MESSAGE FROM THE CHAIRMAN

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3 CARRIS Innovation course is made in function of social welfare. Everyday we look for solutions that inspire us and provide a better future for the Community, always regarding the excellency of our service. INDEX MESSAGE FROM THE CHAIRMAN 5 1 FRAMEWORK 6 2 THE FRAMEWORK OF SUSTAINABILITY 16 3 RESPONSIBILITIES 28 4 GRI INDICATORS 52

4 Dr. José Manuel Silva Rodrigues # CARRIS CHAIRMAN

5 MESSAGE FROM THE CHAIRMAN Sustainability is, in this day and age, an ever more inescapable issue. There is concern among ordinary people, enterprises, governments, domestic and international organizations and willingness among them all to change behavior and adopt measures that will lead to a more sustainable society, whether it be in economic, social or environmental terms. CARRIS is a company that is aware of its responsibilities. As such, it is especially concerned with and attentive to the issue. It has defined sustainability practices and put them in place, in a way that is beneficial to the company and also to the urban environment in which it operates. We have tried to give high visibility to this approach; we have taken on commitments that have led to a more sustainable company; and we have carried out specific actions that have allowed us to continue to reach positive results in the year under review. In this context, we should mention a specific point that is relevant: the environmental certification given to the company in the early part of the year, through norm ISO 14001:2004. This is a public commitment to good practices, the purpose being to reduce the environmental impact resulting from the company s operations. This engagement, in fact, had been cemented in the signing of the UITP-Union International de Transports Publics Charter of Commitment to Sustainable Development in 2006, reaffirmed in During 2008, the European Commission made the company a Green- Building Partner, given the high score it achieved on the sustainability barometer (89%). This puts CARRIS in the Best Practicers group, merited by its place on the ACGE Index (companies which stand out most in their approach to climate change). These are concrete signs that the company is designing and putting into practice actions that lead to improvements in its environmental performance. This is not the only side of the question. The company has acquired vehicles with new generation engines (Euro 4 and Euro 5) allowing it to significantly improve the performance of its fleet, with major cuts in pollutant gas emissions and in noise. The city is the beneficiary. The company s efforts in the field of sustainability are not therefore simply on the environmental side: they also take in the economic and the social. On the economic side, there was a revision of the Code of Conduct, and also reinforcement of the company s information and control mechanisms and it has made its measures public at the right time. This concern also covers the management of its public relations, and, in the social sphere, the attraction and retention of talent, and activities where it demonstrates its social responsibility. These were all part of the strengthening of its good practices in business sustainability. The report that follows covers the objectives and the results of all work done in these areas during the year. Here there is clear evidence that the commitment has been accepted by all those who work for the company, summed up as good practices in sustainability. The company is fully aware that consistent development and growth need to be based on sustainable principles. Only in this way will there be a future for us all Lisbon, 10 February 2009 J. Manuel Silva Rodrigues Chairman of the Board of Directors

6 FRAMEWORK Vision to get further HISTORY VISION, MISSION AND STRATEGY COMPANY STRUCTURE STRUCTURE OF THE NETWORK THE RELATIONSHIP WITH STAKEHOLDERS

