the two lifts the layout of the building, on the Sagrera workshop site, to house an electronic area had to be modified. Work was finished early in 2012. laboratory to centralise the long-term preventive maintenance of electronic equipment in all rolling stock. 3. Installation of 20 platform lifts in the Vilapicina workshop. 7. 5S project at Sagrera central workshops and Roquetes The new long-term maintenance programme for the 5000-series made workshop it necessary to install 20 hydraulic jacks (10 on each side of the track) so that a complete train could be lifted, obviating the need to separate During the year work continued on the introduction of the 5S the carriages and making work run more smoothly. During the year civil management project (Sort, Straighten, Sweep, Standardise and engineering and installation work (low voltage and communications) Sustain) in all parts of the Sagrera workshop site and at Roquetes in was carried out, so that the new jacks could be installed. the store section and the equipment checking area of the workshop, implementation of the fifth 'S' being the only part of the project left 4. Construction of an area to raise triple-drive trains in the pending for next year. The main result has been the establishment of a Sagrera workshop cleaner, less cluttered workspace, which facilitates faster, better quality work. Because of the need to lift triple-drive trains in the Sagrera workshop the revision shafts on track 1 were connected, flooring was reinforced, the equipment in the shaft was renewed and 12 new platform lifts were installed. The existing fixed lifts were eliminated. 2012 Management A quality public transport Metro 95 Summary network
Work in buildings Railway remote control systems
1. Vilapicina offices The main measures adopted to modify and modernise systems are listed below: Work included renovating finishes and installations, redistributing part of the existing space and creating an open-plan office area with a small 1. Renewal of the remote control system for traffic meeting room. New toilets were also installed and minor alterations made to the training room. The works began in December 2011 and Work on hardware design and installation was begun. were completed in July 2012. In the first quarter of 2013 the system will be brought into operation on the first two lines (L2 and L4). 2. Mezzanines in Can Boixeres track and overhead line workshop 2. Remote control of energy
The works were carried out to meet current regulatory requirements The remote control systems for all the transformer stations on L4 and and included: installation of a metal access stairway and dismantlable seven remote control systems for overhead power cable load switches safety rails around the entire perimeter with swing doors for loading were renewed. As set out in the Technological Development Plan, materials, installing a door in the partition wall, the construction of optical fibre communications systems were installed in sub-stations a metal walkway to connect existing mezzanines, improvements to plus the remote control systems used for overhead power cable load emergency lighting, emergency exit signs and the installation of fire switches, in 98% and 75% respectively of the cases envisaged. extinguishers. The works began in November 2012 and were planned for completion in January 2013. 2012 Management A quality public transport Metro 96 Summary network
Civil Defence Ventilation, heating and air-conditioning
Work on implementing the metro network fire safety plan continued During the year ventilation was improved at stations with the installation and it was extended to the following stations and other sites: Company of new supply air and extractor units at Cornellà and work on the facilities at Gaudí station (Sagrada Família L5), the new lobby at Selva ventilation system at Penitents. de Mar, the new lobby at Arc Triomf, HR offices at Paral·lel, the new Rail Safety hall in the Vilapicina workshop. Air-conditioning units were replaced and added at other points in the network to provide back-up units that will enable us to ensure With a view to carrying out the measures requested by the fire service appropriate temperatures for the correct functioning of signalling for the issue of an environmental licence to metro workshops, the fire equipment. safety plan was implemented on the following sites: Vilapicina and Roquetes workshops, the fire extinction system being included for existing sub-stations.
In order to ensure the response of the emergency ventilation system in the event of a fire we integrated the fire detection and emergency ventilation systems (previously working separately) at the following stations: Pep Ventura and Badalona-Pompeu Fabra, Roquetes, Trinitat Nova (L3), Diagonal interchange, Hospital Clínic, Carmel, Teixonera and Vall d’Hebron (L5). 2012 Management A quality public transport Metro 97 Summary network
High voltage and traction systems
1. Increased traction power (GISA project)
Increased power will be made available on L5 when the Fabra and Verdaguer sub-stations have been refurbished. Work on refurbishing the Sants Estació sub-station and the new sub-station at Ernest Lluch is in progress. The power connection at the Bellvitge (L1) sub-station is ready to be brought into service by the supply company, Endesa. At present there is a provisional connection.
2. Power supply at sub-stations
Work continued on the connection between the Llacuna and Urquinaona sub-stations. In 2012 work began on improvements to the mains connection at the Encants and Vall d'Hebron sub-stations.
3. Equipment in the traction network and the 25.6 kV distribution network was upgraded
We began to replace obsolete and/or low capacity load switches in various load switch assemblies on the network. Obsolete and/or low capacity sections of the 6 kV power distribution system between Sant Antoni and Encants on L2 were replaced. 2012 Management A quality public transport Metro 98 Summary network
New stations and secondary lobbies
1. New lobbies on L4 Llacuna, Bogatell (developed by the 2. Improved accessibility and compliance with standards at DGTM) Virrei Amat station on L5 (developed by the DGTM)
Work continued in 2012 on the construction of a new lobby at Bogatell The purpose of the works is to comply with standards and improve station to make it accessible for disabled users and to comply with accessibility at the station. The works comprise: the construction of an regulations on evacuation procedures. New escalators and lifts and emergency exit on platform 2, extending the main lobby with two new new equipment rooms will be installed. A new control centre, ticket screened off areas for the construction of stairways and escalators barriers that meet TMB's current standards, new transformers and low to the two platforms, the construction of lifts between the lobby and voltage substations, uninterrupted power supply (UPS) systems, and a platforms and between the lobby and the street, constructing a new fire sprinkler system are also being installed. The old communications entrance to the main lobby in Plaça Virrei Amat with a fixed stairway room is also being extended. All signs in the station are being updated and escalator, and raising both platforms to minimise the vertical and to comply with Metro regulations. The lobby was scheduled to come horizontal gap between platform and train. into service in the first quarter of 2013. Structural and architectural work was carried out in 2012 and most Work to build a second lobby at Llacuna station was cancelled due to of the work on installing equipment and raising the platforms was budgetary constraints. The project now consists of making the station completed in 2012. The works began in September 2012 and were accessible by constructing lifts and installing ramps on platforms scheduled for completion in the first quarter of 2013. in the current lobby. A new station management centre will also be developed. Outside the scope of the original project, new evacuation exits will be developed. The new lifts were programmed to come into service in the first quarter of 2013 and work on the new emergency exits should be completed in the first half of the year. 2012 Management A quality public transport Metro 99 Summary network
Measures to improve accessibility
1. Work carried out to adapt stations for people with reduced 2. Works in progress mobility (PRM) during 2012 (developed by the DGTM) Works continued on six sites in 2012: Passeig de Gràcia L3 (planned No new stations were adapted for PRM in 2012. The second lobby for completion in September 2013), Zona Universitària L3 (no at Arc de Triomf, which is fully adapted, came into service. TMB did planned completion date, works postponed while works on L9 are work throughout 2012 on the preparation, monitoring and consultancy reprogrammed), Llacuna L4 (planned for completion in the first quarter process for a number of plans to adapt stations developed and drawn of 2013), Bogatell L4 (planned for completion in the first quarter of up by the DGTM. 2013), Collblanc L5 (planned for completion in 2014) and Virrei Amat (planned for completion in March 2013). Stations adapted for PRM by the end of 2012 were as follows: 3. Projects in the planning phase Stations adapted for people with reduced mobility (excluding funicular). December 2012 Plans were drawn up during the year to adapt stations to minimum levels, with lifts from the lobby to platforms and from the lobby to L1 L2 L3 L4 L5 L9/10 L11 Total the street and adapting connections between lines, but without Total stations on the line 30 18 26 22 26 12 5 139 second lobbies, interchanges and adapting emergency exits to meet Number of adapted stations 25 18 21 14 21 12 5 116 regulations on evacuation (except in some cases), and minimising architectural changes to stations. The plans are as follows: Poble Stations with ongoing works 2 2 2 6 Sec L4 (new lifts), Poble Nou L4 (new lifts), Vallcarca L3 (new lifts), Stations in the planning phase 5 3 6 3 17 Just Oliveras L1 (new lifts), Verdaguer L4/L5 (new lifts and connecting corridors), Espanya L1/L3 (new lifts), Maragall L4/L5 (new lifts and ——83% of stations were adapted for PMR at December 2012 with 116 connecting corridors), Urquinaona L1/L4 (new lifts and connecting adapted stations with lifts. corridors), Ciutadella L4 (second lobby with lifts), Plaça de Sants L1/L5 ——The DGTM has carried out a study into raising platforms to eliminate (new lifts and connecting corridors), Barceloneta L4 (new emergency the gap between platforms and trains. exit only as this station already has lifts), Clot L1/L2/Renfe (new lifts and connecting corridors). 2012 Management A quality public transport Metro 100 Summary network
Railway safety measures
The key measures implemented in the year include: ——The preparation and submission of documentation to apply for an ——The preparation of specific documentation to obtain official approval ISA (Independent Safety Assessor) Licence from the Spanish Ministry of for Railway Safety Training Centres. This documentation, based on Public Works and Transport. an audit of the centre, sets out the requirements for approval as an ——The development, with technical staff from the Training Unit, of a Authorised Training Centre (CHF) together with any areas needing protocol for external companies to ensure their new auxiliary railway further study to ensure the centre complies with said requirements. vehicles and operatives meet TMB standards for working on the Metro. ——A Safety Audit of the Tramvia Blau. ——The preparation of a new TMB communications manual. ——Risk perception training sessions: in January 2012 the Operations Committee agreed to organised these training sessions within the framework of the 2012 Training Plan. The eight sessions, totalling 28 hours, were attended by 89 members of staff including Technical Operations Managers (CTO) and staff from the Metro Control Centre. ——New special recommendations were drawn up for the inspection of track areas on L9/10 prior to the track coming into service. ——A Railway Safety Workgroup was set up by the DGTM with members from ADIF, Ifercat, FGC, TRAM, ATM, TMB and Rodalies de Catalunya. The group began work on defining a Railway Safety management model which takes as its starting point a Safety Dossier prepared by TMB when L9 came into service, as this document covers all the systems and roles involved (suppliers, infrastructure managers and operators). 2012 Management A quality public transport Metro 101 Summary network
Kilometre markers on Section IV of L9 Opening and refurbishment of commercial areas
When Section IV came into service, it became clear that kilometre We continued to work with the Sales Department on the introduction markers needed to be installed in the tunnel to make it easier to locate and redesign of spaces for commercial use on the network. This and monitor incidents and to maintain the track and infrastructures (as included overseeing projects for new areas at the following stations: on other lines). Espanya L1, Glòries L1, Diagonal L3 and L5, Hospital Clínic, Santa Coloma, Universitat, Sagrera L1, Clot, Lesseps and Sant Ildefons. The new network was fully surveyed during the year, with bases and bolts every forty metres. Observations were made of 90% of the A technical audit of all the network's spaces for commercial use was network and tracks. undertaken, in line with a plan agreed with the Sales Department. Between November and the end of the year audits were carried out Work outstanding comprises connecting the internal network to the of commercial premises at Catalunya L1 and L3, Diagonal L3 and L5, external network, calculating polygons and track points, and installing Santa Coloma and Hospital Clínic. the kilometre markers. The work was scheduled for completion in March 2013. 2012 Management A quality public transport Metro 102 Summary network
Energy saving initiatives Track quality indicators
TMB continued its involvement with the SEAM4US European energy Working with COMSA and the metro's Projects Department, saving project, which lasts for 3 years. The project, which is being we defined a system to determine objectively the state of track implemented at Passeig de Gràcia station, involves modifying the infrastructures. The purpose of this classification is to establish management of facilities to achieve energy savings of 5%, mainly in schemes for use and maintenance and a policy for renovation. The respect of lighting, lifts and escalators and ventilation. system is based on three separate but complementary analyses.
A range of energy saving measures have also been studied. One measure under study is allowing lighting, lifts and escalators to be disconnected remotely from the Metro Control Centre to ensure they are not consuming electricity when the metro is closed. A study has also begun to identify auxiliary power supplies where the contracted voltage could be reduced without affecting services.
Trains' consumption at different speeds on L2 and L5 was also measured and analysed to determine the most energy efficient speed on each section.
The study of L2 has been completed and, once a decision is made on the best option, the new speeds will be implemented on the selected sections. The measurements have been taken on L5 and the data processed. Reports are now being prepared to facilitate decision- making. 2012 Management A quality public transport Metro 103 Summary network
L11: moving towards full automation
On 16 December 2009, automatic, driverless trains came into service Following a testing period on empty trains when the network is closed on a 1.9 km section between four stations on L11 from Casa de l'Aigua to the public, the system came into operation in August 2012, once all to Can Cuiàs. The line was not fully automated at that time as Trinitat the staff had been trained. The automatic, driverless system, which Nova station was not equipped with platform doors as the platform has been operating on the rest of the line since December 2009, was is shared with the 9000-series and 2100-series trains running on L4 scheduled to come into operation in 2013. which had different sized doors.
In order to fully automate the line, anti-intruder systems, which complement the driverless system and are essential for its operation, were installed this year on the Trinitat Nova - Casa de l'Aigua stretch of the line where the driverless service is not yet operating. These systems comprise: ——An object detection system which uses radar to detect if there is a person or object on the track by the platform at Trinitat Nova. ——An on-board detection system, with bars at the front and back of the train, which detects if there is a person or object on the tracks, stopping the train immediately. ——An anti-drag system based on sensitive trims on the train doors which detect if a fine object (clothing or cloth) is trapped and causing drag when the train starts, stopping the train immediately. This system has been installed on all trains on L11. 2012 Management A quality public transport Metro 104 Summary network
Line L9/10
Work on the stations, workshops, tunnel and viaduct in the On section 4 in 2012 work began on the construction of the future infrastructure of sections 1 and 2 is at an advanced stage. The current Sagrera high speed train station, which will be located between La situation is as follows: Sagrera and Onze de Setembre stations. The first stage involved reinforcing the structure of the tunnel to allow platforms to be built ——Section 1 (Terminal Sud – Amadeu Torner): the architecture of the within the tunnel section. Its effect on normal service was slight, as it stations and their facilities are practically finished. Ciutat Aeroportuària only led to alterations on two occasions in the year: two days in April and Eixample Nord stations will not be completed at present, as they and four in September, when a shuttle service was available on the will not be brought into service when the section is opened. GISA has common section of the line and a restricted service was provided on carried out a study of alternatives for a system to evacuate the Nova the branch lines. Work will continue in 2013 with very little impact on Terminal Sud sidings. normal service (a speed reduction along the section where work is in progress). ——Section 2 (new Zona Franca station – Zona Universitària): civil engineering work on the viaduct stations has been completed, building work is at the finishing stage and tests are pending for premises. Work at the stations along Passeig de la Zona Franca (Motors, Foc Cisell and Foneria) has been halted and civil engineering work is in progress at Ildefons Cerdà and Provençana. At the remaining stations (Gornal, Torrassa, Collblanc and Camp Nou) building work is in progress.
——Section 3 (Zona Universitària – La Sagrera): the tunnel and stations are at the civil engineering stage. Tunnelling machinery is not being used at present. Work on this stage is not proceeding at present. 2012 Management A quality public transport Metro 105 Summary network
Operational reliability
The average kilometres without breakdown (including L9/10) in 2012 improved by 6.8% to 73,629 coaches-km covered.
Fleet reliability (km without breakdown)
80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 36,797 43,881 53,365 59,774 59,288 68,959 73,629
2006 2007 2008 2009 2010 2011 2012
The chart shows that the reliability of the fleet has improved considerably in recent years, thanks to new trains and better maintenance management. Since 2007 the indicator has improved by 68%. 2012 Management A quality public transport Metro 106 Summary network
Energy consumption
The power consumed by the train fleet in 2012 (excluding L9/10) was 189.04 million kWh, a reduction of 11.1% 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 energy saving measures. Protecting 7the environment 2012 Management Protecting the environment 108 Summary
Managing quality and the environment
The Quality Department continued to work in 2012 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 was also given to all staff starting work at the ISO/UNE certified units following internal promotions. 2012 Management Protecting the environment 109 Summary
Quality in TB
Joint work was carried out with the Bus Network Operations Department on standardising the management models focused on customer service and improvement. These models have now been defined for the Ponent, Triangle and Horta centres and the target for 2012 was to obtain ISO 9001:2008 and UNE 13816:2003 certification for the Zona Franca 1 Business Operations Centre. A range of measures were taken towards achieving this goal: ——Training on quality and improvement for all managers and staff at the Centre. During the year over 80% of the employees allocated to the centre received training. ——The redefinition and creation of new operational procedures. ——The setting up of an indicator scoreboard. ——The establishment of a methodology for monitoring indicators, targets and compliance with procedures.
As a result of these efforts, the routes managed by the Zona Franca 1 Business Operations Centre have been awarded ISO 9001 and UNE 13816 certification. In respect of the other certificates held by TB, the ISO 9001:2008 and UNE 13816:2003 certificates for the Ponent, Triangle and Horta Business Operations Centres and the ISO 9001 certificate for the Operations Regulation Centre were renewed, based on the standard indicators and procedures model.
Once all the centres had obtained the aforementioned certificates, work began on reviewing and revising operational procedures to provide drivers with a single reference document irrespective of which Business Operations Centre they are attached to. This work was scheduled for completion in the first quarter of 2013. 2012 Management Protecting the environment 110 Summary
Quality in FMB
The Metro Network Operations Department and Central Services The Network Operations Department, working closely with are working together in 2012 and 2013 to standardise the Operations management areas, also performed an audit to determine the extent to Department's management models and obtain ISO 9001 and UNE which current metro operations instructions have been applied (PECA 13816 certification for the Metro Network in 2013. project). At the same time, internal audits and ISO 9001 audits were performed at the Sagrera and Vilapicina metro workshops. To achieve this target in 2013, the work carried out in 2012 included: ——Training in quality issues for technical staff in the Metro's The Department also worked in partnership with the Metro management areas and for Network Support Service staff. Maintenance Department on setting up a project to obtain ISO 9001 ——The redefinition and creation of new operational procedures for the certification for its units. Metro Network Operations Department. ——The establishment of an indicator scoreboard for each management area and one for the Network Support Service. ——The establishment of a methodology for monitoring indicators, targets and compliance with procedures.
As a result of this work the following targets were achieved: The performance of an ISO 9001 and UNE 13816 internal audit, the results of which were positive, concluding that the Metro Network Operations Department could successfully apply for ISO/UNE certification.
The work carried out in 2011 and 2012 means that TMB can achieve the target set for 2013 of obtaining ISO 9001 and UNE 13816 certification for the entire metro network. 2012 Management Protecting the environment 111 Summary
Environmental sustainability in TB
1. ISO 14001 Buses on public highways 2. Emissions study of the bus network
The EMAS Environment Committee for Buses on Public Roads holds The emissions and consumption study is used to make procurement regular meetings to monitor compliance with targets and has organised decisions concerning rolling stock for the bus fleet in the future: the and performed internal audits on the Environmental Management viability of hybrid vehicles, extending the natural gas fleet, etc. System, leading to the renewal of TMB's ISO 14001 certificate in March 2012. The company met with the Government of Catalonia Directorate- General for Environmental Quality in December 2012 to agree a In April 2012 the Committee proposed implementing a tool to identify methodology for calculating emissions from buses. This methodology and extract the legal requirements applicable to each Metro and will be finally agreed in 2013. The Directorate-General for Environmental TB centre in order to ensure centre managers are aware of current Quality is developing a guide to calculating PM and NOx emissions. legislation and their responsibilities in ensuring compliance, as The Government of Catalonia has presented an action plan requesting established in the procedures of the environmental management a moratorium from the European Commission on the terms established system. The aim is to obtain information on each centre's level of for reductions in NOx and PM emissions. This plan will also include the compliance with environmental legislation. This is essential to obtain measures applied and planned by TMB. environmental certification (ISO 14001, EMAS). In June 2012 work finished on the preparation of questionnaires to determine the legal 3. Voluntary CO2 requirements applicable to each centre and the contract was awarded for the extraction and assessment of data on compliance with the In April 2011 TMB signed voluntary agreements to reduce greenhouse requirements applicable to the Vilapicina (Metro) and Zona Franca 1 gas emissions in Catalonia. It presented a verified CO2 emissions (Bus) pilot centres. inventory (18 April 2011) and a set of proposed measures for reducing emissions to the Government of Catalonia's Climate Change Office (OCC).