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8 1 HISTORY 1872 On 18 September, the Companhia Carris de Ferro de Lisboa is founded in Rio de Janeiro. Its purpose is to provide the capital of Portugal with a transport system known as American-style (carriages running on rails and pulled by animals) On 21 December, the rental agreement with L.E.T.L. is rescinded (Decree Law. 688/73). Simultaneously, a contract is signed with the Lisbon City Council renewing the concession for a period of 50 years, covering buses, trams and lifts On 23 January, the writer Luciano Cordeiro de Sousa and his brother are given the rights to set up a transport system in Lisbon based on carriages running on rails and pulled by animals. On 14 February, the Lisbon City Council authorises the concession to be leased to the Companhia Carris de Ferro de Lisboa. On 17 November, the first American line is officially opened On 31 May CARRIS becomes one hundred percent Portuguese and legally sets up as a Sociedade Anónima (public limited company) On 5 June, a contract is signed between the Lisbon City Council and CARRIS, the aim being to replace the animals by electric traction. On 27 July, Wernher, Beit & Co. cedes all the rights and obligations in the contract to Lisbon Electric Tramways Limited (L.E.T.L.). The two companies agree that the governing bodies of CARRIS will continue to manage the operations of the lines on behalf of the L.E.T.L On 31 August, the electric tram service is officially opened A major fleet renovation takes place, with 200 standard new generation buses acquired. They are equipped with automatic gearbox, power steering and fully pneumatic suspension On July, the first articulated buses come into service as part of a fleet modernization process Ten articulated trams come into service in the first three months. They are new generation vehicles, the first of their kind to be used by the company. An overhaul of 45 historic trams is begun The image of the company is up-dated, and this takes various forms, among them the adoption of yellow as the main colour for the bodywork of all company vehicles The Real Time Operating and Information System for Passengers (SAEIP) is launched. In May, the first on-board video surveillance systems are installed CARRIS starts a transport system with a fleet of 5 buses. On 14 November, the first route is officially opened, and runs between Sete Rios and Carnide until its closure in On 9 April, the bus service is officially opened, using vehicles acquired in 1940 for the Portuguese Universal Exhibition The first buses powered by natural gas come into service (as an alternative to diesel), reflecting the company s concern with improving environmental quality and with diversification of the company s energy supplies. 8

9 2003 A start is made on a complete overhaul and modernization of the company. One of the highlights is the renovation of more than half the bus fleet. The process is due to take three years from 2004, with 408 new Euro 3 vehicles acquired (40 Minis and 368 Standard, 20 of these powered by natural gas). A start is also made on contact-free ticketing The contact-free ticketing system becomes fully operative, with new electronic equipment backing up the system and two new cards, the Lisboa Viva and the 7 Colinas Start on the process of bus maintenance outsourcing On 18 January, the CARRIS quality management system is officially certified. It is in line with norm NP EN ISO 9001:2000, approved by APCER Associação Portuguesa da Certificação (Portuguese Association for Certification). A start is also made on certifying specific services and by 22 February the company has already obtained certification of the first four routes (15E, 56, 60, and 83). The award is made by CERTIF Associação para a Certificação de Produtos, in line with norm NP EN 13816:2003 and with their own technical specifications. On 9 September the first phase of the Rede 7 (Network 7) is launched. This represents a total reorganization of the network to ensure fewer overlaps, better connections to the underground, and more frequent buses. On 20 October the UITP commitment pledge on sustainable development is signed in Bilbao, with the company becoming a Pledge Charter Signatory The second phase of the Rede 7 (Network 7) is launched. In the contest arranged by the magazine Exame and Heidrick & Struggles, the company is considered the 31st best company to work for in Portugal. The company reaches 8th place in the climate responsibility ranking on the ACGE Index, set up by EURONATURA. In April, its environmental management system is certified to Norm- NP EN ISO 14001:2004. In a study of The State of the Art in Sustainability Practices organised by Heidrick & Struggles and the weekly newspaper Expresso, in partnership with the BES bank, the company reaches 89.3% on the Sustainability Barometer, well above the national average. In June, as part of the European Mobility Fair in Paris, there is a contest to find the best bus driver in Europe called the Bus d Or contest. A CARRIS driver was awarded 2nd place. The fleet renovation process moves another stage, with a further 40 buses (20 Medium-sized Euro 4, and 20 articulated - Euro 5) coming into service. A start is made on repositioning the company brand through a multisensorial marketing campaign, a world first in public transport. 2 VISION, MISSION AND STRATEGY During the 136 years of its existence, the company has always based its operations on awareness of its economic and social purpose, which is to ensure the mobility of people and act as a factor in the development of the urban fabric in the Greater Lisbon area. It has adjusted its operations to the need for mobility in the market and has maximised its use of resources for an increase in efficiency and an improvement in quality In February the company signs the European Charter of Road Safety. Continuation of the process of certification, with another 18 routes certified on 31 May, in line with norm NP EN 13816:2003. In a contest arranged by the magazine Exame and Heidrick & Struggles, the company is considered the 27th best company to work for in Portugal. On 18 September the UITP charter is signed with the company as Full Charter Signatory. The process of bus maintenance outsourcing is completed at the end of the year. The company is aware that it has to foster the use of mass transport and for this it has responded to the demands for mobility by having bus, tram and funicular routes and a lift available for service. In 2008 the company carried around 234 million passengers. The company s operations are underpinned by a strategy and guidelines focused not only on more sustainable mobility but also on reaching a balance between the economic, environmental and social aspects of its operation, with special attention to the cultural side of the city s life. 9