The emissions inventory for 2011 was presented in May 2012 and
TB's voluntary CO2 emissions agreement was renewed. In June the company presented its responses to the OCC's amendments to the agreement renewal. 2012 Management Protecting the environment 112 Summary
Environmental sustainability in FMB
1. Improvements to waste management systems Significant developments related to licence applications pending in 2012: We worked with Metro Infrastructures and management at Boixeres ——Hospital de Bellvitge: on 17 April the centre was visited and a and Sant Genís to identify the waste produced at these centres, technical certificate for the execution and completion of the project was choose selective waste collection bins and establish areas in which issued. This certificate and the other necessary documentation were waste should be stored. Projects were drawn up for the construction of presented to Barcelona City Council on 22 May. recycling points in these two centres and we began to process orders ——On 17 July, when modification work had been completed at the to carry out this work in 2013. Roquetes workshop, a preliminary inspection was conducted. A favourable report was issued on 3 August and this was submitted to the Selective waste collection systems will be implemented in the offices in City Council, so that we could obtain a definitive environmental licence. TMB's centres during 2013-2015. ——September 2012: L'Hospitalet Town Council formally approved the issue of an environmental licence, acknowledging that it had been A selective collection pilot project on the metro system was launched properly informed of the start of operations at the Bellvitge L1 Tracks on 19 July 2010. It involved Catalunya, Paral·lel, Universitat and Passeig and Works workshop. de Gràcia stations. At present there are no plans to extend selective ——Vilapicina and Sant Genís centres: in November 2012 an application collection throughout the network. was submitted to the Barcelona City Council for an extension to the periods allowed to bring work centres into line with regulations. The To ensure they are more environmentally friendly, the new selective Vilapicina upgrade is almost complete: the only work remaining to waste collection system has been incorporated into the Metro and Bus be done is to install the automatic fire extinguishing system in the cleaning contracts. transformer unit and the high voltage area.
2. Applications for environmental licences for all metro centres The following are still pending for future years: ——The definitive licence for the Roquetes workshop (we expect to In 2005 TMB carried out an analysis of European, Spanish and receive this in 2013). municipal legislation on environmental matters and the requirements ——The upgrade plan for Vilapicina has to be finalised and an initial of the ISO 14001 standard. Accordingly, in 2006 we began the inspection of the workshop carried out once work has been completed. process of applying for environmental licences for metro workshops We expect this to be done in January-February 2013. If these steps are so that they would comply with Law 3/98 on government powers successfully completed, a definitive environmental licence will be issued. regarding the environment. In the years since 2006 we have applied for ——Improvements to other centres and applications for definitive environmental licences for a number of TMB centres. licences: Sant Genís (2013-2014), Santa Eulàlia and Boixeres (2014- 2015) and Triangle (from 2015). 2012 Management Protecting the environment Environmental 113 Summary sustainability in FMB
From November 2011 to January 2012 training in environmentally 4. Agreement to cooperate with the Spanish National Research responsible procurement was given to staff in the Purchasing and Council (CSIC) in a study of air quality in the metro Environment Departments and TMB staff specialising in the relevant materials and services. Training was also provided in each centre In summer 2011 air quality was measured and in December 2011 where Punts Verds (green recycling points) have been set up. Training the results were presented in a study of Variability in Level and sessions are planned for the Sant Genís and Boixeres centres in Composition of Suspended Particulate Matter (PM10 and PM2.5) 2013 and training is also planned in good practice to prevent the in the Ferrocarril Metropolità de Barcelona. The results showed contamination of wastewater in TB. that ventilation is especially good on L9, where levels of particles in suspension are among the lowest recorded in the world's metro 3. Water management systems.
The water quality at the discharge points in all 12 centres is currently Further study is planned for 2013, to determine the factors that monitored twice a year in compliance with regulatory requirements. influence air quality in the metro. It is interesting to note that phreatic water is used in three of the 104 pumping shafts. These sites, Besòs Mar (L4), Hospital de Bellvitge In January 2013 we also plan to carry out a study of the piston and Torrassa (L1), account for approximately 0.6 hm3 (of a total of 11.6 effect and its impact on air quality in the metro. The study will involve 3 hm ). In 2011 an agreement was negotiated with the City Council to measurements of particle concentration, temperature, humidity, CO2 use phreatic water in the Lesseps shaft. The agreement was signed in and CO at Paral·lel, Sant Antoni and Universitat stations on line L2. November 2012. Drainage plans have been updated for all metro centres except Can Zam and Mercat Nou. Plans for the new Bellvitge and ZAL centres have still to be obtained. 2012 Management Protecting the environment 114 Summary
Environmental sustainability in TMB
1. Improvements to waste management systems 3. Environmental Sustainability Master Plan
A system of selective collection was implemented in 2006-2010 with TMB's Executive Committee presented and approved the green recycling points (Punt Verd) at the following locations: Sagrera, Environmental Sustainability Master Plan on 16 June 2010. The Plan Horta, Santa Eulàlia, the Triangle bus and Metro depot, Vilapicina, established management mechanisms from that date including half- Roquetes, Zona Franca 1 and Can Zam. A recycling point was installed yearly reporting to Department Managers and annual reporting to the at the Ponent depot in 2011. Selective collection systems will be Executive Committee. implemented in the offices in TMB's centres during 2013-2015. 4. Environmental training and awareness-raising To ensure they are more environmentally friendly, the new selective waste collection system has been incorporated into the Metro and Bus In response to the need for training courses that meet the strategic cleaning contracts. objectives of the Environmental Sustainability Master Plan, the Environment Department and the Training Department organised an introductory course on building environmental criteria into the design, 2. SAP Environmental Management System to obtain and construction and maintenance of infrastructures. The course was held monitor environmental indicators and targets at the beginning of 2012.
This tool monitors TMB's waste management in detail, from source to From November 2011 to January 2012 training in environmentally final disposal: waste generators, quantities, transport and treatment responsible procurement was given to staff in the Purchasing and costs, transport and collection contractors, treatment managers, etc. Environment Departments and TMB staff specialising in the relevant materials and services. Training was also provided in each centre The SAP EHS (Environment, Health & Safety) module went live at the where Punts Verds (green recycling points) have been set up. Training Santa Eulàlia centre in October 2009. The system was pilot tested in sessions are planned for the Sant Genís and Boixeres centres in this centre to identify problems and study the improvements required. 2013 and training is also planned on good practice to prevent the These improvements were implemented during 2010 and 2011 and the contamination of waste water in TB. system rolled out to other centres. The project was suspended in 2012 due to budgetary constraints. 2012 Management Protecting the environment Environmental 115 Summary sustainability in TMB
5. Green procurement 7. Water management
The company's environmentally and socially responsible procurement In order to comply with regulations on water usage, in 2007 TMB policy was approved in 2009 and on 8 June 2011 the Executive began identifying discharge points, compiling information and Committee approved the environmentally responsible procurement preparing the documentation required to obtain discharge permits for manual. Environmental criteria were also built into the company's all its centres These permits were obtained for the Triangle centre in supplier registration system (ProTrans) and work began on adding September 2009, for Horta in March 2011 and for Zona Franca 1 in an environmental classification code to products recorded in SAP. May 2011. The water quality at the discharge points in all 12 centres This allows the use of green criteria in the procurement of goods and is currently monitored twice a year in compliance with regulatory services to be monitored. requirements.
6. The preparation and implementation of a manual on good TMB also works on an ongoing basis with Infrastructure Departments environmental practice in buildings to keep drainage plans up to date for all Metro and TB centres.
A manual of good practice was published in 2009 to encourage TMB office staff to save water, power and paper. One section included a form for staff to list the signs and notices needed to ensure the message is communicated throughout the workplace. Since 2010 these signs can be found in all TMB's work centres. Communication 8with users 2012 Management Communication with users 117 Summary
Communication with users, employees and the public
Corporate publicity 2. First anniversary of JoTMBé
The following measures are of special interest in this area: The JoTMBé club (http://jotmbe.tmb.cat) was launched at the end of 2011, as a relationship marketing programme. 1. 2012 Literary competition The club is based on various features: service information with a As in previous years, to mark Sant Jordi we held our sixth short story system of alerts, routes to enjoy in Barcelona, gifts on members' competition, which was a great success. From 26 March to 26 April birthdays, and vouchers giving members discounts on a range of competitors were invited to submit their stories to the website set up cultural and leisure activities in Barcelona. by the JoTMBé Club for this purpose (www.relatscurts.tmb.cat), which served as the focal point of the campaign. The best stories were The end of 2012 marked the club's first anniversary. A campaign reproduced on the screens of MouTV. was organised to attract new members and, to express our gratitude to existing members, a draw was held for 365 TMB travel cards To encourage public participation certain changes were made this (alluding to the 365 days of the year). The campaign used a computer year: application as a platform for users to participate. It ran for three weeks ——Two new categories were introduced: ‘Most-read story’, identified by (from 28 November 2012 to 19 December 2012). recording the number of visits, and a special category for photo-stories, a sentence or short story accompanied by a photograph of the text in As a result of the campaign, 12,798 new members registered and its setting. 18,620 users entered for the draw, a total of 48,404 entries (multiple ——Social networks are a key communication tool and we extended our entries were allowed). A high number of visits to the JoTMBé website use of them, especially Facebook, which accounts for 23.4% of the was also recorded: 71,263. total. As well as the microsite, the campaign was publicised via: Primavera Cultural, light-box posters, the MouTV channel, e-mail, the corporate website and social networks, Facebook being the main source of traffic to the microsite.
1,594 participants submitted 2,756 entries and a total of 114,790 visits to the site were recorded. 2012 Management Communication with users Relations with users 118 Summary and the public
3. Christmas campaign 4. Other campaigns organised through the JoTMBé Club
As in 2011, JoTMBé organised a charity campaign for Christmas 2012. ——Tickets for shows "Get moving against hunger and poverty 2012" was the name chosen JoTMBé held 22 competitions for pairs of tickets to see major shows. for the campaign, which ran from 12 December 2012 to 9 January To participate members had to share the campaign via Facebook, and 2013. The project was intended to raise awareness among TMB staff had more chances to win if their friends signed up. The first event was and the general public of the problems of poverty and hunger in our the concert by Macadam Macadam on 25 April 2012, followed by Luis immediate environment. The campaign was supported by various Miguel and concluding with Albert Pla and Hot Stuff on 26 November companies, especially Caprabo, while organisations such as the Red 2012. As a result of this campaign the website received 13,513 visitors Cross and Càritas worked with us to make it a success. and 1,110 new members joined the JoTMBé Club, 904 of them via Facebook, with a total of 2,225 entries in the draw. It was agreed that Caprabo would support the campaign by donating a food parcel valued at one euro for every four clicks on the ‘Like’ button ——TMB Share campaign by members of JoTMBé. The campaign involved various activities: A campaign ran from 24 April to 24 May 2012 to attract new members ——Advertisement: The main idea was to follow the rhythm and lyrics of to the JoTMBé Club. A draw for 150 three-month travel cards and a traditional Catalan Christmas carol (‘Què li darem al noi de la mare?’), 50 six-month travel cards was held in which new members who referring to food for children, the central theme of the Christmas registered were entered. They received additional entries if they shared campaign. The video proved very popular, with 4,600 views on the campaign on Facebook and encouraged their friends to join. The YouTube. results obtained were very positive: 20,530 visitors, 730 new members, ——The microsite: this was the focal point of the campaign and was used of whom 709 came via MGM's Facebook friends, and 3,496 entries. to sell Christmas cards and inform users about special services. ——Radio, e-mail and social networks were also used.
The campaign had a great online impact: 1,002 participants, over 12,000 visits to the website (an increase of 133% compared with the previous year) and 4,600 views of the video clip. 3,000 euros was raised by Caprabo through its scheme for giving a euro for every four clicks on the programme's link. 2012 Management Communication with users Relations with users 119 Summary and the public
——Olympic Games Campaign From 2 July to 19 July 2012 JoTMBé ran a draw for five trips for two to the London Olympics with tickets for Olympic events. The campaign was based on a new registration system using JoTMBé's Facebook app. As a result of the campaign the JoTMBé app was accessed 16,298 times and downloaded 2,723 times, 586 new members signed up, 84 of them via Facebook friends, and 1,603 people entered the draw.
——Bank card campaign To promote the card payment system built into metro ticket machines, the JoTMBé Club ran a draw for 10 monthly travel cards for customers who used their bank cards to buy travel cards. The campaign ran for three months from 16 May 2012 to 29 August 2012. The campaign generated 18,867 visitors and 25,929 entries by 3,488 people. It also resulted in a high number of new members (1,353).
——Fica’t Barcelona a la butxaca (Barcelona in your pocket) campaign This campaign ran from 6 to 26 September 2012. To take part in the draw on JoTMBé for 250 three-month travel cards, participants had to register and share the campaign on Facebook. They gained further chances to win if they also shared it on Twitter. The campaign generated 17,715 visitors and 20,411 visits to the site, 2,167 new members and 7,281 entries in the draw. 2012 Management Communication with users Relations with users 120 Summary and the public
Corporate Communication, audiovisuals and relationship The Audiovisuals Department produced almost one hundred videos marketing during the year, most of them for internal use. Most of the videos produced were content for publications or on institutional events The company stopped publishing paper magazines in 2012 and from held by TMB, while some covered historical subjects. Others were April all its publication were online. The last paper newsletter issued commissioned by other departments on technical subjects, for training covered January and February. A total of 8 of each of the Hora Punta or for awareness raising. and Gent TMB newsletters were sent out online. This change is in line with TMB's digital communications strategy and has significantly The Department also produces content for the monthly programming reduced its publishing expenses. Also in line with this strategy, a digital shown on video screens in the metro network. Special programmes version of the 2011 Basic Data leaflet was produced entirely in-house were also produced for broadcasting on trains on L9/10 and another (with just a small print run of 200 copies). for the screens in the stations on these lines, with a different layout to fit the format of these screens. Recordings were also made for The 2011 Annual Report was also published in a shorter, digital format. incorporation into news items and content for the new MouTV channel. To save costs, the report was prepared internally, without using A large part of this content is uploaded to TMB's channel (Canal TMB) any external advisor or supplier. TMB's corporate presentation was on YouTube. updated in three languages (Catalan, Spanish and English) in digital format with new information and a new design. It is available on the Publicity and Relationship Marketing actions in the year included the company's intranet and on the TMB website. launch of the JoTMBé Club. Campaigns to attract members were run throughout the year, along with a first anniversary promotion, a monthly Significant milestones included the Communication Plan for the newsletter and ongoing communications (alerts, information on new bus network, including a range of documents presenting advantages for members, news, birthday greetings, recommendations and explaining the project and work done in coordination with the via social networks, etc.) and prize draws. City Council on implementing the first phase of the network. A Communication Plan was also drawn up for the 25th anniversary celebrations of the Barcelona Bus Turístic service, and the Communications Department participated in the organisation of a number of events held during 2012 to mark the occasion. 2012 Management Communication with users Relations with users 121 Summary and the public
Internal communication Corporate publications included: ——Hora Punta and Gent TMB (10 issues, of which 8 were digital TMB received three awards in 2012 for its internal communications. and one on paper): defining, writing and correcting content, graphic Two were from the Observatorio de la Comunicación Interna e production and publication. Monthly Newsletters issued. Identidad Corporativa, one for Innovation in Internal Communication for ——Línia TMB: 26 issues prepared and sent out to all TMB staff. the Metropolità Storytelling campaign, and one in the CSR category for ——i_CON: Two issues of i_CON Horta were published (one in digital the Tria la teva causa (Choose your cause) campaign. This campaign format), two issues of i_CON Ponent (one in digital format), one issue was also the winner of the award for Best Communication Plan of of i_CON Zona Franca and one issue of i_CON Triangle, both in digital the Col·legi de Periodistes de Catalunya (the Association of Catalan format. Bus management decided to temporarily suspend publication Journalists). See section 4 Milestones for TMB. of the magazine in response to industrial unrest in the year. ——Issue of the digital magazines Hora Punta and Gent TMB. Corporate information is communicated to the entire company via this service. 38 notices concerning TB and 57 notices concerning the Content for Canal TMB was defined, written, corrected and published. Metro were issued during the year. Internal Communications played a The Department also monitored problems on the channel together with particularly active role during the year in providing corporate information the Technology Support Centre. Altogether, 53 weekly programming to offset the impact of industrial unrest in the year. 23 Info-bus and 13 schedules were prepared. The Internal Communications Department Info-metro notices were prepared and sent to affected staff. also manages the company's suggestions boxes (Hora Punta, Internal Communication) and organises responses to messages. A communication plan was also prepared to inform all bus and metro staff about the launch of the new bus network and the closure of some As part of the Club Gent TMB project, the Department also helped conventional lines. manage online offers for employees, contact with the offer providers, publication and monitoring of the offers and maintenance of the 55 notices were published on the intranet portal containing information website. At 31 December 2012 the club had 2,608 registered users on corporate issues, and 107 notices were published with information compared with 1,403 at 1 January 2012. from the Health Department. 13 e-mails were also sent out to specific segments of staff corresponding to the needs of different areas of the company. 2012 Management Communication with users Relations with users 122 Summary and the public
Linking the activities organised as part of the TMB Culture programme to the Club Gent TMB project generated positive feedback from both sources. The Department was actively involved in publicising cultural events such as the Musicians in the Metro Festival, the Classic Bus Rally, the historic train run, and shows in the Espai Mercè Sala exhibition hall. It also worked on events in the city such as the Sant Jordi festivities, the Christmas Campaign, and on charitable and health campaigns. 2012 Management Communication with users Relations with users 123 Summary and the public
Digital Communication ——Management of social networks: TMB has developed an active presence on the main social networks and currently has profiles on 1. The website and social networks: channels for corporate Twitter, Facebook, Flickr, YouTube, Slideshare and Spotify. Managing communication and services social networks involves a range of activities: ——Keeping profiles active with a clear editorial line and content policy ——Management of the corporate website: the website supports all the for social networks (publicising press notes, Hora Punta articles, organisation's communication and information initiatives. service information, etc.). ——Daily monitoring of the brand and key words in order to track ——News management: updating the website's sections, maintaining opinions and the brand's reputation. the calendar, weekly programming of the information scroll, etc., plus ——Customer service: monitoring and evaluating comments, writing and publication of information pages linked to communications, managing responses to queries from the public, channelling service or crisis campaigns, and the implementation of new pages and comments and requests to the organisation and preparing and sections. maintaining response models.
——Channel management: linguistic management of the channel in three ——Channel management: All the company's communication campaigns languages, maintenance of the style guide, reporting and following up and actions in respect of brand perception and reputation are technical errors and errors in content, etc. channelled via its websites and social network profiles.
——Management of mobile content: reviewing all content to be included in the mobile version of the website, resolving consistency and content issues, etc.
——Website accessibility plan: developing an action plan to ensure that the website is accessible in partnership with the ICT Department. 2012 Management Communication with users Relations with users 124 Summary and the public
2. The website and social networks: channels for hosting ——Launch of the first phase of the new bus network and promoting the JoTMBé Club The Digital Communication Department headed the coordination of a project with the City Council to create a joint website dedicated to the All the activities organised for the JoTMBé Club and campaigns to new network. Together with staff from the ICT and Signage areas, the promote it and attract new members are channelled via the website Department was responsible for the information on the new service on and social networks, especially Facebook. They are also used to both the TMB website and the joint website developed with the City publicise services, including alerting users about events affecting Council. It also coordinated the information on the corporate website public transport services, strikes and scheduled alterations to bus and and set up an information and customer service campaign on social metro services, and special weekend plans such as a literary route, a networks, using the hashtag #nxbus. TMB was responsible for dealing route visiting bars with a terrace, a Christmas route, etc. with queries made through the City Council's and the mayor's Twitter and Facebook profiles, which were rerouted to TMB. 3. The website and social networks within the company's projects 4. Updating the corporate website and redefining the social networks strategy ——Review of the website and social networks as part of the customer service and information (IAC) project: A new digital strategy was defined and adopted in late 2012 and early The company's website and social networks were reviewed as these 2013, leading to the development of two main projects: to update the are its main digital channels, together with its mobile applications, website and build on TMB's current presence on social networks. leading to the creation of a new department. The Digital Communication Department was involved in analysing, defining and forecasting the role of these channels in the immediate future to cater for the increasing use of digital applications for customer information and service. The project culminated in the preparation of the first information policy manuals, which were for the website and social networks (February-October). 2012 Management Communication with users Relations with users 125 Summary and the public
Press Office The TransMet information centre, managed by TMB in agreement with the Metropolitan Transport Authority, made 13,956 broadcasts via TMB was mentioned 14,530 times in the media, a 33% increase on the links to radio stations, of which 5,201 included news about transport previous year. 38% of these mentions were favourable to the company, operators. Eighty-three of those items included news about TMB, 18% were unfavourable, and the remaining 44% can be regarded as broadcast a total of 2,715 times. neutral. The most commonly mentioned issue during the year was that of the strikes which occurred as part of the industrial unrest in January- February and September-December (4,327 news items, 30% of the total). The next most common news issue was the fare system (861 news items, 8% of the total) following the annual price increase and the increase in VAT.
Of the items published or issued, 10% originated from TMB's Press Office while 25% were based on press releases issued jointly with other institutions and bodies. Barcelona City Council was the source of 4% of the items and the Government of Catalonia 3%. When news items were based on information issued by the TMB Press Office, this information was handled favourably in 56% of cases.
The Press Office produced and issued 5 press books and 251 press releases in the year (10 more than in 2011), and also maintained constant contact with the media. It also monitored 1,043 reports issued by news agencies (Europa Press, Efe and ACN). 2012 Management Communication with users Relations with users 126 Summary and the public
Customer Service and Information (IAC) The following targets were set in respect of customer information: ——Improving customers' knowledge of the information service and Following a four-month internal audit project carried out by a range of encouraging better use of it. TMB staff, in October 2012 a Customer Service and Information (IAC) ——Improving the information provided to customers about the service. Department was set up to The following targets were set in respect of customer service: coordinate all customer and information service processes through a ——More effective coordination of customer service policies through the single, central unit. A global strategy was defined covering the following development of coordination and service Committees. areas: Digital information and services, static information and signs, ——Improving TMB's in-person customer services (improving internal in-person customer services, processing legal penalties, complaints, processes related to QRS, fraud management and the Punt TMB claims and suggestions (QRS), and fraud. The strategy also covers the information and customer service centres). operational coordination of the Metro's Publicity and User Information Centre (CDIU) and the Bus Information Centre.
The following targets were set for the model: ——Monitoring the performance of the customer service and information model by implementing a scoreboard and setting up the first strategic customer service and information committees. ——Redesigning the IAC's human resources model (reorganising internal resources, allocating more resources to the QRS process and designing a new digital information and service structure). ——Ensuring the technological infrastructure is in place to develop the IAC model. 2012 Management Communication with users Relations with users 127 Summary and the public
Commercial Promotion: Bus 2. Sale of products and services
The Commercial Promotion Department is responsible for generating ——TMB-only tickets additional revenues to complement TMB's ordinary activities and for Sales of tickets which cannot be used in the integrated fare system developing initiatives that contribute added value for passengers. The increased in the year in line with growth in the tourist sector. More main activities carried out by its units in 2012 are detailed below. importantly, an intensive sales and marketing campaign (for two-, three-, four-, and five-day travel cards) was developed during the year, 1. Sale of advertising space designed to generate short- and medium-term growth while laying the strategic foundations of a sound commercial policy. This campaign will The sale of advertising space on hoardings and displays on the outside be implemented in the first half of 2013. of buses in a range of formats (standard, whole bus and bus plus) is exclusively handled by Promedios Exclusivas de Publicidad SL. 3. Sponsorship and large accounts
During the year tenders were invited for the contract for handling the ——JoTMBé sale of advertising space on hoardings and displays inside buses on During the year 70 promotional campaigns were run via the JoTMBé the current and future network. A number of tenders were received and portal by over 30 business partners (44 discount campaigns and 26 analysed, whereupon the contract was awarded to Vistagráfica, SL. event ticket draws). covering the period from 1 September 2012 until 31 December 2017. Under the contract the company will directly affix vinyl displays onto the ——Special services interior bodywork of buses. Advertisements can be placed in buses A joint Bus and Metro Business Plan was drawn up to provide more in a number of positions and formats: single panel (standard and XL), detailed knowledge of the products included under Special Services lateral strips, ceiling panels, whole interiors (lateral strips plus roof), on (excluding the Barcelona Bus Turístic and other Leisure Transport handgrips, by perching areas and seats. Services) and a clearer view of the market in order to understand how the services can be adapted to meet market demands. 2012 Management Communication with users Relations with users 128 Summary and the public
4. Sales channels
Key projects in the year included:
——A viability study into collecting penalty fares issued on the metro and buses via the automatic ticket machines in the metro which determined that the project was not cost effective.
——Automatic ticket machines on the new bus network: this project is in progress. 2012 Management Communication with users Relations with users 129 Summary and the public
Commercial Promotion: Metro Despite the unfavourable economic climate, the number of shops rented out has remained fairly stable, with few closures and even some The Commercial Promotion Department is responsible for generating new rentals to quality operators with new business models (Grup SGEL additional revenues to complement TMB's ordinary activities and for at Hospital Clínic station and Alsur Deli at Espanya station). developing initiatives that contribute added value for passengers. The main activities carried out by its units in 2012 are detailed below, ——Vending business together with a summary of the main projects to be implemented in In spite of falling consumption and sales, the operating companies 2013. Selecta (cold drinks and snacks) and Tecnotron (passport photos) have continued to provide their traditional, well-established products. 1. Sale of advertising space Growth in this area has been achieved thanks to the installation of new machines by Mobiloso, selling mobile phone accessories, with 25 The sale of advertising space on hoardings and displays and in the machines now installed on the network. In the last quarter of the year audiovisual media installed in the metro at present or in the future, an agreement was reached with Banc de Sabadell to install 10 ATMs together with special format advertisements and MouTV, is exclusively on the metro network. handled by JCDecaux España, SLU. ——TMB-only tickets 2. Sale of products and services Ticket sales increased in the year in line with growth in the tourist sector. More importantly, an intensive sales and marketing campaign Although 2012 was a difficult year, given the present economic climate (for two-, three-, four-, and five-day travel cards) was developed during and falling consumption levels, the Department continued to work on the year, designed to generate short- and medium-term growth. This new projects designed to generate value in financial terms or in terms campaign will be implemented in the first half of 2013. of service: ——Telecommunications ——Shops: Revenues from mobile phone coverage contracts and the cession of Work continued on developing a specific business model for metro fibre optic cables on the metro network remained stable, in line with the stations, drawing up plans for pilot shops in Diagonal and Fondo agreements reached with operators. stations with the support of a specialist external company and retail operator Enrique Tomás Barcelona. These plans are currently being implemented. 2012 Management Communication with users Relations with users 130 Summary and the public
3. Sales channels ——Project to increase the use of bank cards in automatic ticket machines on the Metro: two publicity and promotion measures were Key projects in the year included: implemented under this project. Advertisements were sited on the fronts of the disconnected machines (see rationalisation project) urging ——Plan to improve automatic ticket machines: although some work passengers to use their bank cards to buy tickets, and a promotional was carried out during the year, due to budgetary constraints the campaign ran on the JoTMBé site. 13 improvement measures evaluated and approved in 2010 for implementation in 2011 and 2012 were postponed until 2013. ——A viability study into collecting penalty fares issued on the metro and buses via the automatic ticket machines in the metro determined that ——Project to rationalise automatic ticket machines on the metro the project was not cost effective. network: the first phase of the project, shutting down 66 machines, was successfully completed without causing any problems and generating the forecast savings. The second phase involved joint studies and review of the results by the Research Board and the Metro Maintenance, Technology, Administration and Sales departments, following which a further 90 machines will be disconnected in the first half of 2013. 2012 Management Communication with users Relations with users 131 Summary and the public
Bus information and signs ——Bus Interior Signage Manual: unification of designs, improved information, improved siting instructions and standardisation of Action taken during the year included: technical specifications.
——Interim campaigns ——New Bus Network: study, definition, design and production of signage and a new image for the new network: Signs and information are displayed on bus stops and buses when ——Bus stops: image of bus shelters and stops, route and timetable special bus services are run or the network is affected by special strips, transfer point maps, line codes, maps on the back of bus events (Mobile World Congress, Nit de Montjuïc) or to advise the public shelters and information panels. about events in the city (the Three Kings' Parade, Carnival, Montjuïc ——Buses: vehicle image and signage. Revival, the Athletics World Championships, etc.). Campaigns are also ——Signage: notices on stops on newly inaugurated routes and on organised for one-off changes to the service (All Saints, strikes, holiday routes which will disappear, online maps, and vertical and horizontal services and other adjustments to the service). signage in the streets. ——Other items: automatic ticket machines, touch screens and ——Structural signage: fare information in bus shelters and on buses was website content. updated and an information campaign ran in September about the VAT increase. TMB sostenible (Sustainable TMB) signs were installed on all ——Improvements to Montjuïc route and opening of bus route 150: 6212- and 6217-series buses and the size of these signs was unified campaign to inform the public about changes to the Montjuïc routes. on standard and articulated buses. A new bus map was launched Flyers and notices were produced for the affected lines and bus stop with a new design, image and information, and the sign warning post strips for Line 150. passengers of the penalty fare (100 euros) for travelling without a ticket was updated on the entire fleet. The signs manual was also accordingly ——Bus stop database: defining bus stop names, spelling and semantic updated. All new buses acquired in the year had the TMB livery applied criteria for updating the bus stop names database. and work began on installing the new Barcelona Metropolitan Area logo on buses and bus stops. 2012 Management Communication with users Relations with users 132 Summary and the public
Information and signage on the metro ——Application of projects to works
——Signage campaigns This involves the application of the signage criteria detailed in the projects: monitoring the correct implementation of the signage manual Assistance and support was provided for management units and for TMB stations and the corporate identity manual and checking the Civil Defence in their studies of signage needs, stewards and their positions proposed. In some cases this involved meetings with local distribution, coordination with other bodies (GISA, other operators, councils and the exclusive suppliers affected (JCDecaux and Cemusa) etc.) and other TMB channels (website, social networks, MouTV, press, to make joint decisions on signs outside stations and follow-up visits public address system, etc.) to deal with the following situations: by Works and Infrastructure Project Management to Virrei Amat and ——Montjuïc cable car, service interrupted 28 January – 15 February Llacuna stations. 2013). ——Service interruption in summer for infrastructure work on L2, L5 ——Structural signage and L1. ——Emergency drill at Sagrada Família station(28-29 November): The current situation was analysed together with requests from the production, installation and withdrawal of information panels. Metro Network Operations Department, and improvements in various areas were proposed: the lift button system, platform information ——Projects systems, etc.
A study of projects and plans was undertaken, determining the ——Campaigns affecting the whole metro network signage necessary at stations and the best positions for it, based on an analysis of the entry and exit of passengers and the needs of the The manual on train exteriors was revised regarding current adhesives operational area. TMB's Works and Infrastructure Project Management and new materials which are more vandal-proof. Tests were carried out visited the following stations where work is in progress: Verdaguer, with the Rolling Stock unit to determine new technical specifications Clot, Maragall, Plaça de Sants, Paral·lel and Besòs Mar. and new positioning. Improvements were also made to the manual on train interiors. Other campaigns during the year dealt with information on new fares (January 2012) and the increase in VAT on fares (September 2012). 2012 Management Communication with users Relations with users 133 Summary and the public
In-person service. Punts TMB The Punt TMB information and customer service centres were also involved, as ever, in TMB's communication and publicity campaigns, Public satisfaction levels with the service provided at the Punt TMB in particular the delivery of prizes and handling information on the information and customer service centres are very high. In the latest competitions and promotions organised for the JoTMBé Club. ISC (Customer Satisfaction Index) study the service received an overall rating of 8.68. The ISO 9001 certification awarded to the Punt TMB Handling complaints, claims and suggestions (QRS) information and customer service centres was once more renewed. This process enables weak points in the service to be identified and The sale of subsidised travel cards was an increasingly important part of provides information on current and potential users' expectations the work of the Punt TMB information and customer service centres in and needs. Reviewing the data obtained also reveals opportunities 2012. A new subsidised three-month travel card for unemployed people for improvement, such as the following, implemented in the year: was introduced in mid-March, the T-Trimestre Bonificada. 22,363 units restoration of bus stops on routes on the new bus network; a joint were sold in the year, and a great number of queries also had to be review with the City Council of the publicity campaign prior to the handled. A total of 70,861 travel cards for large or single-parent families implementation of the second phase of the New Bus Network; work were also sold in the year. to reduce noise and vibration from ventilation shafts on the metro network; changes to the times some buses start running in the Specific information content affecting the Punt TMB information and morning, etc. customer service centres was designed and produced for the MouTV channel, taking advantage of its large audience numbers. Information The number of QRS recorded in the year grew by 8%, mainly affecting on lost property, subsidised travel cards and rules for passengers was the metro and bus areas. Industrial unrest in TMB, events in the first broadcast to ensure users are better informed. and last quarters of the year, and the implementation of the first phase of the new bus network in October all contributed to this increase after Efforts were made to improve the quality indicators of the TMB Call several years of reductions in the number of QRS received. Centre, resulting in an overall rating of 9.4 in user satisfaction surveys. The Call Centre also played an important role in providing information during the strikes, when the number of calls received multiplied but response rates remained at around 95%, ensuring the public were kept fully informed. 2012 Management Communication with users Relations with users 134 Summary and the public
Combating fraud and anti-social behaviour The options for paying penalty fares were expanded during the year, with a pilot scheme involving some Metro Inspection Teams to allow In accordance with Resolution TES/3013/2011 of 21 December, penalty fares to be paid by credit card. The results of the pilot scheme published in the Official Journal of the Government of Catalonia on were positive and the system will be extended to all Metro Inspection 5 January 2012, the Government of Catalonia increased the penalty Teams in 2013. It is now also possible to pay penalty fares via the fare from 50 euros to 100 euros with effect from 1 February 2012. This website when the offender cannot pay in cash. increase, in addition to the effects of the recession, has resulted in a decrease in the number of penalty fares collected, in particular those The Barcelona Ombudsman Service carried out its inspection in collected on the spot. October, the results of which were positive and, in most cases, allowed us to cut the time between receiving and handling requests for A new anti-fraud application designed in 2012 to meet new technical information. and management needs has reduced the time taken to process penalties and improved the productivity of the department. An information leaflet on the correct use of the different travel cards was also prepared. Information on the correct use of travel cards and the penalties for breaking the rules was also broadcast throughout the year via the MouTV and Canal Metro channels.
In May a change was introduced to the reverse side of the paper reels used to print out the notices issued by Inspection staff. This new design meets the requirements of current regulations regarding the Law on Data Protection. 2012 Management Communication with users 135 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 2012 the same strategy as in the previous three years was applied: 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 were as follows:
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 A total of 201 metro lobbies and 110 buses were travel without tickets on bus and metro observed through virtually the whole service networks operated by TMB. schedule. Service provision To measure the gap between the service On every weekday during the year inspections 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. 2012 Management Communication with users Studies 136 Summary
The 2012 studies were organised as follows: Special studies
——Customer perception study: in 2011 tenders were invited for field ——The JoTMBé scorecard was designed and monitored each month. work to be carried out in the years 2012-2015. The contract was ——Support for the development of a digital scorecard: website awarded to Instituto DYM. The new technical specifications and the environment, social networks, and applications for mobiles. tender process itself allowed us to make savings compared with ——Start of work to design and implement a scorecard for customer previous years. In 2012 further savings were achieved by conducting service and information. a single survey in November instead of the two originally envisaged ——At the end of the year we initiated the process of simulating service (February and November). levels (service available and demand) to ensure that sufficient personnel were assigned to Punt TMB information and customer service centres. ——Fraud study: in 2012 tenders were invited for field work to be carried out in the years 2012-2015. The contract was awarded to GESOP. The In the area of service planning, the main projects undertaken in 2012 tender process enabled us to make savings compared with previous and those envisaged for 2013 are described below: years. 1. Special services In addition to these cases, regular studies carried out during the year included the following: Barcelona Bus Turístic satisfaction study, During the year TMB studied and designed a series of services for Catalunya Bus Turístic satisfaction study, Punt TMB information and special events. They included: services for the Fira de Barcelona customer service centre satisfaction study, complaints and suggestions exhibition site, city events (Fira d’Abril, the Mercè and Gràcia fiestas, study, and the certified unit satisfaction studies. In connection with this Christmas), events on Montjuïc (ACB King's Cup for basketball, Nit last item, in 2012 studies were carried out for the Training Department, de Montjuïc, World Junior Athletics Championships, celebrations the Technology Support Centre and the Control and Operations organised by Club Super 3, etc.) and transport to the Palau Sant Jordi Centre. for the concerts held there. 2012 Management Communication with users Studies 137 Summary
2. Project for transport information using RFID1 technology 5. Bus speeds
In 2012 improvements were made to software and errors eliminated During the year we worked to improve speed calculation algorithms and the system for using the data obtained was refined. In 2013 and the relevant module was incorporated in the RFID database. we expect to maintain existing equipment and begin studies of Calculations for travelling and stopping time were entered for the lines a new design to be used when the current equipment becomes surveyed using RFID, to complement information on the pattern of technologically obsolete. demand.
3. Microsimulation of bus services 6. Microsimulation of pedestrian flows
Microsimulations of bus services generated by the AIMSUN program At the end of 2008 we purchased a licence for the LEGION program, are regularly developed and run. It is a powerful tool for carrying out which we have used repeatedly to simulate the movement of detailed analyses of traffic solutions for buses and the effect their pedestrians. introduction would have on private transport. The following microsimulations were carried out during the year: In 2012 we added a new public transport microsimulation for the ——Assessment of the new Plaça de Sants line L5 lobby. intersection of Diagonal and Numància. The study analysed two ——Study of evacuation using the new lobby at Ciutadella-Vila Olímpica scenarios: the current situation and the effect of moving buses to the on line L4. central lanes of Avinguda Diagonal. ——Assessment of the new emergency exits at Barceloneta L4.
4. New bus network in Barcelona In 2013 further work will be done using this method and we are currently considering which stations should be modelled. We are Work on defining the new network continued throughout the year. It will particularly interested in studying agglomerations around metro be introduced progressively in various stages, so that we can analyse stations. the effects and make any necessary adjustments to provide users with the best service possible. Macrosimulation and microsimulation studies of the introduction of the new lines were carried out.
1 Radio frequency identification 2012 Management Communication with users Studies 138 Summary
7. Train occupancy
In 2010 we launched a project to obtain information about real occupancy levels in the metro network. That year L5 was studied and in 2011 we started work on L1. In 2012 we began to study L4. The scope of the study is being extended, as more trains able to provide data are brought into service. During the year we also began the changeover in the application we use to search and view data which has already been processed.
In 2013 we plan to continue uploading data for other metro lines and refining the automatic procedure for analysing the information gathered. 2012 Management Communication with users Studies 139 Summary
Special studies In response to suggestions by the Business Technology Department, various proposals were made for automatic ticket issuing machines in The following studies carried out during the year are of special interest: stations affected by the plans to improve evacuation and accessibility promoted by GISA. 1. Ticket sales In response to suggestions by the Sales and Revenue Logistics In 2011 we organised a project to make better use of our automatic Department, various algorithms were studied for returning change ticket issuing machines and we developed a simulation which allowed to users of metro automatic ticket issuing machines. A computer us to assess various scenarios for reducing their number. The solution simulation was run to test them and it was decided that the Greedy finally adopted was to eliminate 66 machines in metro station lobbies. algorithm which is installed by default in the machines should be This was done in the first quarter of 2012. Since then at monthly replaced by the new Relative Occupation algorithm. Savings of intervals the Research Board has monitored the project, calculating 250,000–350,000 euros are expected to be achieved. We took part in indicators for sales, service level, availability, cost and customer the validation of the software developed by INDRA and monitored the perception. It was found that the project has had no negative impact roll-out of its use throughout the network. and that the planned savings have been achieved. Finally, and also in response to another suggestion by the same In mid-2012, also in response to suggestions by the Commercial department, proposals were made for improvements in two other areas Promotion Department, we launched Stage II of the project to optimise related to its work: Supplies of rolls of paper (determining the number use of automatic ticket issuing machines in the metro network. Various of rolls to be supplied to stations each week) and an emergency scenarios were studied. Finally it was decided that 90 machines should plan for refilling machines and collecting cash (review of the current be eliminated (10 DM and 80 DI models) in order to reduce costs. algorithm and proposal for an alternative to be used in the event of an These measures are to be implemented early in 2013. information system failure).
In response to suggestions by the Commercial Promotion Department and requests from IFERCAT, we reviewed the number of automatic points of sale on metro line L9/10 (sectors 1 to 4). The same simulation model described previously was used, adapting service level standards to the new line's characteristics. The 289 machines originally planned (205 DM and 84 DI) were reduced to 227 (171 DM and 56 DI). 2012 Management Communication with users Studies 140 Summary
2. Analysis and control of fraud 3. Income from accessories and TMB-only tickets
At the beginning of 2012 we again drew up a new schedule for the In the second quarter of the year we conducted a market study of new deployment of security guards in metro lobbies to discourage fraud. business opportunities in the metro network's shops. Although we had to reduce the total number of hours of security cover, In the second half of the year a study was made of tourists and the we estimated that the new schedules would allow us to cut fraud by a use of travel cards. The aim was to provide the managers of the further 3%. In the second quarter of 2012 the relevant department was Commercial Promotion Department with information about tourists' use already working on the new schedules. of TMB regular transport networks, with a view to increasing sales of cards for 2, 3, 4 and 5 days. We continued to develop our monthly schedule for ticket inspection on different routes. Changes were also made with respect to the IT application, to meet the new requirements of the inspectors. The changes are currently being tested and they will be passed on to the Technology Department if the final assessment is positive.