10 3 COMPANY STRUCTURE Commitments to its customers This involves: Developing the network so that there is a bus stop at an acceptable distance from any point in the city; Defining the schedules to match demand, taking swift action when corrective measures are seen to be needed; Making clear and correct information available; Undertaking actions that ensure the safety of passengers; Adopting measures that ensure the regularity of services, working closely with the bodies that manage public roadways; Developing the sales network and ensuring the best ways for people to acquire tickets; Keeping all vehicles clean and well-repaired; Ensuring the quality of the company s human resources; Complying with legal requirements in relation to exhaust emissions, contributing to environment protection; Assessing customer satisfaction through specific periodic enquiries; Analysing complaints and suggestions from customers as a source of information for on-going improvements to the service. During 2008, the company overhauled its health services and set up a Department of Clinical Treatment. The company organigram is set out below, and the details of each post can be found in the Organisational Handbook. Principles underpinning structure and values The principles underpinning the company s mission are sustainable development, and the values and commitments of the United Nations Global Compact, which cover: Respect for and protection of human rights; Respect for the rights of its employees; Eradication of all forms of exploitation (forced labour and child labour); Eradication of all forms of discrimination; Responsibility in the defence and protection of the environment; Active opposition to all forms of corruption. Its structural values are: Integrity; Rigour; Credibility; Responsibility; The search for excellence. Both its principles and structural values are ser out in the company s Code of Conduct. 10

11 BOARD OF DIRECTORS ADVISORY PANELS General Directors Senior Managers Advisors CUSTOMER OMBUDSMAN CLINICAL SERVICES COMMERCIAL AND MARKETING Image and Communications Fares and the Market Sales SECRETARIAT Documentation and Archives Museum Public Relations FINANCE Accounts Financial Operations and Treasury OPERATIONAL CONTROL AND NETWORK PLANNING Traffic Control Inspection Operational Planning LOGISTIC General Operations Supplies Information Technology BUS OPERATIONS Miraflores Depot Musgueira Depot Pontinha Depot Maintenance Engineering and Management HUMAN RESOURCES Support, Budget and Auditing Personal Development and Labour Relations Management of Human Resource Allocation Staff Changes and Working Conditions TRAM OPERATIONS Santo Amaro Depot Maintenance and Engineering ENVIRONMENT, QUALITY AND SAFETY LEGAL SUPPORT AND LITIGATION INNOVATION AND DEVELOPMENT PLANNING, CONTROL, MANAGEMENT AND AUDITING INTERNATIONAL RELATIONS 11

12 4 STRUCTURE OF THE NETWORK Buses The bus fleet is made up of 749 vehicles. There are 77 regular routes (59 urban and 18 suburban), 9 early morning services ( Rede da Madrugada - 5 urban and 4 suburban) and 2 special routes (operating on Friday and Saturday nights and the nights before public holidays, called Night Bus). The network is made up of 88 routes and covers 670 kms, with 70,5 kms in lanes restricted to public transport (BUS lanes). At the end of 2008, the 749 buses were of the following models: 604 Standard, 37 of which are powered by natural gas (73 to 87 places); 36 Mini (27 places); 9 Medium-sized (58 places) 100 Articulated (155 places). The main difference when compared with 2007 is the acquisition of 40 new buses (20 medium-sized and 20 articulated), with buses from the old fleet written off (10 articulated buses are still going through the process). The medium-sized came into the fleet again, and the 20 new ones are slated for more winding routes or those with relatively less demand but where, also for reasons of demand, mini-buses are not warranted. The new acquisitions also meant that some of the standard-sized could be written off some of them after 25 years of service. The company carried million passengers on its bus fleet, with a load factor of 20 % (21% the previous year). Overall demand was down slightly, though there was an increase in the number of fare-paying passengers. The variation in demand was not uniform through the year. There was a sharp decrease at the start of the year, around 5%, related to completion of the underground extension and the consequent switch in the form of transport. In the fourth quarter there was a big pick up in demand, so at year-end the overall fall was only 0,4%, with a 0,5% increase in fare paying passengers. Trams The tram network is made up of 5 routes. There are 57 trams, 10 articulated and 47 standard. Among these, there are 39 historical styles. The tram network covers the centre of the city, running over 48 kms, 14 of which are on dedicated stretches of roadway. The load factor on the trams in 2008 was 24,3%, with 15.7 million passengers carried, a figure slightly down on Funiculars and lift The company also has three funiculars (Glória, Bica and Lavra) and one lift (Santa Justa). These carried 2,6 million passengers (overall, the electric-driven service carried 18,3 million passengers during the year). Service for the handicapped There are 4 buses for this special service, which has been in the company s hands since February The service is for those who have difficulty getting around and cannot use the standard bus fleet. They require specially adapted vehicles and on some services an extra crewmember is provided. It is a door-to-door service, which is part of the company network within the Lisbon metropolitan district, priority going to regular trips between home and work or school, health services or recreation. During the year, over km were covered, and around passengers used the service. 12