During the year we continued to evaluate the PAR gate fraud counters. A computer application was developed, allowing us to: (a) calculate fraud indicators each week/month and (b) calculate reliability indicators for monthly measurements. Reliability analyses performed in the year enabled us to detect problems related to exit gate counters.
In the second half of the year a project was undertaken to monitor the processing of penalties for fraud month by month. It covers the main areas of interest: inspection, penalties, payment by type and channel, receipts, allegations and the referral of cases to the authorities. 9Our people 2012 Management Our people 142 Summary
Human resources in TB
Bus staff planning and management c) Driving licences: During the year, the unit took over the administration of obtaining driving licences for staff responsible for rolling stock. A ——Training and development new procedure for handling this process was therefore introduced and our cooperation agreements with driving schools were revised. This The unit's work in this field focused on five areas: new model will help to reduce costs. a) Training Plan: Working with the Training Department, the unit d) Individual training leave: During the year 18 cases were authorised. coordinated the drawing up of the training plan for 2013, placing As demand was far in excess of the refunds to which we were entitled, special emphasis on training needs, monitoring measures taken, and we opted to use the additional subsidy credit to enable us to cover obtaining the maximum rebates available via Social Security refunds. most of the requests received. In 2012 for the first time the Training Committee allowed staff representatives to participate in the process of identifying training e) Assessment of performance: A coordinated project was needs for 2013 and the results of the annual plan for 2012 were implemented to develop and apply the performance assessment for reported to them. Likewise, representatives of all staff signed the 2012 staff covered by the collective agreement, and training related to the Training Plan, helping to reduce the amount of paperwork needed to areas requiring improvement detected in the 2011 assessment was access the relevant subsidies. carried out. b) Ongoing training: Working with the Training Department, the unit A project was implemented to define, publicise and subsequently planned and organised training for approximately 700 drivers so that apply criteria and regulations derived from the 2012-2014 collective they could obtain the Certificate of Professional Competence (CAP), agreement, work committee agreements and other current labour without which they could not drive for the company. As a result of legislation. the signing of the collective bargaining agreement for 2012-2014, approximately 80 people from outside operational staff, who were due to renew Class D driving licences, were able to undertake a voluntary 35-hour course in working hours. 2012 Management Our people Human resources in TB 143 Summary
——Contracts ——Absence from work
During the year a total of 141 contracts were signed. Following the In 2012 we continued to work on reducing absence from work in the trend seen in the previous year, the contracts were mainly of the Bus Network Executive. We achieved a reduction in absence from following types: work due to temporary incapacity. Measures taken included the following: a) Partial retirement: Employees who have reached the age of 60 and ——Training in issues related to temporary incapacity and work- have paid contributions for a minimum number of years qualify for related accidents for all staff responsible for employees (Groups 3 partial retirement and their workload is reduced by 85%. Each year until and 4) in the period January to May 2012. they reach 65 they must attend work and do the remaining 15%. The ——The system for dealing with temporary incapacity was reinforced, unit also managed and coordinated with individual work centres the a project undertaken jointly with the Occupational Health Unit. 15% workload of existing partially retired staff (for the years 2007-2012). ——Individual monitoring was conducted in cases where there may have been a possible misuse of leave for temporary incapacity. b) Relief staff: The contracts of temporary staff (employed on a casual basis or under works and service contracts) become permanent ——Uniforms thanks to the partial retirement of employees reaching the age of 60. During the year work began on a scheme to replace the current system c) Works and service contracts: According to production needs, of issuing clothing items annually to another based on points. All temporary works and service contracts or contracts for casual work necessary studies and management procedures were completed and are signed or extended. negotiations held with workers' representatives, who were informed of the proposal, so that it can be introduced with effect from 2014. The d) Disability: Contracts to cater for the readmission of company system is designed to rationalise the use of clothing and reduce costs staff where full permanent disability has been recognised, making it in this area. impossible for them to carry out their usual work. The allocation of new jobs is made according to the vacancies available and the compatibility of the work with the disability recognised. 2012 Management Our people Human resources in TB 144 Summary
——Work-life balance ——Other joint projects
Working with the Integration and Participation Unit, the unit drew up With the Catalan Employment Service we worked to set up the the report Per la igualtat efectiva de dones i homes a Transports de Network of Companies with Commitment, an initiative intended to Barcelona SA (Towards Effective Equality for Men and Women in contribute proactively to improving the employment prospects of Transports de Barcelona SA). This document: unemployed people, facilitating their return to work and improving their ——Lists and details measures concerning equality implemented by positioning in the labour market. the company since 2002. ——Describes and analyses various indicators of TB's current situation (2011) and compares them with current legislation, detailing the improvements made as against minimum legal standards. ——Based on this analysis, it proposes specific measures for improvement in the period 2013-2015.
It is expected to be presented to management in the first quarter of 2013, when the first measures are to be implemented. As a result of the process initiated in 2011, the management of reductions in working hours was improved. Altogether, 184 cases were dealt with in 2012 and there are currently 115 in force. 2012 Management Our people Human resources in TB 145 Summary
Labour Relations and Legal Department ——All temporary contracts in force on the date of the agreement will be made full-time before 31 December 2014. ——Collective bargaining ——The partial retirement policy will be maintained. ——In connection with gender equality, it was established that, if staff The enactment of the Royal Decree Law regarding urgent measures were taken on externally, the company should favour policies to give in budget, tax and financial matters to correct the public deficit, on 31 preference to women, with a view to achieving parity. December 2011, forbade public sector companies to increase salaries ——Certificate of Professional Competence training to be made or total payroll in 2012 above the levels in force at 31 December 2011. accessible to other groups of employees. This legislation, together with the company's structural problems in public financing made it impossible for us to meet the commitments The enactment of RDL 20/2012 in July 2012, obliging the company we initially envisaged for 2011 and 2012 and made it essential for us to to suppress the Christmas bonus for TB staff, led to further industrial reach agreements to modify employment conditions. action. After intense negotiations a limited agreement was reached with the representatives of one union (SIT) to minimise the impact of On 28 March 2012, after a long and intense period of negotiations, a RDL 20/2012. The offer was available to all staff who wished to take collective bargaining agreement was signed by the company and all advantage of it. Subsequently the UGT and ACAT unions also agreed the unions represented on the Works Committee. The most important to it. After a long period of negotiations with the unions this agreement features of the new agreement were as follows: was used as the basis for a final version, which was signed on 17 ——It will remain in force for three years (2012, 2013 and 2014) December 2012 by six of the seven unions represented on the Works ——Financial conditions: the increase based on the CPI which Committee. The main features of the agreement were as follows: was not applied in 2011 will be recovered in the salary tables for ——Employees could choose to bring forward payment of the four 2013 and 2014, and a single, unconsolidated payment for salary bonuses payable under the collective agreement, if they so wished. increases not paid in 2011 will be made, divided between 2013 and ——Advance payment. 2014. ——Advance payment will be kept in place only until January 2015, ——The number of annual working days will be reduced by one with when the last such advance payment can be made. effect from 2013. ——A mechanism will be established to ensure that staff's total ——While the agreement is in force the right to choose from three emoluments are not adversely affected by the application of the schemes for breaks is guaranteed for operations managers, centre Royal Decree. This will be implemented in the first quarter of 2015 agents, multi-skilled technical staff and inspection and control staff. for those who opt for advance payment and between 1 and 5 January 2015 for those who do not. 2012 Management Our people Human resources in TB 146 Summary
——Labour dispute ——Working committees
During negotiations for the new collective bargaining agreement a During the year meetings were held with the Delegated Committee, serious labour dispute arose, leading to a call by the Works Committee the Works Committee Permanent Commission, and the working for strike action on 27, 28 and 29 February and 1 March. The strike committees for Operations, Training, Rolling Stock, Administration, was called on the grounds that the collective bargaining agreement etc. The main agreements reached concerned the following matters: for 2009-2012 had not been implemented and that some services a) general assignment of drivers; b) assignment of mechanics; c) provided by the company had been cut or reduced. In the end this calendars of working days for all groups within the company; d) strike was called off by a meeting of TB workers. measures to improve employees' work-life balance. It should be pointed out that the introduction of the new network on In August a series of strikes was called by Coordinadora Obrera 1 October 2012 involved extensive negotiations with the unions, the Sindical, a recently formed union grouping, in order to exert pressure Operations Committee and the Permanent Committee. on management to readmit an employee dismissed in June 2012 and to apply the terms of the collective bargaining agreement. There were six calls for strike action, involving stoppages on a total of 25 days, most of them partial stoppages.
At the same time there were five calls for strike action by the ACTUB, CGT and PSA unions. These involved stoppages on a total of 24 days, most of them partial stoppages. The grounds for this action were the application of RDL 20/2012, failure to implement the bonuses agreed in the collective agreement, reductions in service and repression of union activity. On 17 September a strike was called by the whole Works Committee to protest against the application of RDL 20/2012 and the socio-economic measures applied to the workforce, while a strike was called by UGT on 22 October in support of full payment of all bonuses stipulated in the collective bargaining agreement. Finally, on 14 November there was a general strike. 2012 Management Our people Human resources in TB 147 Summary
——Labour Relations and Legal Department Work in this area included the following: ——Preparation of the company's case and appearances before Activity concerning administrative and legal procedures was as follows: Regional Services, the Government of Catalonia's Ministry for Business and Labour's Directorate General for Labour Relations and 2012 TB Quality at Work in cases regarding industrial disputes, and courts Individual cases 52 dealing with social affairs (attendance at court hearings, appeals, objections, etc.). Industrial disputes 5 ——Coordination with and the provision of information to other Work inspectorate 27 company departments in order to prepare evidence in legal and Strike proceedings 15 administrative proceedings. Strikes (days called) 46 ——Preparation of arguments, preparatory meetings, supervision of cases presented to the work inspectorate and appearances before Strikes (days held) 29 inspectors. ——Preparation of reports requested by the work inspectorate and lodging objections to sanctions imposed by the inspectorate with the Government of Catalonia's Ministry for Business and Labour. ——Supervision and tracking of judicial and administrative cases. 2012 Management Our people 148 Summary
Corporate human resources in TB
Functional area personnel management ——Implementation and management of staff development
Efforts were made to contain the number of staff in functional areas by ——Developing skills and training plans for professionals not covered efficient management of the coverage of vacancies. We also managed by the collective agreement: and coordinated the work of 15 partially retired employees. In 2012 The development of skills and training plans for professionals not twelve employment contracts were signed in functional areas. covered by the collective agreement, linked to the competency model, are central to TMB's personnel management policy. In 2010 Personnel management services centre a pilot scheme in Bus Group 3 was launched and in 2011 it was extended to other staff with a total of 178 participants, the main aim 1. Selection and promotion being to obtain information about each employee's skills and the possibility of developing them. As a result, 63% of those involved ——Selection made a voluntary commitment to design, draw up and apply individual plans that will help them to work more efficiently. In 2012 TMB applied a policy of budgetary restraint, in line with the company's needs and the requirements of government bodies. Their action plans consist of a series of measures and tasks to Logically, this has had repercussions for the contracting of new staff at be undertaken, formulated by the individual employee with the Transports de Barcelona, SA. assistance of the Personnel Management Service, with a view to achieving greater efficiency in an area where there was scope for The appointment of specialist operational staff was prioritised (drivers improvement. To draw up these plans a total of 126 work meetings of the Bus Turístic and Tramvia Blau). were held and 113 action plans were defined. Surveillance at our centres was improved thanks to an internal process for appointing Access Control Agents (25 agents), which As well as these plans, four parallel training projects were enabled us to reduce the number of staff contracted externally, thus drawn up focusing on areas where there was greatest demand: reducing costs for the company. A programme was also introduced for communication, impact and influence, time management and promoting Rolling Stock Shift Supervisors, key figures in overseeing the effective delegation. The last of these was the subject of the training maintenance of buses. which took place, with a total of 13 participants, allowing them to apply the methodology learnt in their individual development plans. Nine workshops focusing on various other skills were also set up: organisation of one's own time, impact and influence, planning and organisation, conflict resolution, etc. 2012 Management Our people Corporate human 149 Summary resources in TB
——Personnel Management and Teamwork Project ——Euro group
In June 2012 a project was launched with a group of 16 individuals A programme was launched to work with a total of 91 ‘Euro’ staff in the not covered by the collective agreement (Group 4). Seven of these Corporate Administration, Finance and Human Resources departments were from Bus, five from Metro and four from Functional Areas. A total in 2013. of 14 people actually attended the 5 sessions held. These dealt with topics related to leadership, providing participants with tools and a A training plan was drawn up, consisting of various stages, from the 360º assessment system to help determine action which would be design of the proposal, detecting needs, and plans for communication applicable on a day-to-day basis. with line managers and participants to training sessions, individualised support, monitoring and the analysis of results. ——Management of staff development
In June the performance assessment of non-collective agreement staff in Bus and Corporate Services began, with a view to identifying areas needing improvement in each person's profile. Twenty-two employees in group G4 undertook external training in November and December, so that they could subsequently receive individual support from Development Unit staff.
Work was also done, in connection with performance assessment, on developing employees' skills in organising their own time, a new feature being that this training was provided exclusively with internal resources. A pilot workshop with 7 participants was held. 2012 Management Our people Corporate human 150 Summary resources in TB
Technical Office for Bus Job Classification ——Staff not covered by the collective agreement
——Staff covered by the collective agreement During the year two sessions of the Job Assessment Committee were held to deal with staff not covered by the collective agreement (one During the first half of the year the Bus Network Executive called in the first half of the year and one in the second). The two meetings a plenary session of the Job Assessment Committee to consider dealt with around fifty posts resulting from the creation of the new over 20 applications for reassessment which had been submitted. Commercial Promotion Department and the internal reorganisation In preparation for this session two meetings were held, one for each of the Corporate Administration, Finance and Human Resources group of members (workers' representatives and management Department, and the Customer Service and Information unit (IAC), representatives) to compile the requests in hand. which reports to the Chair's Office Management Executive.
The Committee did not approve any revisions but it also carried out a The resumption of the performance appraisal process has made it pre-assessment of new requests for the revision or creation of posts. necessary to carry out an exhaustive review of each and every ‘basic A revised text was also drawn up of all existing regulations and responsibility’ referred to in job descriptions. legislation (for consultation) and, in FAQ format, an exhaustive list of questions that may be asked about this area, with succinct, clear and unambiguous answers.
Technical responses to requests for revision, updating and upgrading of posts covered by the collective agreement, within the functional areas, were given, using the OST approach, so that the relevant pre- assessments could be carried out. 2012 Management Our people Corporate human 151 Summary resources in TB
Skills Management, Projects and Innovation Unit Training in TB
The Unit's most important activities included the resumption The number of courses offered this year was significantly higher of performance appraisal for staff not covered by the collective than last year, most forming part of the Training Plan. The level of agreement, the introduction of a corporate e-learning platform and the participation was thus higher than in 2011, as can be seen in the distribution of original content. following table, showing both technical and transversal training (the latter includes languages, office software, skills for managerial staff and A total of 1,558 forms for performance appraisal were produced, staff not covered by the collective agreement, etc.). 1,372 of which were distributed. An intensive training programme was organised to support this scheme: 21 courses in different formats, TB 2008 2009 2010 2011 2012 providing 360 hours of training for 226 people. Courses (1) 729 655 722 499 679 (2) Number attending (3) 2,524 3,520 2,533 2,474 3,384 (4) TMB's first e-learning platform was used for the large-scale launch (5) (6) of the e-Learning Safety Pass course on TMB's guidelines for the Number participating 4,221 6,612 3,920 4,352 6,104 prevention of work-related risks. This was aimed at all TMB managerial Training hours (7) 18,807 10,905 14,199 9,666 13,729 (10) staff (139 from TB and 60 from Metro). Total hours attended (8) 55,010 67,020 58,813 49,688 70,894 (9)
Ratios Number participating/ 5.79 10.09 5.43 8.72 8.99 course Hours per employee (11) 14.19 19.03 14.75 12.40 11.61 Percentage of staff 65.10 86.23 60.00 61.01 85.79 receiving training 2012 Management Our people Corporate human 152 Summary resources in TB
The way in which the figures are calculated was modified slightly in In 2012 there was also an increase in the number of participants per 2012, and is detailed below: course, leading to better, more economical use of resources. The higher percentage of employees undertaking training (85.79% in 2012) (1) Number of sessions held during the year. If a course is held 5 is largely due to the effort made to implement the training plan but it is times it is recorded as 5 courses. also partly a result of the reduction in the total workforce as hardly any (2) The sum of 537 courses held in Bus Network Executive and 142 new employees were taken on this year. transversal courses which were attended by at least one person from Bus Network Executive. There was only a limited amount of transversal training: less language (3) The number attending is the number of people receiving training, training and very little training in office software applications or skills bearing in mind that a person who has, for example, attended three related to the performance assessment of managers and staff not courses will only be recorded once. covered by the collective agreement. Numbers trained are as follows: (4) The sum of 2,828 attendees from Bus Network Executive and 556 who received transversal training. Functional areas TB FMB PSM (5) The number participating is the number of people receiving Attendees 237 367 22 training, bearing in mind that a person who has, for example, Number participating 366 537 23 attended three courses will be recorded three times. (6) The sum of 5,211 attendees from Bus Network Executive and Courses in functional areas 58 893 from TB who received transversal training. PSM: Projectes i Serveis de Mobilitat (Telefèric de Montjuïc) (7) Training hours are those of the trainer, calculated by the training completed. (8) Attendance hours are the number of hours in the course multiplied by the number of people attending. (9) The sum of 58,222 hours for Bus Network Executive and 12,672 for transversal training. (10) The sum of 9,952 hours for Bus Network Executive and 8,777 hours of transversal training attended by at least one person from TB. (11) The number of hours attended divided by the number of participants. 2012 Management Our people Corporate human 153 Summary resources in TB
The most notable features of the year's training in the technical area In 2012 a highlight of transversal training was the leadership skills were: course ‘Potenciem el lideratge Som-hi’, aimed mainly at managerial ——Training in ‘Driving Hybrid Vehicles’ for drivers at the Horta Business staff, attended by 240 employees in 16 groups, an average of 15 per Operations Centre, the Zona Franca Business Operations Centre group. (where a hybrid bus using CNG is to be introduced at the end of the year) and those remaining at the Triangle Business Operations Centre. Quantitative data: fulfilment of the 2012 Training Plan Training involved 113 groups with a total of 889 drivers, an average of 8 per group. Number of Percentage of ——Training in ‘Driving CNG Vehicles’, mainly for drivers at the Ponent TB training events training events Business Operations Centre, involving 353 drivers. TOTAL 2012 Training Plan 136 100.00% ——Training in ‘ISO-UNE Quality Standards’ for the Zona Franca Business Operations Centre and those remaining at the Triangle Held as part of 2012 TP 74 54.41% Business Operations Centre, attended by 889 employees in 60 groups Held outside 2012 TP 17 12.50% (*) (averaging 15 per group). Total held 91 66.91% ——Training at different levels in ‘Technical Maintenance of Hybrid Vehicles’ for staff at the Triangle, Zona Franca and Horta Business (*) Training activity conducted outside the Plan as a percentage of training under Operations Centres, attended by 170 employees in 22 groups the Plan (averaging 8 per group). ——35 courses in ongoing Certificate of Professional Competence Of the training envisaged in the 2012 Plan, 54.41% was implemented. training, running from January to December, with a total of 668 drivers, An additional 12.5% of the original total planned was also provided in at an average of 19 per group. the form of training not initially envisaged, so that the final volume of ——Training courses dealing with the New Bus Network were provided training was 66.91% of our target. for Heads of Operational Groups, Operations Managers and drivers from the Horta and Zona Franca centres. A total of 588 staff attended in 47 groups (an average of 12.5 per group). 2012 Management Our people Corporate human 154 Summary resources in TB
The following transversal training activities are also of interest: Remuneration, Pensions and Corporate Labour Relations and Legal Department Number of Percentage of Functional areas training events training events The work performed in the year included monitoring legal withholdings TOTAL 2012 Training Plan 103 100.00% and those by other bodies (233 in 2012) and updating documentation Held as part of 2012 TP 39 37.8% regarding security in line with the Personal Data Protection Act (LOPD). Held outside 2012 TP 11(**) 10.68% (*) Operational coordination of the pension plan continued in 2012 via Total held 50 48.54% the Technical Office of the Transports de Barcelona, SA Occupational Pensions Plan, which was responsible for handling relations with the (*) Training activity conducted outside the Plan as a percentage of training under fund manager, actuaries and external advisers, and cooperation with the Plan. other internal departments. The situation was significantly complicated (**) Although 16 training programmes outside the Plan were requested, 5 of these were by the application of the Spanish National Budget for 2012, published subsequently cancelled. in June, which made it necessary for us to hold complex meetings and negotiations with different bodies to enable us to reach agreements that In the case of Corporate Services 48.5% of our target for training was would allow us to maintain the plans and their benefits. implemented, between training envisaged in the Plan and other training provided.
Lastly, we would point out the additional efforts made in 2012 to optimise the use of resources, especially financial resources: expenditure on externally contracted services was strictly limited and we benefited from a substantial rebate for training. 2012 Management Our people Corporate human 155 Summary resources in TB
Payments for 2012 correspond to the categories listed below: Health, safety and welfare in the workplace - Bus
TB Pension Plan activity and benefits 31.12.2012 1. Policy on health and safety in the workplace Additions to category B 12 During the year, the Occupational Risk Prevention Service drew up Additions to category D 6 management guidelines for the prevention of work-related hazards Resulting from unpaid leave 1 and designed an online course so that all staff with managerial Total retirement 1 responsibilities could acquire the necessary knowledge (Safety Pass Partial retirement 59 certificate) to apply the guidelines appropriately. In 2012 over 200 managers in the Bus Network Executive and corporate services Partial retirement pending official ruling 0 undertook this training. In the last quarter of the year the Annual Permanent total disability < 55 years (Categories A and B) 1 Preventive Action Plan for 2013 was drawn up. Permanent total disability => 55 years (Categories A and B) 1 The TB Health and Safety Committee held 12 ordinary and 35 Permanent total disability < 45 years 0 extraordinary meetings during the year and conducted 11 safety visits Permanent total disability => 45 years 3 to work centres. Permanent absolute disability < 45 years 0 The prevention service carried out the following work during the year: Permanent absolute disability => 45 years 3 108 reviews of workplace risk assessments, 24 visits and inspections Severe disability 0 to examine safety in different centres and work premises, 9 hygiene Orphans' benefit 0 controls, 12 ergonomic assessments, 1 psycho-social appraisal, Death of spouse (employee) 2 5 reviews of emergency and self-protection plans, and 4 partial emergency simulations. Reversible widow's/er's pension (on death of non-worker) 7 Being processed (all categories) 35 2012 Management Our people Corporate human 156 Summary resources in TB
In addition, external service management to assign risk levels (Achilles 2. Gender equality policy Control) was assessed (460 interventions), and compliance reviews of machinery and equipment (780 interventions) were carried out during Work continued on measures designed to ensure equality of treatment visits to work centres. and opportunity for men and women and to improve the work-life balance of staff. Working with Bus Personnel Management, the unit As part of the health monitoring programme, 2,360 planned medical prepared a report on the situation and review of the Equality Plan for examinations were conducted and 323 which had not been planned. 2013-2015, which will serve as a starting point for a review of the Plan. No adverse effects on health related to working conditions were found in any of these cases (as specified in RD 1299/2006, on occupational 3. Policy on participation and occupational welfare illness). Altogether, 1,972 assessments were carried out of possible additional occupational hazards, related to the mental and physical In line with our policy of encouraging staff participation, 7 work conditions of workers, which could potentially pose a risk for the safety groups were formed, consisting of a total of 36 people, and 5S (Sort, of workers themselves or for third parties (driving, working at height, Straighten, Sweep, Standardise and Sustain) methodology was etc.). There were no such hazards in 97.2% of the cases assessed. introduced on the Triangle Business Operations Centre site and in the vehicles of its rapid intervention officers, while the first steps were taken to introduce this methodology in the Zona Franca Centre.
On 8 June the sixteenth Conference on Participation Systems was held at the ONCE Auditorium. It was attended by approximately 350 people and presented work done using different methods of participation.
As in previous years, on 12 April an event to mark long connections with the company (silver and golden anniversaries) was held, during which we paid tribute to eight employees.
Steps were taken to create a multi-purpose venue at the Sagrada Família station site. It is primarily intended for the company's retired staff but will also be used to host various corporate events. 2012 Management Our people Corporate human 157 Summary resources in TB
In connection with the promotion of health, campaigns were organised 4. Social and healthcare assistance policy focusing on two specific issues: preventing smoking (a very successful initiative, as 80 people signed up for the programme to give up During the year the Social Work Department undertook a series of smoking) and preventing seasonal flu in those who are particularly measures aimed at workers (505 cases). This figure was 20% higher vulnerable (312 people were vaccinated). Our programmes to prevent than that for the previous year, probably as a result of the serious obesity and for comprehensive mental care remained active, 21 people social and economic crisis the country is experiencing. Sixty-five more receiving attention regarding eating habits and 17 for mental health complex cases requiring exhaustive monitoring were identified and help issues. Eighty employees are involved in other preventive programmes. in dealing with the problems reported will be provided.
Extensive communication programmes were also organised, with a view As part of our programme to provide support for individuals with to reinforcing the culture of prevention and promoting healthy habits, behavioural disorders stemming from drug addiction, 17 cases received using the different channels available to us. The Spanish Association attention, 4 of them newly reported in 2012. Against Cancer (AECC) has published a list of recommendations to prevent different types of cancer. During the year a total of 69 people benefited from monthly allowances managed by the Social Welfare Fund.
In the field of healthcare a total of 1,632 patients received attention in the Sagrera centre, all of the cases being related to occupational injuries. Treatment for these injuries involved 166 diagnostic tests, 503 referrals to specialists, 16 operations and 1,650 rehabilitation sessions.
3,741 visits were programmed jointly with employees and the public health system with a view to reducing the length of absences due to temporary incapacity due to common illnesses. Twenty-nine diagnostic tests, 45 consultations with specialists, 98 rehabilitation sessions and 2 operations were also carried out. 2012 Management Our people Corporate human 158 Summary resources in TB
TB staff at 31 December The average age of the active workforce at 31 December stood at 45.54 years, slightly higher than the figure for 2011 (44.72 years). The The active workforce at 31 December 2012 was 4,230 employees, 68 age pyramid for Transports de Barcelona employees is shown in the fewer than at the close of the previous year. This number includes 275 following chart. partially retired employees whose jobs are linked to relief contracts. TB staff age structure However, if we consider the average annual standardised workforce (percentages) (the average number of employees in terms of hours per employee and year), there was a decrease of 88.16 employees, the 2011 average 50.00% of 4,032.65 employees falling to 3,944.49 in 2012. This reduction, 44.02% concentrated mainly in business operation centres, is the result of 40.00% measures contained in the plan to rationalise management, which 28.44% were implemented to adapt the services available to real demand, thus 30.00% ensuring the financial viability of the transport system. 24.42% 20.00% TB average standardised workforce at 31 December 2012 2011 Change 10.00% 3.12% Average standardised workforce (*) 3,944.49 4,032.65 –88.16 0.00% (*) Average annual workforce by hours per employee/year Under 31 From 31 to From 41 to Over 50 years 40 years 50 years years 2012 Management Our people 159 Summary
Human resources in FMB
Planning, management and administration for Metro staff Altogether, 4,963 passes were issued (new additions, reissues, addition of family members, replacement of faulty or damaged passes, etc.) The most important new development concerning partial retirement and 144 were withdrawn (passes stolen, lost or expired, entitlement was the change in the percentage of retirement and the resulting terminated, etc.). difference in the amount of work to be done each year by the partially retired. In 2012 all partially retired staff took a reduction of 75% of their In 2012 an initiative introduced in 2011 was continued, offering staff working hours. the choice between a traditional Christmas hamper and a hamper containing no alcohol (4,633 hampers with alcohol, 1,033 without). During the year 43 partial retirements were processed in Operations, 12 in Maintenance and Projects and 10 in other areas of FMB. To Metro Labour Relations and Legal Department cater for these 65 cases: 46 customer care agents were employed (previously working at weekends) and other duties were performed The Metro Labour Relations and Legal Department received 89 formal by infrastructure maintenance auxiliaries and rolling stock and complaints of which 42% led to court cases. In the remaining cases infrastructure maintenance operatives. out of court settlements were agreed or the plaintiff dropped the complaint. In those cases which went to court, 71% of the rulings were The periods when the percentage of work required under the partial in favour of FMB S.A. The following were of particular interest: retirement agreement should be done were agreed with employees ——The court found in TMB's favour in the case brought against the and their representatives. This affected 368 employees. National Institute of Social Security regarding claims for the payment of retirement pensions when relief staff have reduced working hours to A total of 884 changes in contractual conditions were recorded care for children. (conversions, renewals, extensions of working hours, employment of ——Ratification by the High Court of Justice of the favourable ruling customer service agents during the summer, etc.) and 148 cases of on the entitlement of customer service agents to a 30-minute break new staff and departures. because their work involves driving and the amount payable to them. ——Ratification by the High Court of Justice rejecting claims for Arrangements were made for clothing to be issued annually to all alternative posts. workshop staff (694 uniforms) and winter uniforms to all operations staff (1,895). 1,152 requests for the replacement of miscellaneous items In 2012 the Work Inspectorate received a total of 49 complaints, of of clothing were also handled. which only 2% led to a formal notice of infraction. 2012 Management Our people Human resources 160 Summary in FMB
In the field of labour relations, in 2012 disciplinary proceedings for Staff development in Metro misconduct while at work were taken in 127 cases. During the year Metro Network Executive conducted eight internal The following events are of interest in the area of collective negotiations: promotion processes to cover 37 vacancies and four external selection ——As a result of the measures for containing expenditure on staff, made processes to cover 5 vacancies. necessary by legal rulings and the reduction in financial resources for the transport system which Metro had to apply in 2012, a labour ——Diagnosis, analysis and action plan in the Inspection Department dispute began at the start of the year, culminating in a 4-day strike during the Mobile World Congress. Intensive negotiations with workers' Studies of the department and staff assessed (Control and Information representatives were undertaken and measures to contain and adjust Officers and Inspection and Security Coordinators). This project, with salaries were agreed on 27 February 2012, bringing the strike to an end the direct involvement of all staff, allowed us to identify points which and settling the dispute. could be improved on an organisational level and in connection with ——After a number of meetings with employees, the Negotiating labour relations, focusing on five main areas. An action plan was drawn Committee for the 26th Metro Collective Agreement reached an up to implement the improvements. agreement under which the terms of the previous Collective Agreement would be extended for 2012 and 2013. Seven agreements were signed with academic centres, allowing staff ——The conflict generated by the application of RDL 20/2012 caused to undertake practical training sessions on company premises. another labour dispute, which led to seven days of strike action (three partial strikes of 3 hours per shift, three 24-hour strikes and one day Working with Metro Network Executive's departments, in 2012 the unit when there was a general strike). Throughout this period negotiations drew up a training plan designed for its staff and management. continued and, after various proposals for a solution, an agreement was reached on 5 December 2012, bringing the dispute to an end. Number of types of training event 243 Number of training events 1,764 Number of hours attended 76,712 Number of employees participating 3,064 Number participating 9,926 2012 Management Our people 161 Summary
Corporate human resources in FMB
Functional area personnel management Staff were promoted in different divisions of Metro, especially in the area of maintenance. In Operations the existing model was Efforts were made to contain the number of staff in functional area by consolidated with the incorporation of shift managers in 2012. As well efficient management of the coverage of vacancies. We also managed as the recruitment of summer customer service agents, an internal and coordinated the work of 44 partially retired employees. Twenty-one promotion process for Area Operational Heads was conducted. contracts were signed for work in functional areas. Last year saw the beginning of our joint human resources work with Selection and promotion the Panama Metro, a project for which TMB is providing advisory services at different levels. Materials and proposals were prepared ——Selection for the descriptions of posts and selection procedures for the first Intermediate Operations Managers were drawn up and implemented. In 2012 TMB applied a policy of budgetary restraint, in line with the The candidates appointed will join the company in January 2013. company's needs and the requirements of government bodies. This restraint had repercussions for the contracting of new staff in Ferrocarril Metropolità de Barcelona, SA.
However, the company respected its commitment to partial retirement, which has led to some new staff being appointed. The positions were for basic maintenance staff, who were selected from among the applicants for the position of customer service agent in summer (a total of 340). This situation was a change from previous years and allowed us to optimise the allocation of posts. Apart from these appointments, customer service agents were taken on for the summer, as usual, these being chosen from 2011 applicants. 2012 Management Our people Corporate human 162 Summary resources in FMB
Technical Office for Metro Job Classification
——Staff covered by the collective agreement
The Technical Office provided information, vision and expertise for the organisation of a number of projects held during the year. The Rail Safety Project was the most multi-disciplinary and the project giving rise to the greatest number of technical and conceptual considerations. Work continued, using the OST approach, on reviewing all job descriptions for which reviews, updates and upgrades had been requested.
Functional content, including their mission and basic responsibilities, was defined for all the new posts which needed to be created, with a view to determining the corresponding skills profile and making the necessary appointments, either through internal promotion or external selection. 2012 Management Our people Corporate human 163 Summary resources in FMB
Training FMB 2008 2009 2010 2011 2012 Courses (1) 1,193 1,722 1,931 2,404 1,906 (2) Last year training was generally maintained. However, there was a Number attending (3) 2,412 2,730 3,188 3,789 3,285 (4) drop in participation and hours attended, as many courses had to be cancelled for various reasons. Courses were programmed as far Number participating (5) 6,041 9,022 9,762 12,037 10,747 (6) as possible according to the availability of participants depending on Training hours (7) 19,432 25,112 25,958 22,060 24,192 (10) service commitments. On-site training was increased, which allowed Hours attended(8) 75,935 131,901 110,009 96,856 90,652 (9) us greater flexibility with groups such as customer service agents. Ratios In 2012, as in the previous year, a great effort was made to provide Number participating/ 5.06 5.24 5.06 5.01 5.64 maximum coverage (102% of the average standardised workforce), course although the figure for 2011 was already very high (96.3%). Hours per employee (12) 12.57 14.62 11.27 8.05 8.44 Attendees' overall satisfaction with FMB courses was 3.19 on a % staff trained 80.48 86.86 92.00 96.30 102.00 (11) scale of 4, corresponding to a rating of ‘very good’ and showing an improvement on the figure for the previous year (3.16). The way in which the figures are calculated was modified slightly in 2012, and is detailed below:
(1) Number of sessions held during the year. If a course is held 5 times it is recorded as 5 courses. (2) The sum of 1,764 courses held in Metro Network Executive and 142 transversal courses which were attended by at least one person from Metro Network Executive. (3) The number attending is the number of people receiving training, bearing in mind that a person who has, for example, attended three courses will only be recorded once. (4) The sum of 3,064 attendees from Metro Network Executive and 221 who received transversal training. (5) The number participating is the number of people receiving training, bearing in mind that a person who has, for example, attended three courses will be recorded three times. 2012 Management Our people Corporate human 164 Summary resources in FMB
(6) The sum of 9,926 participating from Metro Network Executive and Training for functional divisions providing support to Metro and training 821 from Metro who received transversal training. for Projectes i Serveis de Mobilitat is listed separately: (7) Training hours are those of the trainer, calculated by the training completed. Functional areas TB FMB PSM (*) (8) Attendance hours are the number of hours in the course multiplied Attendees 237 367 22 by the number of people attending. Number participating 366 537 23 (9) The sum of 76,712 hours for Metro Network Executive and 13,940 for transversal training. Courses in functional areas 58 (10) The sum of 15,415 hours for Metro Network Executive and 8,777 (*) PSM: Projectes i Serveis de Mobilitat (Telefèric de Montjuïc) hours of transversal training attended by at least one person from Metro. The most notable features of the year's training were: (11) The standardised average workforce in 2012 was 3,218 employees ——Retraining for all technical operational staff on automated lines and the number attending was 3,285. continued and was completed. (12) The number of hours attended divided by the number of ——Training in legal regulations affecting operations and further training participants. in occupational risk prevention. A new four-year cycle was begun in Operations. ——We reviewed the requirements and skills needed to maintain our parity with external organisations offering training in rail safety, so that our staff can act as fully qualified instructors. ——Training in the design of e-learning courses was provided to teach TMB in-house instructors about programs such as Maker and Animgallery, two course editing tools. This training enabled us to organise in-house e-learning courses, such as the Safety Pass course on the prevention of work-related hazards. 2012 Management Our people Corporate human 165 Summary resources in FMB
Although not all the training envisaged in the 2012 Training Plan took Remuneration, Pensions and Corporate Labour Relations and place, a total of 78 training events were held. The shortfall was offset by Legal Department activities falling outside the plan (115), most of which took place in situ and were in the form of refresher courses in the employee's place of The work performed in the year included monitoring legal withholdings work. In 2012 there was hardly any training outside the plan concerning and those by other bodies (167 in 2012) and updating documentation operations, thanks to the work completed the previous year, when regarding security in line with the Personal Data Protection Act (LOPD). criteria were standardised and common records were produced for in The unit also participated in the Committee for Housing Loans. situ training. We consider it desirable to carry out the same process for Maintenance in 2013. Operational coordination of the pension plan continued in 2012 via the Technical Office of the Occupational Pensions Plan of Ferrocarril Fulfilment of the 2012 Training Plan Metropolità de Barcelona, SA, which was responsible for mediation No. of training % of training with the manager, actuaries and external advisers, and cooperation Metro events events with other internal departments. The situation was significantly complicated by the application of the Spanish National Budget for TOTAL 2012 Training Plan 183 100.00% 2012, published in June, which made it necessary for us to hold Held as part of 2012 TP 78 42.62% complex meetings and negotiations with different bodies to enable us Held outside 2012 TP 115 62.84% (*) to reach agreements that would allow us to maintain the plans and their benefits. In Metro agreement was reached via the Monitoring Total held 193 105.5% Committee in July. Data and various relevant reports were then (*) training activity conducted outside the plan as a percentage of training under the plan updated with effect from 1 January 2012.
Another important issue was the meetings held in 2012 with the Technology Department, before the new law on railways comes into force. This will make it necessary to review SAP in line with the need to record the skills and retraining of customer service staff and drivers. This task will be more extensive in future as a result of successive modifications to meet new requirements. 2012 Management Our people Corporate human 166 Summary resources in FMB
Payments for 2012 correspond to the categories listed below:
FMB Pension Plan activities and benefits 31/12/12 Additions to category C 45 Resulting from unpaid leave 3 Total retirement 0 Partial retirement 49 Partial retirement pending official ruling 0 Permanent total disability < 45 years 0 Permanent total disability => 45 years 0 Permanent absolute disability < 45 years 2 Permanent absolute disability => 45 years 5 Severe disability 1 Orphans' benefit 0 Death of spouse (employee) 0 Reversible widow's/er's pension (on death of non-worker) 15 Being processed (all categories) 14 2012 Management Our people Corporate human 167 Summary resources in FMB
Health, safety and occupational welfare in the Metro As part of the health monitoring programme, 1,787 planned medical examinations were conducted and 574 which had not been planned. 1. Health and Safety Policy No adverse effects on health related to working conditions were found in any of these cases (as specified in RD 1299/2006, on occupational The Metro Health and Safety Committee held 11 ordinary and 26 illness). Altogether, 1,240 assessments were carried out of possible extraordinary meetings during the year and conducted 9 safety checks additional occupational hazards, related to the mental and physical in work centres. conditions of workers, which could potentially pose a risk for the safety of workers themselves or for third parties (driving, working at height, The prevention service carried out the following work during the year: etc.). There were no such hazards in 87.9% of the cases assessed. 62 reviews of workplace risk assessments, 105 visits and inspections to assess structural safety in work centres and stations, 77 hygiene 2. Gender equality policy controls, 12 ergonomic assessments, 6 reviews of emergency and self- protection plans, 8 partial emergency simulations, and the drafting of Work continued on measures designed to ensure equality of treatment 26 self-protection instruction sheets for metro premises. and opportunity for men and women and to improve the work-life balance of staff. In addition, external service management to assign risk levels (Achilles Control) was assessed (490 interventions), and compliance reviews of machinery and equipment (1,640 interventions) were carried out during visits to work centres.
As part of the programme to prevent injury resulting from work-related accidents involving the consumption of alcohol and psychoactive substances, 1,342 tests for alcohol were carried out, the results being negative (0.0mg/dl) in all cases. 2012 Management Our people Corporate human 168 Summary resources in FMB
3. Policy on participation and occupational welfare Steps were taken to create a multi-purpose venue at the Sagrada Família station site. It is primarily intended for the company's retired In line with our policy of encouraging staff participation, we organised staff but will also be used to host various corporate events. a series of projects for the ongoing improvement of processes, equipment and working methods. They included 34 working groups, In connection with the promotion of health, campaigns were organised formed by 175 people, and 13 individual schemes for improvements. focusing on two specific issues: preventing smoking (a very successful Fifteen work and analysis meetings were held for conventional metro initiative, as 80 people signed up for the programme to give up lines (with the participation of 158 people) and 94 sessions using the smoking) and preventing seasonal flu in those who are particularly new TAO (Team of Analysis and Optimization) active participation vulnerable (100 people were vaccinated). Our programmes to prevent approach for the automated lines, with the participation of 55 obesity and for comprehensive mental care remained active, 11 people employees. receiving attention regarding eating habits and 22 for mental health issues. Eighty employees are involved in other preventive programmes. 5S (Sort, Straighten, Sweep, Standardise and Sustain) methodology was introduced for all sections in the rolling stock workshop at Sagrera, Extensive communication programmes were also organised, this being the first Metro centre where this methodology has been with a view to reinforcing the culture of prevention and promoting applied. The 5S system is being introduced in three new metro centres: healthy habits, using the different channels available to us. The The Mercat Nou sub-station, the Santa Eulàlia mechanical workshop Spanish Association Against Cancer (AECC) has published a list of and the Roquetes workshop. recommendations to prevent different types of cancer.