13 5 THE RELATIONSHIP WITH STAKEHOLDERS In recent years, the company has embarked on an internal process, which has led to a clearer identification and knowledge of its stakeholders. The aim is to create a relationship that is more transparent and reliable, with mutual benefits to both sides. Passengers - Regular - Occasional Local Community - Residents Associations - Schools - Citizens Groups - Associations for the young and senior citizens - Religious Groups - Tourist Groups - Pedestrians Staff - Crew - Management - Specialists - Administrative - Maintenance Media - Local - Radio - TV - Free distribution Suppliers - Goods and Services - Provision of services - Equipments - Business support - Raw materials, energy - Maintenance - Banks NGOs - Consumer Associations - Environment/Energy/Social/Sustainability - Trade Unions - UITP (International Public Transport Union) Others - Local transport operators, the policy being to see them as doing a similar job, not as competitors. There are three main groups: Road Rail River/Sea. Institutions and other Bodies - Ministry of Finance and Public Administration - Ministry of Public Works, Transport and Communication - Town and City Councils - General Directorate of Land and River Transport - Ministry of Home Affairs - Ministry of Public Works, Transport and Communication - Ministry of the Environment, Land Planning and Regional Development - Metropolitan Transport Authority - National Association of Heavy Vehicles for Passenger Transport - Portuguese Highways Institute - National Rail Transport Institute - Municipal Police - Portuguese Police Force, National Guard - Fire Service 13

14 The values held by different stakeholders are fundamentally unchanging, and are defined below: Stakeholders Passengers Local Community Staff Media Suppliers Institutions and other bodies NGOs Others (Local Transport Operators) Interest Values Effectiveness, Quality, Access, Conditions of service provision, Safety, Comfort, Little need to change buses Improvement to service, use of local roads, service adjustments Training, company strategy, instructions and working conditions Special information on the institution and customer service Special indicators, timing, costs and charges, compliance with control procedures Intermodal links, efficiency, reaching targets Care with the disabled, special needs, service improvement Intermodal links 14

15 From left to right Eng.º Norberto Silva, Eng.º António Fernandes, Eng.º Pedro Martins Pereira, Eng.º Élio Serra, Eng.º José Freire da Fonseca, Eng.º Jorge Nabais, Dr. Jorge Aresta Branco, Eng.º Vasco Matos, Eng.ª Maria João Branco, Eng.º António Martins Marques, Dr.ª Maria Elisabete Proença, Eng.º António Quaresma, Dr. Duarte Amândio, Eng.º Carlos Figueiredo, Eng.º António Proença, Eng.º José Maia, Dr. Arnaldo Pimentel, Eng.º António Parente, Dr. Carlos Sousa Bentes, Dr. Luís Vale, Dr. Manuel Antunes Vicente, Eng.º Victor Gonçalves. 15

16 16 THE FRAMEWORK OF SUSTAINABILITY Commitment with balance KEY POLICIES AND INITIATIVES FOR SUSTAINABLE DEVELOPMENT Charter of Commitment on Sustainable Development Membership of the Business Council for Sustainable Development The Sustainability Barometer THE YEAR IN REVIEW Sustainability campaign Fleet renovation Maintenance Network 7 ( Rede 7 ) Improvement to traffic conditions Integrated Quality and Environment Management System Certification of Services / Routes Innovation and Development FUTURE PROJECTS 27