Four working lunches were also organised, attended by 47 employees. On 8 June the sixteenth Conference on Participation Systems was held at the ONCE Auditorium. It was attended by approximately 350 people and presented work done using Metro's different methods of participation. 2012 Management Our people Corporate human 169 Summary resources in FMB
4. Social and healthcare assistance policy A total of 2,966 visits were programmed jointly with employees and the public health system, with a view to reducing the length of The Social Work Department undertook a series of measures aimed absences caused by temporary incapacity due to common illnesses. at workers (536 cases). This figure was 27% higher than that for the 15 diagnostic tests, 18 consultations with specialists, 15 rehabilitation previous year, probably as a result of the serious social and economic sessions and 1 operation were also carried out. crisis the country is experiencing. Eighty-one more complex cases requiring exhaustive monitoring were identified and help in dealing with the problems reported will be provided.
As part of our programme to provide support for individuals with behavioural disorders stemming from drug addiction, 12 cases received attention, 7 of them newly reported in 2012.
During the year a total of 81 people benefited from monthly allowances managed by the Social Welfare Fund.
In the field of healthcare a total of 1,157 patients received attention in the Sagrera centre, all of the cases being related to occupational injuries. Treatment for these injuries involved 118 diagnostic tests, 284 referrals to specialists, 10 operations and 887 rehabilitation sessions. 2012 Management Our people Corporate human 170 Summary resources in FMB
FMB staff at 31 December The average age of the active workforce stood at 43.80 years, slightly higher than the figure for 2011 (43.41 years). The age pyramid for The active workforce at 31 December 2012 was 3,608 employees, 115 company employees is shown in the following chart. fewer than at the close of the previous year. This number includes 375 partially retired employees whose jobs are linked to relief contracts. Metro staff age structure (percentages) However, the average annual standardised workforce (the average 50.00% number of employees in terms of hours per employee and year), was 3,218.16, which is 88.16 employees fewer than the previous year. Most of the reduction occurred in the management of conventional lines 40.00% 39.42% (measures to rationalise the services available) and, to a lesser extent, Metro Maintenance and Projects and Metro Personnel Management. 30.00% 30.40% 23.78% Ferrocarril Metropolità de Barcelona, SA 20.00% average standardised workforce 10.00% 9.40% 2012 2011 Change Average standardised 0.00% workforce (*) 3,218.16 3,304.45 –86.29 Under 31 From 31 From 41 Over 50 years to 40 years to 50 years years (*) Average annual workforce by hours per employee/year 2012 Management Our people 171 Summary
Human resources in Telefèric de Montjuïc
Staff
At 31 December 2012 the cable car had a staff of 22 (4 drivers and 18 auxiliary staff), providing service in different shifts. 2012 Management Our people 172 Summary
TMB workforce
At 31 December 2012 the total active TMB workforce (excluding TMB's standardised average annual workforce (as measured in hours Telefèric de Montjuïc) was 7,834. By company, the figure for FMB was per employee/year), excluding Telefèric de Montjuïc, was 7,162.65, a 3,608 and for TB 4,230. The numbers include 650 partially retired decrease of 174.45 compared with the previous year. The chart shows employees whose jobs are linked to relief contracts. The average age the standardised average workforce for the last five years, figures for of FMB staff at 31 December 2012 was 43.80 years, while that of TB the last two years showing a decline. employees was 45.54 years. FMB's standardised average workforce was 3,218.16, a decrease of Standardised average workforce 86.29 compared with the previous year. Most of the reduction occurred (excluding Telefèric de Montjuïc) (*) in the management of conventional lines, as a result of measures to rationalise the services available, and, to a lesser extent, Metro 2012 2011 Change Maintenance and Projects and Metro Personnel Management. Ferrocarril Metropolità de Barcelona 3,218.16 3,304.45 –86.29 TB's standardised average workforce was 3,944.49, a year-on-year Transports Metropolitans de decrease of 88.16. This reduction, concentrated mainly in business Barcelona 3,944.49 4,032.65 –88.16 operation centres, is the result of measures contained in the plan TMB 7,162.65 7,337.10 –174.45 to rationalise management, which were implemented to adapt the (*) Average annual workforce by hours per employee/year services available to real demand, with a view to reducing expenditure. 10TMB Foundation 2012 Management TMB Foundation 174 Summary
After the creation of the TMB Foundation the TMB Cultura most important activities taking place during the year were as follows. The TMB Culture project programmed 17 activities involving various disciplines, including graphic art, music and dramatic art. Information about the activities can be obtained via the TMB website http://www. tmb.cat/ca/agenda-tmb, social networks, the MouTV channel, the JoTMBé club, Gent TMB, Ràdio Metro, and press releases.
Cultural activities during the year included: ——Musicians in the Metro: on 2 March at Universitat station the seventh series of auditions was held to select musicians to perform in the metro network. ——10th Musicians in the Metro Festival: Held on 24 November in Universitat station. The event was organised with the assistance of the Taller de Músics.
In 2012 four exhibitions were held at the Espai Mercè Sala: ——Joan Miró. Apunts (F. Miró): from 26 January to 23 March ——Del Mur a l’Art: from 29 March to 1 June. ——Objectes de Museus. Museum collections (DHUB): from 7 June to 21 September. ——25 years of Barcelona Bus Turístic: from 27 September 2012 to 11 January 2013. Four exhibitions on different themes are programmed for 2013. 2012 Management TMB Foundation 175 Summary
The exhibition ‘En un món anònim’, commemorating 10 years of New educational activities this year include: Musicians in the Metro, held in November 2011 at the Espai Mercè Sala, moved to the exhibition hall of the Fine Arts Faculty of the ——And you, how do you get about? University of Barcelona in April. An exhibition on public transport This programme is aimed at pupils in the first and second stages of advertising was held at the Railway Museum in Vilanova, from February compulsory secondary education (ESO). It focuses on communication to mid-June. skills, paying special attention to interpretation and expression in different languages, audiovisual communication, creative work and During the year we supported a total of 94 events. Some were applied mathematics. organised by social entities (Fundació lluita contra la Sida, Red Cross, The Barcelona Guàrdia Urbana police force participated in the project Fundació Esclerosi múltiple, etc.) and others focused on cultural and it received support from the Consorci d’Educació de Barcelona. activities (Liceu, Auditori, FAD, MNAC, Sala Montjuïc, etc.). The kind of support given for these events is mostly via: The video information ——Ens mou la gent gran (Older people move us) system, distribution of leaflets, Ràdio Metro, the website diary, etc. The aim of the programme is to encourage the use of public transport by senior citizens, giving them tools for greater independence and TMB Education safety. The workshop received assistance from the Consell Assessor de la Gent Gran de Barcelona and the retired metro and bus staff The main figures for 2012 were as follows: associations. It was organised in two sessions, the first dealing with ——433 visits with a total of 8,370 participants bus travel, and the second with the metro. A total of 452 people ——36 aides posted at 12 of the company's operation points attended and it is hoped that next year the figure will reach a thousand. ——14 educational activities ——Agreements to support educational activities with 6 municipalities in ——TMB es mou per l’educació (TMB moving for education) the Barcelona Metropolitan Area. A project for curricular diversification with pupils who spend three ——Agreements with the Barcelona Provincial Council, the Consorci months studying at TMB work centres. d’Educació de Barcelona and the Barcelona Formació Professional Foundation. ——TMB es mou per l’educació especial (TMB moving for special education) A specially adapted version of the workshop, aimed at pupils receiving special education. 2012 Management TMB Foundation 176 Summary
Solidarity and Cooperation Master Plan On 21 June a meeting was held to constitute the new Metropolitan Council for International Cooperation of the Barcelona Metropolitan In 2012 the TMB Social Programmes Committee held five ordinary Area (AMB). During the second half of the year, six vehicles were meetings. The strategic alliance with Conductors Solidaris de donated via the AMB: Catalunya (CSC – Catalan Drivers for Solidarity) continued, with a view ——One microbus for the HANANE Association to be sent to Tetouan, to cooperating with and supporting its projects. with the assistance of the Montcada i Reixac town council. ——Three standard buses for CECADE (Centre for Democratic Training The number of TMB volunteers registered rose from 526 in 2011 to and Promotion), in El Salvador, and the other two for the municipal 654 in 2012. They were deployed in a variety of activities: drivers, authorities of Huizucar, El Salvador, all with the assistance of the mechanics, TMB Education aides, metro guides, etc. Montcada i Reixac town council.
With regard to socially responsible procurement, orders worth a total of In 2012, in view of the economic situation, we had to review our 325,000 euros were placed with 18 social suppliers. programme for donating vehicles, prioritising the sale of vehicles withdrawn from the fleet. This led to a significant fall in the number of Forty-three special solidarity bus services were provided with the help vehicles available for cooperation projects, compared with other years. of 23 volunteer drivers, who gave 182 hours of their time to help 1,282 people. Eleven workshops were held to develop the independence With regard to IT equipment, 10 computers were donated and a power of disabled metro users, during which nine volunteer guides spent 22 generator was given to Conductors Solidaris de Catalunya, to be used hours working with 96 disabled users. On 26 April an agreement was for a school building project in Gambase. signed with ONCE Catalunya to organise workshops to develop user autonomy and promote solidarity bus services. As part of our programme to support and publicise solidarity initiatives In line with our policy of giving away assets which are no longer in we worked with 26 social organisations, using TMB publicity supports use, during the first half of the year two buses were donated under the to bring their messages to the public. agreement with the Barcelona Metropolitan Area, one being sent to the Akwaba Foundation and the other to the NGO Units en l'Acció. 2012 Management TMB Foundation 177 Summary
The Tria la teva causa (Choose your cause) campaign was run for a TB Universal Accessibility Master Plan second year. The most popular cause, receiving 48.4% of the votes cast, was the fight against hunger and the eradication of poverty. In Work continued on the projects assigned to each group in the October, November and December we organised the campaign Get corporate committee for accessibility. These projects are an moving against hunger and poverty, jointly with the Red Cross, Banc outstanding example of operational management. The current situation dels Aliments, Càritas, and the Alicia Foundation. A creative touch of the different working groups in the Bus division is detailed below: was given to the campaign by leading chef Ferran Adrià, who gave his support free of charge, while a group of employees allowed the ——TB Engineering company to use their pictures. The new types of bus in the new network include folding seats for the convenience of users with push-chairs and those accompanying Once again our corporate campaign at Christmas was eminently people in wheelchairs and work was done on the areas reserved for charitable, sending out a clear message of solidarity. Different formulae these passengers. Ramp maintenance criteria were also improved. were used to raise funds for the bodies participating: ——The full amount for the first tonne of plastic bottle tops collected is to ——Training be given to Càritas. A number of training sessions were organised for strategic groups such ——1,000 kg of food were collected from TMB staff and this was donated as TB training aides and the volunteers assisting in the workshops for to the Banc dels Aliments food bank. We also helped with the transport personal autonomy in the metro. of 5,000 kg of food collected by three schools in the city. ——We organised a collection of toys for the Red Cross and the sale of ——Info-accessibility TB solidarity bracelets during the last fortnight of December, also in aid of A technical study is being carried out of various proposals using mobile the Red Cross. phones to provide information about bus and metro services, changes, ——As a result of the Christmas campaign, Caprabo donated 3,000 etc. euros, to be shared equally among Càritas, Banc dels Aliments and the Red Cross.
And once again we supported the Afanoc campaign Put your cap on 2012, in aid of children with cancer. 1,044 caps were sold, raising 5,220 euros for the organisation. 2012 Management TMB Foundation 178 Summary
FMB Universal Accessibility Master Plan Heritage
Work continued on the projects assigned to each group in the 1. Historical train journey at night corporate committee for accessibility. These projects are an outstanding example of operational management. The current situation On 12 April at 12.30 am the historical train ran at night for the third of the different working groups in the Metro division is detailed below: year running. The event was intended to raise awareness once again of a part of TMB's historical and cultural heritage. The train ran from ——Metro infrastructures La Pau to Ciutadella on Line L4. Protective barriers are being installed at various metro stations, as recommended in a workplace hazard prevention report. The height of 2. Third Barcelona to Caldes de Montbuï Classic Bus Rally metal ramps on platforms is being adjusted to align them with trains. Work is currently in progress at Virrei Amat, Bogatell, Llacuna and On 5 and 6 May the third edition of the Classic Bus Rally was held, Passeig de Gràcia (Line L3) stations. organised by ARCA, Sagalés, TMB and the TMB Foundation. Thirty buses participated, including vehicles from the rest of Spain and ——Info-accessibility Metro abroad. On the afternoon of May 5 and the morning of May 6 the Research is being carried out on a project to guide users in the metro. vehicles were on show in Avinguda Mª Cristina and were viewed by Using the Wi-Fi network it will provide information about their location. 15,000 visitors. The rally had a number of sponsors, the largest being CEPSA. ——Lifts and escalators We have established technical standards and the most suitable types 3. Agreement between TMB and the Grec Festival for the induction rings used in lift intercoms. During the Grec Festival, the TMB Foundation rented articulated bus no. 3036 to the Barcelona Culture Institute (ICUB), so that the play L'ànima del Bus (The Spirit of the Bus) could be performed on board over four weekends in July. 2012 Management TMB Foundation 179 Summary
4. Restoration, maintenance and commercial use of historical 5. Agreements for the use of images vehicles On 15 June we signed an agreement with Viena Edicions to include To mark the 25th anniversary of the first tourist bus in Barcelona, the 51 images forming part of TMB's historical and cultural heritage in TMB Foundation decided to restore bus number MAN 2011, the first the book Funiculars i Telefèrics de Montjuïc (Funicular Railways and double-decker bus to run on this service. This work was possible Cable Cars on Montjuïc). On 25 September we signed an agreement thanks to the assistance of the MAN company. This bus took part in with Editorial Efadós for the use of three images to be included in the the third Classic Bus Rally and was also involved in various events to chapter on transport in the book L'Abans: Recull gràfic de la Vila de mark the 25th anniversary of the service. Sarrià (The way things were: a history of Sarrià in pictures). On November 12 TMB signed an agreement with Virreina Centre de Working with the Bus and Metro operational divisions, a plan for the la Imatge for the use of a picture of a tram, which was included in the maintenance of historical vehicles was prepared, so that they can be exhibition held in December about philosopher, teacher and writer ready to run whenever required. Volunteers are also being trained Arnau Puig. The right to use the pictures was granted free of charge to drive the different types of vehicle, as their characteristics call for in all cases, on condition that a reference to TMB's ownership was special skills. included with the photographs.
The TMB Foundation and the Commercial Promotion Department 6. Agreements for the use of material drew up a list of tariffs for the seven historical buses which have been restored, so that they can be used commercially (for films, exhibitions, On 25 September 2012 TMB and the District of Horta-Guinardó signed the transfer of special guests, etc.), the income thus generated helping an agreement for the use of four metal rhombus-shaped metro signs to cover maintenance costs and providing funds for the Foundation. which had been at Horta station from 1959 to 1975, to be used in an exhibition on the history of transport in Horta from the 19th to the 21st century, held from 7 to 28 September in the Matas i Ramis civic centre. The right to use them was granted free of charge, provided that reference to TMB's ownership was made.
On 6 November an event was held at Sant Martí station to mark the fifteenth anniversary of the opening of the metro service there. At Sant Martí and Bac de Roda stations photographs and historical material were on display; these were kindly loaned by the Sant Martí residents' association. Commitment 11to innovation 2012 Management Commitment to innovation 181 Summary
Development of new business, research and development, and external consultancy
Development of new business and external consultancy In 2012 the company won tenders to provide consultancy services for: ——Buenos Aires metro, Argentina In 2012 the New Business Development Division continued to provide ——Ekaterinburg metro, Russia assessment and consultancy services for public transport companies. ——Algiers metro, Algeria Its main aims are as follows: ——Panama metro. ——to exploit TMB's know-how for commercial purposes, ——Oran metro, Algeria ——to position it as an international benchmark operator, ——Oran tram service, Algeria ——and to increase the qualifications of its technical staff in accordance ——Hanoi metro, Vietnam with the technical progress made in the world of transport. ——Cuenca tram service, Ecuador ——Zaragoza tram service, Spain TMB participates in various external projects, either alone or jointly with other engineering or consultancy companies, such as AGL Bids were also presented for the following projects, which may be and SENER, or other operators, such as Movential and Vectalia. confirmed in 2013: With Vectalia, TMB is continuing to run a successful urban transport ——Santiago metro, Chile network in the Perpignan area. ——Ho-Chi-Minh metro, Vietnam ——Ahmedabad metro, India In 2012 it presented a successful tender to provide consultancy ——Cuenca tram service, Ecuador (two new tenders related to works for services to BRT in Dhaka, Bangladesh. the tram service and transport in the city)
TMB is also a partner in ENSITRANS, together with SENER, Metro de Lisboa and the Portuguese engineering company FERCONSULT. 2012 Management Commitment to innovation Development of new 182 Summary business, research and development, and external consultancy
Research and development in the Bus division
At the end of 2012 Transports de Barcelona was actively involved in the following projects:
——Ecotrans
The project seeks ways of making public transport sufficiently attractive to draw users away from private transport, through active measures such as improvements to travelling times, service intervals and vehicle comfort, and passive measures that discourage the use of private transport (tolls, regulated parking, restrictions on the use of vehicles, etc.).
The main issues to be tackled in connection with this project are surface transport and the agglomerations it causes, local atmospheric pollution and the contribution of transport to global warming.
——BCN Hybrid Bus
TMB continues to work on the project cofinanced by the Catalan Government's ACC1Ó agency to carry out research into hybrid and electric propulsion technologies applied to urban buses. The first prototype hybrid CNG-electric bus, converted from a CNG model, was developed in 2012. 2012 Management Commitment to innovation Development of new 183 Summary business, research and development, and external consultancy
International activity in the Bus division International activity in the Metro division
2012 saw intense activity in the international sphere, involving visits 2012 saw intense activity in the international sphere, involving visits by international delegations to Barcelona and the presence of TMB by international delegations to Barcelona and the presence of TMB professionals in various international public transport organisations. professionals in various international public transport organisations. TMB representatives played an active role in the activities of the The extension of L9/10 led to greater activity in this area. TMB's International Association of Public Transport (UITP), the Association Director of Automated Lines chairs the International Association of of Urban Public Transport Operators (ATUC) and the International Bus Public Transport (UITP) observatory on automatic metro lines. Benchmarking Group (IBBG). 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), the Latin-American Association of Metros and Undergrounds (ALAMYS) and the Nova metro benchmarking group. 2012 Management Commitment to innovation Development of new 184 Summary business, research and development, and external consultancy
Technology Department ——TETRA radio-communications network: Contract awarded to GISA for construction and measurement tests and partial 1. Corporate technology projects in 2012 execution of the same for the project to introduce a TETRA radio- communications network on lines L1, L2, L3, L4 and L5. The following TMB technological and organisational projects are of special interest: ——Validation and sale system (SViV): Payment system using EMV cards: Further work on rolling out Stage II of the technological ——Master Plan for Technology (PDT) solution. At the end of 2012, 157 ticket issuing machines had been modified. Funding for 2012 was substantially reduced but work continued on projects identified in the PDT Road Map corresponding to previous years. ——IP video surveillance system: Implementation of a system to However, a process was set in motion to issue a call for new projects for consolidate video surveillance allowing integration of existing TMB 2013. The main measures implemented under the plan were as follows: video systems.
——Refurbishment of equipment rooms: during Stage III, work at ——Public address systems: Rolling replacement of present public Diagonal station (L3) and the partial transfer of facilities at Sant Pau address peripherals and ensuring compatibility with Metro Control station (L5) were completed. Of the 126 communications centres Centre. covered by the plan, 51 have been completed to date and work is in progress on two more. ——Replacement of analogue devices with digital systems: Specifications were drawn up for telephony services at metro ——Transmission Network (MPLS): Stages I and II were completed headquarters, operations centres and stations, with a view to as planned (parts of L1 and L5). In 2013 tenders will be invited for moving towards IP telephony, as specified in the Master Plan for Stage III. Technology. Tenders will be invited in 2013.
——Radio-communication centre: This was assigned to the Metro ——On-board systems in Metro: Architecture was defined to Control Centre and work on setting it up began. It will allow us encompass all on-board ICT systems (radio-communications, public to replace the existing centre, which provides analogical radio- address systems, personnel location, video surveillance, etc.). communication services and has become totally obsolete. It will also enable us to gradually incorporate new radio-communication ——Remote control for access to buses: A centralised access control systems such as TETRA. In 2012 the contract was awarded and system was introduced at the Triangle, Horta and Zona Franca 1 construction will begin in 2013. Business Operations Centres. 2012 Management Commitment to innovation Development of new 185 Summary business, research and development, and external consultancy
——Plan to replace obsolete critical systems ——Customer service and information (IAC)
In 2012 critical systems which are beginning to become obsolete, We are entering a new stage in TMB customer service and information, including the PDH transmission network, the telephony system used in in which we will meet the changing needs of the public via new digital stations, offices and operations centres, the radio-telephony system, channels, with improvements to quality and internal management, etc., were analysed so that a comprehensive plan for the Bus and applying a comprehensive approach to Bus and Metro services and Metro divisions can be drawn up. Under the plan, the investment the use of digital formats. needed for the period 2013-2017 was scheduled, so that the relevant systems can be upgraded, either provisionally or as part of the Master As part of the project the following were defined: Plan for Technology. ——Service information policies: list of messages to be issued in each situation (planned and unplanned service changes, transport for special ——Review of the Master Plan for Technology (PDT 2013-2018) events, corporate messages, information about emergency situations, etc.). Each message is formulated for each of our 17 channels of The budgetary limitations of recent years and new technological information. developments make a review of the Master Plan for Technology ——Customer service policies: Definitions were provided for different necessary. In 2012 the Technology Strategy and Projects Committee customer services (requests for information, complaints, dealing with approved a project to review the Master Plan for Technology. At the fraud, lost property, sale of tickets, etc.) and a manual for each channel end of the year work began on this project, which is expected to be (in person, telephone and digital) was drawn up. completed in 2014. ——Management model: A new management model was defined, with the creation of the new Customer Service and Information unit, processes and internal relations with other company departments were specified, and committees were set up to oversee procedure. ——Technological model and road map: The technological model required to meet the new needs arising with the launch of this new stage in the area of service and information was defined. A five-year road map was drawn up, which describes, quantifies and plans the more than 30 projects identified. 2012 Management Commitment to innovation Development of new 186 Summary business, research and development, and external consultancy
——T-Mobility project (contactless card in the Barcelona Metropolitan ——Video public information systems (MouTV) Area) 2012 was the year in which this new channel was rolled out and This project, promoted by ATM with the support of the Government of consolidated, reaching 1,900 display points on metro platforms, trains Catalonia, is intended to replace the obsolete magnetic ticket system and buses, and Punt TMB information and customer service centres with a contactless card system. ——Digital strategy Initially this was envisaged as a project for technological renovation but the opportunity was taken to look into replacing the present integrated TMB's digital strategy dates back to 2009, when the TMB Connection fare system by a new, modern and innovative system that encourages programme was launched. It was updated to enable channels to customer loyalty and contributes to the financial sustainability of the develop coherently in line with modern digital technology. This new transport system. Moreover, the government decided to change strategy defines TMB's digital objectives for information, assistance, the management model by introducing a public-private cooperation communication and relations with the public in the area of new scheme to facilitate investment and share risk. At present the resulting information technologies: Internet, Internet on mobiles, applications for T-Mobility project only affects the Barcelona Metropolitan Area but smartphones and tablets, social networks and user databases. there is interest in extending it to other parts of Catalonia. ——Modernisation of digital channels The TMB Technology Department did extensive work in two areas: ——Internally, it analysed all areas affected by the new technology, so that The potential of each of the company's digital channels was analysed TMB could adapt more successfully to situations arising in the future. with a view to exploiting them financially, determining the best payment ——It worked with ATM to support the T-Mobility project and provide model, identifying their impact on systems, and specifications were technical assistance in defining its objectives. This work focused on: drawn up for tenders for their commercial exploitation. ——Drawing up the functional programme describing the technical solution and the project to implement it. This document will be used as ——Digital reviews a point of reference for technological issues when competitive bids are being discussed. TMB's corporate magazines went digital, leading to savings because ——Ensuring that the technical solution is coherent and in line with the printed copies no longer need to be produced, while the use of digital needs and purpose of the new fare system. technology gives new scope for development. TMB's new digital Work will continue in 2013, when the project is expected to be publications are: Hora Punta, Gent TMB and i_CON. awarded. 2012 Management Commitment to innovation Development of new 187 Summary business, research and development, and external consultancy
——Development of cooperative platforms 2. Improved performance ——Optimising business support processes. Facilities for cooperative projects were developed and set up using ——Improvements in maintenance capabilities, making preventive the Sharepoint 2010 platform. This project was set up as a new maintenance a priority. Technology Department service and twenty sites with over 100 users ——Availability of reliable data to enable us to reduce repeated verification were created during the year. and avoid unexpected situations.
——GeoPortal 3. Modernisation of structure ——Renewal of processes and systems. In 2012 the first version of the new GeoPortal system was released. ——Encouraging a comprehensive, integrated view of the company. This is a tool aimed at end users, which allows all the company's geo- referenced data available from GIS systems to be exploited intuitively, using language which is very business-oriented.
This tool is the visible result of a major effort made in recent years, in both Metro and Bus, to identify, structure, compile and load the business information that can be managed in our area of operations.
The aims of these initiatives fall into three areas:
1. Improvements in overall safety ——Day-to-day on-site work: improving knowledge of our working environment helps to reduce the risk of unexpected hazards. ——Dealing with safety-related contingencies. ——Assessment of the situation and strategic decision making based on local conditions. 2012 Management Commitment to innovation Development of new 188 Summary business, research and development, and external consultancy
2. Research and development ——SEAM4US
At the end of 2012 Ferrocarril Metropolità de Barcelona, SA was The aim of SEAM4US is the development of advanced technologies actively involved in the following projects: to provide optimum scalable control of metro stations with a view to saving at least 5% of power not used for traction. This saving is ——ERRAC equivalent to the power consumption of 700 homes.
Project forming part of the European Union’s Seventh Framework ——Seconomics Programme, renewed under the new Horizon 2020 framework programme. This is a technological platform intended to promote The purpose of Seconomics is to synthesise our knowledge of European research in the field of national, regional, local, urban and sociology, economics and safety to make it concrete, useful and suburban railways. ERRAC brings together representatives of the applicable for policy makers and for planners responsible for public European Commission, member states and those involved in railway safety. R&D (operators, industry, researchers, etc.) and proposes to the The project is geared to studies of industry and will identify safety European Union priority areas of R&D for framework programmes, risks specific to transport (aerial, urban and suburban) and its critical especially the forthcoming eighth programme. infrastructures.
This platform will be operative until 2020 and TMB is one of the two Spanish bodies represented and one of the three organisations representing urban rail transport in Europe. 2012 Management Commitment to innovation Development of new 189 Summary business, research and development, and external consultancy
——Secur-Ed
Via a delegated management system this project brings together large operators and industry integrators concerned with safety in public transport in large and medium-sized towns by means of demonstrations. TMB is part of the project's advisory council.
In 2013 TMB will be participating in the following new R&D projects proposed in response to the last call of the European Union's Seventh Framework Programme: ——SUMMA (Energy saving in metro stations) ——NGTC (Next Generation Train Control) ——Fighway (The internet of the future applied to transport) ——LIFE-DAVID (Noise and vibration on the track) ——SWING (Vandalism in the metro) ——E-Rail50 (Outlook for rail transport in 2050) ——TRANS4ALL (Guidance for people with reduced mobility in the metro)
TMB will also form part of the advisory council for the following projects: ——SuperHUB (Integration of IT applications for user travel) ——ValueSec (Tool to support strategic decision making concerning public safety) 2012 Management Commitment to innovation Development of new 190 Summary business, research and development, and external consultancy
Systems to create and upgrade metro infrastructures ——On-board metro systems: architecture was defined to encompass all on-board ICT systems (radio-communications, public address systems, In the area of Infrastructures and Works TMB carried out or personnel location, video surveillance, etc.). participated in the following programmes: ——Platform for integrated management of customer information (video public information system): this project is one of TMB's main 1. Technology infrastructure projects strategic lines for the years to come, as it combines information and entertainment as an added value to enhance users' travelling ——Upgrading of equipment rooms (Stage III). To date 50 of a total of experience. The aim is to provide a corporate television channel which 126 (40%) have been refurbished. brings together content of general interest, entertainment, service ——Deployment of triple tubing and optical fibre. Stage IV is being information and advertising. implemented, which will complete installation on lines L3, L4 and L11. ——MPLS transmission network: a contract for Stage II of the new 2. Other measures 10-gigabyte network was awarded. Roll-out of this system will take priority over the SDH network. Implementation of the Global System for Mobile Communications ——TETRA telecommunications network: specifications were drawn up (GSM) in extensions to the network: Orange and Vodafone provide for this project and tenders were invited for its installation on L11. coverage for the last stations to be added to the network. ——System for ticket validation and sale incorporating a payment system for EMV (Europay MasterCard VISA) cards: Stage II of implementation Projects for ticket validation and sale systems of technological solutions. This stage brings the total number of ticket machines using the system to 150. In the area of ticket validation and sales TMB carried out or participated ——IP video surveillance system: introduction of a system to reinforce in the following programmes: video surveillance which will allow TMB's existing video systems to ——Project to introduce an EMV payment gateway: the second stage of be used and facilitate a progressive migration of technologies and implementation is under way, providing an additional 50 machines and centralised control combined with other systems. bringing the total to 150. ——Public address systems: rolling replacement of present public ——Using the same gateway (IECISA), we are making it possible for address peripherals and measures to ensure compatibility with Metro travellers to top up mobile phones via the ticket issuing machines. Control Centre. A total of 15 peripheral systems have been replaced (six ——We are involved in the ATM project to draw up technical in the last year). specifications for the future contactless card. Outlook 12for 2013 2012 Management Outlook for 2013 192 Summary
Apart from the introduction of the new On 18 December 2012 the Barcelona fare scales for 2013, as approved by the Metropolitan Area Board constituted a General Metropolitan Transport Authority, no other Meeting of Transports de Barcelona, SA, and events of note have occurred since the end approved the changes to the By-laws, the of 2012, which were not envisaged in the revised text being made available to the public financial and operational plans for 2013. for 30 days.
On 8 November 2012 the Board of Directors At the end of this period, no objections of Transports de Barcelona, SA unanimously having been recorded, the General Meeting approved the proposal to modify the of Transports de Barcelona, SA gave its final Company By-laws and it was agreed that they approved to the By-laws on 5 February. should be presented to the General Meeting for approval. The changes are in response to the law passed by the Barcelona Metropolitan Area, which is the new shareholder, and the opportunity has been taken to make other alterations to bring the By-laws into line with changes in the legislation affecting them, especially the Spanish Companies Act, the revised text of which was approved by Royal Decree Law 1/2010, of 2 July. Participation in 13other companies 2012 Management Participation in other 194 Summary companies
Transports de Barcelona, SA had the following interests in other Ferrocarril Metropolità de Barcelona, SA had the following holdings in companies at 31 December: other companies at 31 December:
——A 300,506.05 euro holding in Transports Ciutat Comtal, SA, 33.3% of ——A 4,403.07 euro holding in Ensitrans, A.E.I.E, SA, 10% of the the company's share capital. company's share capital.
——A 420.71 euro holding in Promociones Bus, SA, 0.37% of the ——A 60,101.22 euro holding in Barcelona Regional Agència company's share capital. Metropolitana de desenvolupament urbanístic i d'infraestructures SA, 3.92% of this company's share capital. ——A 4,403.07 euro holding in Ensitrans, A.E.I.E., 10% of the company's share capital. ——A 3,005.06 euro holding in La Fundació per a la motivació dels recursos humans, equivalent to 3.85% of its capital. ——A 60,101.22 euro holding in Barcelona Regional, Agència Metropolitana de Desenvolupament Urbanístic i d’Infraestructures SA, ——A 2,624,400 euro holding in Tramvia Metropolità SA, 2.50% of its 3.92% of this company's share capital. share capital.
——A 1,550.0 euro holding in Transports Metropolitans de Barcelona, SL, ——A 51,821 euro holding in Catalunya Carsharing, SA, 8.37% of the 50% of the company's share capital. company's share capital.
——A 5,001,550 euro holding in Projectes i Serveis de Mobilitat, SA, 50% ——A 513,000 euro holding in Tramvia Metropolità del Besòs, SA, 2.5% of the company's share capital. of the company's share capital.
——A 1,550 euro holding in Transports Metropolitans de Barcelona, SL, 50% of the company's share capital.
——A 5,001,550 euro holding in Projectes i Serveis de Mobilitat, SA, 50% of the company's share capital. 2012 Management Participation in other 195 Summary companies
Holdings in other companies
At the end of the year the only company in Grup de Projectes i Serveis de Mobilitat SA was TMB France, EURL unipersonal.
The company TMB France was constituted on 21 October 2012 with 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.
On 21 December 2011 a loan was formalised between Projectes de Serveis i Mobilitat, SA as lender and TMB France as borrower. The sum of 105,000 euros was lent at the 3-month Euribor rate +3.25% for a maximum of five years with a view to acquiring a minority shareholding in the Perpignan metropolitan area transport corporation (Corporation Francaise de Transports Perpignan Méditerranée).
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 2011. Financial 14measures 2012 Management Financial measures 197 Summary
Investment in TB
Investment in 2012 totalled 21.43 million euros, corresponding to the By amount, the most significant investment was in the following areas: following items: 0.58 million euros for computer applications, 17.91 ——Buildings and other constructions: basically investment for paving million euros for property, plant and equipment, and 2.94 million for and other improvements in the Horta depot, surfacing the Zona Franca- PP&E in progress. Port parking area and investment in the Tramvia Blau depot. ——Investment in machinery, premises and tools corresponded mainly to Item Thousands of euros the Scada system at the Horta and Triangle depots, the fire prevention Intangible assets 575.7 system at Horta and Triangle, video surveillance cameras and Leasehold assignment rights 0.0 equipment to analyse emissions. ——Investment in rolling stock involved the purchase of new buses and Computer software 575.7 associated equipment, and the transformation of diesel vehicles into Property, plant and equipment 17,914.5 hybrid vehicles. Buildings and constructions 379.5 The 2.94 million euros invested in property, plant and equipment in Machinery, equipment and tools 1,367.8 progress was mainly for the conversion of buses into hybrid models, Furniture and fittings 9.9 the modification of workshops to accommodate hybrid buses and IT equipment 59.6 refurbishment and other work at the Zona Franca-Port building. Vehicles 16,057.2 Total 18,490.2 Change in PP&E in progress 2,936.0 Total 21,426.2 2012 Management Financial measures Investments in TB 198 Summary
Income statement ——Operating income
In 2012 we continued to feel the effects of the recession and TMB's Revenue for the year, excluding service subsidies, fell by 3.3 million companies were obliged to apply measures to rationalise expenditure euros (2.4%), mainly due to falling revenues from advertising and the and meet their commitments to provide service by optimising the pensions plan. The effect of these on the income statement for the year use of the resources available. As commented in previous sections, was, however, neutral. some of the rationalisation measures adopted were designed to bring the services we offer more into line with real demand. In our Despite falling passenger numbers, price rises meant that revenues surface network, services were modified, taking into account real from ticket sales rose by 655 million euros (0.5%). However, levels of demand and cases where the same routes were covered by commission, discounts and volume discounts on the sale of tickets competitors. increased by 770 million euros (8.7%).
Despite the budgetary constraints of recent years, the company Additional revenues shrank by 2.1 million euros (19.3%), mainly due continued to make an effort to offer a quality service, taking advantage to the decline in advertising revenues, as the company was obliged of new technologies and introducing a series of improvements such to renegotiate advertising contracts with lower prices in the current as the new user information system, user information screens and economic climate. the introduction of buses which are environmentally more efficient, as well as the other projects described in this report. Another important Special subsidies fell slightly, by 1.6%, as the company received a grant development was the introduction of the first stage of the new bus for the ECOTRANS project in 2011 which was not repeated in 2012. network in October 2012. All these measures to make best use of the company's resources are reflected in the income statement for the Revenues from pensions, which are not taken to the income statement, year. fell by 2.5 million euros following the application of Royal Decree Law 20/2012. 2012 Management Financial measures Investments in TB 199 Summary
——Operating expenses ——Other expenses
Operating expenses before amortisation and depreciation fell by 31.9 Net amortisation and depreciation (after capital grants taken to income million euros (11.2%). This was mainly due to reductions in Staff costs, in the year) grew by 2.27 million euros (9.4%) thanks to a 12.3% Supplies, External Services and Pensions. increase in depreciation charges (mainly corresponding to vehicles) and a 25.3% increase in capital grants taken to income. Financial expenses, The main reduction under the Supplies heading corresponded to meanwhile, fell by 12% in the financial year. consumables and spare parts. Expenditure on External Services also fell by 3 million euros (8.4%), mainly corresponding to repairs Finally, service subsidies, required to balance revenues and expenses and maintenance of buildings and vehicles, advertising and in the year, totalled 147.2 million euros, a fall of 26.6 million euros communications, and security. (15.3%).
Major savings were also made under the Staff costs heading, which fell by 13.4 million (6.6%), mainly due to the application of Royal Decree Law 20/2012 of 13 July (cancelling the additional December payment), salary deductions for strikes, and the reductions in staff numbers discussed previously.
Expenditure on fuel, however, increased by 2.1%, mainly corresponding to natural gas. Expenditure on diesel fell during the year, despite rising fuel prices, thanks to returns of 2.38 million euros generated by the financial instrument contracted to hedge fuel prices, which matured at the end of 2012. 2012 Management Financial measures Investments in TB 200 Summary
Income statement (in thousands of euros) (1) (2) Change 2012 2011 (1) – (2) (%) A) Continuing Revenues Sales 125,161 124,506 655 0.5 operations Fees and discounts –8,064 –8,834 770 –8.7 Additional revenue 8,927 11,061 –2,134 –19.3 Pension plan revenues 1,686 4,200 –2,514 –59.9 Special subsidies 6,340 6,444 –105 –1.6 Service subsidies 147,163 173,807 –26,644 –15.3 Total revenues 281,212 311,184 –29,971 –9.6 Operating Supplies 9,400 11,829 –2,429 –20.5 expenses Electricity/fuel 24,005 23,522 483 2.1 Personnel 189,228 202,608 –13,380 –6.6 Pensions 1,686 4,200 –2,514 –59.9 External services 32,676 35,653 –2,977 –8.4 Taxes other than income tax 445 417 27 6.6 Changes in provisions –4,668 6,261 –10,929 Gain/loss on sale of fixed assets –134 34 –168 Total expenses before amortisation and depreciation 252,638 284,524 –31,887 –11.2 Amortisation and depreciation 33,205 29,573 3,633 12.3 Capital grants taken to income –6,776 –5,409 –1,367 25.3 Net amortisation and depreciation 26,429 24,164 2,266 9.4 Total operating expenses 279,067 308,688 –29,621 –9.6 Financial Financial expense due to non-settlement of 0 0 0 expenses deficit Structural finance expenses (incl. leasing) 2,131 2,422 –291 –12.0 Total financial expenses 2,131 2,422 –291 –12.0 Profit before tax 14 74 –60 –80.6 Corporate income tax –14 –74 60 –80.6 Profit for the year from continuing operations (after 0 0 0 corporate income tax) B) Discontinued Profit for the year from discontinued operations (after 0 0 0 operations corporate income tax) Profit for the year 0 0 0 2012 Management Financial measures Investments in TB 201 Summary
Statement of financial position at 31 December (in thousands of euros)
Transports de Barcelona, SA 2012 2011 Change ASSETS Non-current assets 336,594 322,048 14,546 Intangible assets 8,596 8,650 –54 Property, plant and equipment 263,499 275,379 –11,880 Non-current investments in group and associated companies 5,304 5,304 0 Non-current financial investments 59,195 32,715 26,480 Current assets 72,845 90,020 –17,175 Inventory 4,637 4,727 –90 Trade debtors and other receivables 65,682 81,029 –15,347 Current financial investments 178 2,154 –1,976 Current prepayments and accrued income 96 154 –58 Cash and cash equivalents 2,252 1,958 296 Total assets 409,439 412,068 –2,629 EQUITY AND Equity 158,567 163,674 –5,107 LIABILITIES Capital and reserves 127,984 127,984 0 Authorised capital 8,415 8,415 0 Reserves 119,569 119,569 0 Profit for the year 0 0 0 Remeasurements –1,928 142 –2,070 Subsidies, donations and legacies received 32,511 35,548 –3,037 Non-current liabilities 121,547 127,173 –5,626 Non-current borrowings 121,547 127,173 –5,626 Current liabilities 129,325 121,221 8,104 Current provisions 6,181 11,601 –5,420 Current borrowings 56,122 51,862 4,260 Current payables to group and associated undertakings 31,521 15,168 16,353 Trade creditors and other payables 28,357 35,475 –7,118 Current prepayments and accrued income 7,144 7,115 29 Total equity and liabilities 409,439 412,068 –2,629 2012 Management Financial measures 202 Summary
Investment in FMB
Investment in 2012 totalled 23.37 million euros, corresponding to the The most material investments were the following: following items: 0.90 million euros for intangible assets (computer applications), 15.82 million euros for property, plant and equipment, ——Investments in PP&E and 6.65 million euros for PP&E in progress. ——Investments under the Buildings and constructions heading included Item Thousands of the works on the Sagrera Security and Civil Defence Centre. euros ——The main investments under the Fixed installations heading Intangible assets: 899.6 correspond to the refurbishment of stations, signal boxes, tracks and Studies and projects 0.0 signalling. ——Investments in Machinery, equipment and tools included items Computer software 899.6 for communications rooms, the fire prevention system at Roquetes, Property, plant and equipment: 15,820.0 investment in the ticket sales and validation system (PAR gates), station Land and natural assets 0.0 ventilation systems and automatic doors for stations. Buildings and constructions 251.6 ——Capital expenditure on sub-stations included investments in the interconnection between the Llacuna and Urquinaona sub-stations and Installations 6,272.8 the Sant Antoni and Encants sub-stations, and on walkways in sub- Machinery, equipment and tools 3,526.9 stations. Sub-stations 338.6 ——Investments in Furniture and fittings included semi-reinforced safes Furniture and fittings 291.1 for L9/10 and miscellaneous furniture. ——The main investments in Vehicles correspond to the remodelling IT equipment 226.1 of 4000-series trains and a video information system installed in Vehicles 2,480.2 5000-series trains. Spare parts 2,432.7 ——Additions to PP&E mainly correspond to investments in Bombardier Property investments: 0.0 signalling equipment, track crossover switch points, spare parts for trains and tracks, etc. Investment in land and other assets 0.0 Computer software 0.0 Total 16,719.6 Change in PP&E in progress 6,652.3 Total 23,371.9
2012 Management Financial measures Investment in FMB 203 Summary
——Change in PP&E in progress Income statement
The movement under this heading corresponds mainly to investments In 2012 we continued to feel the effects of the recession and TMB's in refurbishing stations, remodelling 3000-series and 4000-series companies were obliged to apply measures to rationalise expenditure trains, track renovations, investments in communications rooms, load and meet their commitments to provide service by optimising the use switches, the train derailment detection system and PAR gates for of the resources available. As commented in previous sections, some stations. of the rationalisation measures adopted were designed to bring the services we offer more into line with real demand and use resources for the routes and time slots that are of interest to the most people. All these measures to make the best use of the company's resources are reflected in the income statement for the year.
——Revenues
Total revenues for the year, excluding service subsidies, fell by 6.5 million euros (2.6%).
Price rises meant that revenues from ticket sales rose by 9.1 million euros (4.0%). However, commissions, discounts and volume discounts on the sale of tickets increased by 12.6%.
Additional revenues fell by almost 1.6 million euros despite a 1 million euro increase in revenues from external cooperation projects. The most significant decreases corresponded to advertising fees and revenues from recharging infrastructure maintenance work on L9/10 to Ifercat in line with lower maintenance expenditure. Advertising revenues fell, as the company was obliged to renegotiate advertising contracts at lower prices in the current economic climate. 2012 Management Financial measures Investment in FMB 204 Summary
Special subsidies fell slightly, by 1.7%, and revenues from pensions, Significant savings were also made under the External Services which are offset against pensions expenses in the income statement, heading, which fell by 13.4 million euros (17.9%) once train leases and fell by 0.672 million euros, following the application of Royal Decree charges for L9/L10 are stripped out. These savings were thanks to Law 20/2012. the renegotiation of contracts with suppliers, enabling the company to reduce costs without affecting quality, and to reductions in non- ——Operating expenses operational running costs. Some of the most significant savings in the year were made in respect of repairs and maintenance (of buildings, Thanks to cost containment measures, operating expenses before machinery, equipment and tools, escalators and vehicles), general amortisation and depreciation fell by 5.1% in the year. Stripping out station maintenance, cash transport and handling, security, insurance train leases and charges for L9/L10, which the company has no and station cleaning. management control over, operating expenses fell by 21.8 million euros (7.8%). The main reductions corresponded to External Services and Finally, changes in provisions fell by 0.702 million euros while pension Staff Costs. expenses, which, as previously mentioned, are offset against revenues in the income statement, fell by 0.672 million euros. Savings measures also resulted in a decrease of 0.672 million euros (8%) under the Supplies heading. Power costs, however, increased by 15.2% due to higher electricity prices.
Staff costs fell by 10.4 million (6.3%), mainly due to the application of Royal Decree Law 20/2012 of 13 July (cancelling the additional December payment), salary deductions for strikes, and the reductions in staff numbers discussed previously. 2012 Management Financial measures Investment in FMB 205 Summary
——Other expenses
Net amortisation and depreciation (excluding capital grants taken to income) grew by 3.1% in the year.
Financial expenses increased by 4.4 million euros, mainly corresponding to interest on the debt which the ATM required TMB to assume relating to the years 2009-2012.
Service subsidies, required to balance revenues and expenses in the year, totalled 177.6 million euros, a fall of 21.8 million euros. This amount includes 125.6 million euros in subsidies to cover train leases and charges for L9/L10.
Finally, it is important to note that, despite all the measures adopted to cut costs, users continued to express satisfaction with the service, as demonstrated in the 2012 Customer Perception Study, where users gave the service an average rating of 7.44 out of 10. 2012 Management Financial measures Investment in FMB 206 Summary
Income statement (in thousands of euros) (1) (2) Change 2012 2011 (1) – (2) (%) A) Continuing Revenues Sales 240,690 231,506 9,183 4.0 operations Fees and discounts –2,845 –2,527 –318 12.6 Additional revenue 16,616 18,208 –1,593 –8.7 Pension plan revenues 943 1,615 –672 –41.6 Special subsidies 3,108 3,163 –55 –1.7 Service subsidies 52,017 74,779 –22,762 –30.4 Service subsidy for train leases and charges for L9/L10 125,615 124,608 1,007 0.8 Total revenues 436,144 451,352 –15,208 –3.4 Operating Supplies 7,734 8,406 –672 –8.0 expenses Electricity/fuel 31,498 27,345 4,153 15.2 Personnel 155,213 165,589 –10,356 –6.3 Pensions 943 1,615 –672 –41.6 External services 187,498 199,936 –12,438 –6.2 Taxes other than income tax 149 158 –9 –5.8 Changes in provisions 493 1,195 –702 –58.8 Gain/loss on sale of fixed assets 108 206 –98 –47.6 Total expenses before amortisation and depreciation 383,636 404,430 –20,794 –5.1 Amortisation and depreciation 43,894 42,767 1,127 2.6 Capital grants taken to income –6,798 –6,798 0 0.0 Net amortisation and depreciation 37,096 35,969 1,127 3.1 Total operating expenses 420,732 440,399 –19,667 –4.5 Financial Financial expense due to non-settlement of deficit 12,085 8,247 3,839 46.5 expenses Structural finance expenses (incl. leasing) 3,289 2,706 583 21.5 Financial expense for pro-rata VAT refund 0 0 0 Total financial expenses 15,374 10,953 4,421 40.4 Profit before tax 38 0 38 Corporate income tax –38 0 –38 Profit for the year from continuing operations 0 0 0 (after corporate income tax) B) Discontinued Profit for the year from discontinued operations 0 0 0 operations (after corporate income tax) Profit for the year 0 0 0 Note: External Services includes train lease expenses totalling 75.871 million euros in 2012 and 73.754 million euros in 2011. This amount also included 49.744 million for charges for L9/10 (50.854 million in 2011). 2012 Management Financial measures Investment in FMB 207 Summary
Statement of financial position at 31 December (in thousands of euros)
Ferrocarril Metropolità de Barcelona, SA 2012 2011 Change ASSETS Non-current assets 629,146 643,507 –14,361 Intangible assets 6,324 6,290 34 Property, plant and equipment 356,963 377,728 –20,765 Property investments 82 87 –5 Non-current investments in group and associated companies 5,003 5,003 0 Non-current financial investments 260,774 254,399 6,375 Current assets 144,470 132,530 11,940 Inventory 5,411 5,109 302 Trade debtors and other receivables 118,899 113,388 5,511 Current investments in group and associated companies 13,521 6,468 7,053 Current financial investments 25 26 –1 Current prepayments and accrued income 628 861 –233 Cash and cash equivalents 5,986 6,678 –692 Total assets 773,616 776,037 –2,421 EQUITY AND Equity 216,517 224,155 –7,638 LIABILITIES Capital and reserves 118,693 118,693 0 Authorised capital 10,227 10,227 0 Reserves 108,466 108,466 0 Profit for the year 0 0 0 Remeasurements –4,571 –3,371 –840 Subsidies, donations and legacies received 102,395 109,193 –6,798 Non-current liabilities 303,486 313,622 -10,136 Non-current borrowings 303,486 313,622 –10,136 Current liabilities 253,613 238,260 15,353 Current provisions 1,882 2,423 –541 Current borrowings 115,295 133,861 –18,566 Current payables to group and associated undertakings 130,255 0 34,202 Trade creditors and other payables 6,181 96,053 258 Current prepayments and accrued income 5,923 5,923 335 Total equity and liabilities 773,616 776,037 –2,421 2012 Management Financial measures 208 Summary
Consolidated income statement of the TMB Group
In 2012 we continued to feel the effects of the recession and both ——Operating expenses the public authorities and TMB's companies were obliged to apply measures to rationalise expenditure and meet their commitments to Total operating expenses before amortisation and depreciation fell by provide service through the efficient use of the resources available, 52.5 million euros (7.6%) in the year. This mainly corresponds to lower thereby considerably reducing the Group's funding needs. reduced spending on Staff and Pensions (due to the application of Royal Decree Law 20/2012 and Law 2/2012, salary deductions for ——Operating income strike action, and reductions in staff numbers), External Services and Supplies. Electricity and fuel costs grew by 4.65 million euros (9.1%) in The total revenues of the consolidated group (including service the year due to higher prices. This was offset by returns of 2.38 million subsidies) fell by 44.5 million euros (5.8%) in the year. This was on a financial instrument contracted by Transports de Barcelona, SA to mainly due to a 48.8 million euro reduction in service subsidies and hedge fuel prices, which matured at the end of 2012. to declining additional revenues (down 6.5 million euros). However, Some of the most significant savings in the year under the External revenues from ticket sales rose by 10.6 million euros (3.0%). The drop Services heading were made with respect to repairs and maintenance in additional revenues was mainly due to the decline in advertising of vehicles, buildings and facilities, general station maintenance, revenues following the renegotiation of advertising contracts with security, cleaning, insurance and advertising and communication. lower prices and in revenues from recharging to Ifercat infrastructure maintenance work carried out by Ferrocarril Metropolità de Barcelona ——Other expenses on L9/10 (in line with lower maintenance expenditure). Finally, amortisation and depreciation increased by 3.4 million euros in the year and financial expenses by 5.1 million euros, the latter mainly corresponding to interest on the debt which the ATM required TMB to assume for 2009-2012. 2012 Management Financial measures Consolidated income 209 Summary statement of the TMB Group
Consolidated income statement of the TMB Group (in thousands of euros) 2012 2011 Change % chg. A) Continuing Revenues Sales 361,280 350,655 10,625 3.0 operations Non-operating income 26,851 33,397 –6,546 –19.6 Special subsidies 9,448 9,607 –159 –1.7 Service subsidies 324,795 373,194 –48,399 –13.0 Total revenues 722,374 766,853 –44,479 –5.8 Operating Supplies 17,168 20,290 –3,122 –15.4 expenses Electricity/fuel 55,598 50,946 4,652 9.1 Operations personnel 344,748 367,841 –23,093 –6.3 Contribution to the supplementary pensions system 2,629 5,815 –3,186 –54.8 Personnel in redundancy scheme 446 1,047 –601 –57.4 External services 219,293 234,519 –15,226 –6.5 Taxes other than income tax 595 579 16 2.8 Changes in provisions –4,171 7,456 –11,627 –155.9 Gain/loss on sale of fixed assets –26 240 –266 –110.8 Total expenses before amortisation and depreciation 636,280 688,733 –52,453 –7.6 Amortisation and depreciation 77,688 72,942 4,746 6.5 Capital grants taken to income –13,573 –12,207 –1,366 11.2 Net amortisation and depreciation 64,115 60,735 3,380 5.6 Total operating expenses 700,395 749,468 –49,073 –6.5 Financial Financial expenses due to write-off of the programme 12,085 8,247 3,838 46.5 expenses contract Structural financial expenses 6,088 4,866 1,222 25.1 Total financial expenses 18,173 13,113 5,060 38.6 Share of profits in companies consolidated by the equity method 718 271 447 164.9 Profit before tax 4,524 4,543 –19 –0.4 Corporate income tax –66 –84 18 –21.4 Consolidated profit for the year from continuing operations (after 4,458 4,459 –1 0.0 corporate income tax) B) Discontinued Consolidated profit for the year from discontinued operations 0 0 0 operations (after corporate income tax) Profit for the year 4,458 4,459 –1 0.0 2012 Management Financial measures Consolidated income 210 Summary statement of the TMB Group
Statement of financial position at 31 December of the TMB Group
(in thousands of euros) 2012 2011 Change ASSETS Non-current assets 970,820 971,392 –572 Intangible assets 14,941 14,975 –34 Property, plant and equipment 631,882 665,009 –33,127 Property investments 82 87 –5 Non-current investments in group and associated companies 3,926 4,208 –282 Non-current financial investments 319,989 287,113 32,876 Current assets 203,343 220,119 –16,776 Inventory 10,080 9,866 214 Trade debtors and other receivables 183,798 192,949 –9,151 Current investments in associated companies 4 0 4 Current financial investments 4 2,181 –1,977 Current prepayments and accrued income 204 1,015 –332 Cash and cash equivalents 683 14,108 –5,534 Total assets 1,174,163 1,191,511 –17,348 EQUITY AND Equity 396,539 404,827 –8,288 LIABILITIES Capital and reserves 268,133 263,674 4,459 Authorised capital 18,642 18,642 0 Reserves 245,033 240,673 4,460 Profit for the year 4,458 4,459 –1 Remeasurements –6,500 –3,588 –2,912 Subsidies, donations and legacies received 134,906 144,741 –9,835 Non-current liabilities 425,933 442,595 –16,662 Non-current borrowings 425,933 442,595 –16,662 Current liabilities 351,691 344,089 7,602 Current provisions 8,063 14,024 –5,961 Current borrowings 172,320 186,639 –14,319 Trade creditors and other payables 157,974 130,378 27,596 Current prepayments and accrued income 13,334 13,048 286 Total equity and liabilities 1,174,163 1,191,511 –17,348 2012 Management Financial measures 211 Summary
Investment in Telefèric
Investment in the company in 2012 totalled 0.0934 million euros, the Income Statement of Projectes i Serveis de Mobilitat, SA most important items being fixed installations (civil engineering work at cable car stations), machinery, equipment and tools, and spare Total income for the year after tax was 4.74 million euros, an increase of parts (rescue equipment). 0.55 million on the previous year.
This improvement was thanks to an increase in revenues of 9.5% Item Thousands (driven by higher ticket sales and additional revenues), while operating of euros expenses and amortisation and depreciation grew by only 4.2%. Intangible fixed assets: 0.0 Computer software 0.0 Revenues from ticket sales increased by 0.334 million euros (5.6%) thanks to higher passenger numbers and price rises. Additional Property, plant and equipment: 93.4 revenues grew by 0.238 million as a result of amounts charged to the Buildings and constructions 0.0 Perpignan transport corporation for technical support provided. Fixed installations 45.2 The main reductions in spending were in respect to supplies (down Machinery, equipment and tools 16.2 37.1%), amortisation and depreciation (2.2%) and taxes other than Furniture and fittings 1.9 corporate income tax (62.6%). Expenditure increased, however, in IT equipment 1.8 respect to staff (up 6.0%), electricity and fuel (19.6%), external services Vehicles 0.0 (9.7%) and changes in provisions. Spare parts 28.3 Net financial income of 0.071 million also contributed to the improved Total 93.4 bottom line. Change in PP&E in progress 0.0 Total 93.4 2012 Management Financial measures Investment in Telefèric 212 Summary
Consolidated income statement of the TMB Group (in thousands of euros) 2012 2011 Change % chg. A) Continuing Operating Sales 6,338,593.85 6,004,171.38 334,422.47 5.6 operations revenues Non-operating income 239,400.00 1,767.22 237,632.78 Total revenues 6,577,993.85 6,005,938.60 572,055.25 9.5 Operating Supplies 34,608.61 55,036.24 –20,427.63 –37.1 expenses Electricity/fuel 94,798.91 79,245.31 15,553.60 19.6 Operations personnel 752,846.71 710,120.09 42,726.62 6.0 External services 678,553.17 618,604.15 59,949.02 9.7 Taxes other than income tax 1,249.33 3,340.50 –2,091.17 –62.6 Gain/loss on sale of fixed assets 4,720.03 0.00 4,720.03 Total expenses before amortisation and depreciation 1,566,776.76 1,466,346.29 100,430.47 6.8 Amortisation and depreciation 588,929.50 602,396.47 –13,466.97 –2.2 Total operating expenses 2,155,706.26 2,068,742.76 86,963.50 4.2 Net operating income 4,422,287.59 3,937,195.84 485,091.75 12.3 Net financial income –332,460.31 –261,641.87 –70,818.44 27.1 Profit for the year from continuing operations 4,754,747.90 4,198,837.71 555,910.19 13.2 (before corporate income tax) Corporate income tax 14,114.29 10,084.21 4,030.08 40.0 Profit for the year from continuing operations 4,740,633.61 4,188,753.50 551,880.11 13.2 (after corporate income tax) B) Discontinued Net profit/(loss) on discontinued operations 0.00 0.00 0.00 operations (after corporate income tax) Profit for the year 4,740,633.61 4,188,753.50 551,880.11 13.2 2012 Management Financial measures Investment in Telefèric 213 Summary
Statement of financial position of Projectes i Serveis de Mobilitat
(in thousands of euros) 2012 2011 Change ASSETS Non-current assets 11,566,213.25 12,042,074.15 –475,860.90 Intangible assets 21,063.05 34,947.34 –13,884.29 Property, plant and equipment 11,419,977.43 11,901,626.81 –481,649.38 Non-current investments in group and associated companies 105,610.00 105,500.00 110.00 Non-current financial investments 19,562.77 0.00 19,562.77 Current assets 18,547,850.74 14,272,058.08 4,275,792.66 Inventory 32,653.81 29,614.87 3,038.94 Trade debtors and other receivables 176,159.04 69,075.50 107,083.54 Current investments in associated companies 18,004,269.84 8,700,000.00 9,304,269.84 Current financial investments 1,021.70 1,021.70 0.00 Cash and cash equivalents 333,746.35 5,472,346.01 –5,138,599.66 Total assets 30,114,063.99 26,314,132.23 3,799,931.76 EQUITY AND Equity 27,940,862.91 23,200,229.30 4,740,633.61 LIABILITIES Capital and reserves 27,940,862.91 23,200,229.30 4,740,633.61 Authorised capital 10,003,100.00 10,003,100.00 0.00 Reserves 13,197,129.30 9,008,375.80 4,188,753.50 Profit for the year 4,740,633.61 4,188,753.50 551,880.11 Non-current liabilities 900,000.00 1,800,000.00 –900,000.00 Non-current borrowings 900,000.00 1,800,000.00 –900,000.00 Current liabilities 1,273,201.08 1,313,902.93 –40,701.85 Current borrowings: 901,893.71 917,091.81 –15,198.10 Borrowings from credit institutions 900,126.00 900,828.61 –702.61 Other financial liabilities 1,767.71 16,263.20 –14,495.49 Trade creditors and other payables: 321,937.12 387,311.12 –65,374.00 Suppliers 27,316.37 54,468.07 –27,151.70 Suppliers, group and associated entities 159,791.01 102,515.82 57,275.19 Sundry creditors 51,736.27 104,590.84 –52,854.57 Staff, salary payments pending 18,173.54 16,139.91 2,033.63 Other payables to public authorities 64,919.93 109,596.48 –44,676.55 Current prepayments and accrued income 49,370.25 9,500.00 39,870.25 Total liabilities 30,114,063.99 26,314,132.23 3,799,931.76