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18 Do not forget the past, focus on the present and anticipate the future Sustainability is a philosophy but it is also for the company an operating model that has become ever more a constant in the company s culture. It is in fact the contribution of the company to sustainable mobility and to sustainability in society as a whole. 1 KEY POLICIES AND INITIATIVES FOR SUSTAINABLE DEVELOPMENT Charter of Commitment on Sustainable Development In September 2007, the company signed this contract with the UITP Union International de Transports Publics as Full Charter Signatory. CARRIS is now publicly committed to the principles of sustainable development, and it takes responsibility for actions that spur the development of good sustainability practices in public transport and for making regular reports on these actions, with due regard for the various aspects of sustainability. Membership of the Business Council for Sustainable Development Quality is a daily challenge. It is seen as the point of departure to satisfy the demands of customers and for social well-being. With this in mind, the company has defined the following principles for its policies on quality: To make a contribution towards improving the transport system in the Greater Lisbon Metropolitan Region, ensuring that customers have the mobility that they need and expect; The company has been a member of BCSD (Portugal) the Business Council for Sustainable Development since the first quarter of A variety of companies are members of this board, whose mission is to bring national practices into line with the principles of the WBCSD World Business Council for Sustainable Development. The sustainability barometer T increase the effectiveness and efficiency of the public transport service by matching supply to demand and by rationalising its resources and methods; To comply permanently with the requirements and commitments set out in the Customers Charter, ensuring that they come to trust the service and use it in preference to other forms of transport; To ensure a steady rise in the level of customer satisfaction using periodical surveys to measure progress; To improve unremittingly the quality of service offered based on permanent matching of supply to demand, in terms of regularity, reliability, comfort and safety, through the renovation and modernisation of the fleet and in the selection and training of human resources. During the year the company took part in the second study on The state of the art in sustainability practices in Portugal sponsored by the BES bank, by the Expresso newspaper and by BCSD (Portugal) the Business Council for Sustainable Development and in partnership with Heidrick & Struggles. The company scored 89.3% on the sustainability barometer (compared with 73% a year earlier) and was above the national average (64.08%). It is now considered to be one of the Top 21 companies in Portugal in terms of the international Best-in-Class level. Invitations were issued to 500 companies/institutions in Portugal, and 200 of them accepted. Of these, 76 were considered up to the standard needed to participate in the study. The overall results were sent to the companies which participated, and this means they can identify their strong points and the areas where they have to focus in the future in terms of a comparison with the best practices of business management in sustainability. 18

19 2 THE YEAR IN REVIEW Below are the most relevant actions in this field undertaken by the company during the year. Sustainability campaign The company continued to work on the campaign it had launched In July 2007 entitled Sustentabilidade. Agir Hoje Preservar o Amanhã ( Sustainability. Act today to preserve tomorrow ). Fleet renovation Between 2004 and 2006 the company was in a deep-seated process of fleet renovation, with the acquisition of 408 buses to Euro 3 standard. In 2008, another 40 were delivered of which 20 medium sized are Euro 4 (with this size coming into the company again) and 20 Euro 5 articulated buses. Another 2 international tenders were opened and at the end of the year, the award was given for 60 standard buses, 40 of which are powered by Euro 5 diesel and 20 are powered by EEV Natural Gas (to be delivered in the second half of 2009). Maintenance The policy of outsourcing bus maintenance was completed with the central workshops handed over on 1 January 2008 and the operation, started in 2005, now covers all the company s buses. CarrisBus now ensures maintenance of two-thirds of the fleet at the more basic levels. In tandem, the MAN dealer Hydraplan has taken on maintenance of 248 Standard buses (148 MAN HOCL and 100 MAN HOCL) at the Miraflores and Pontinha depots. Network 7 ( Rede 7 ) The process of reorganising the network, known as Network 7, began with the first phase in operation in September The aims are to maximise the service provided, improve service at the points where it is insufficient, and rationalise supply where justified in an attempt to adapt the network to the existing urban situation and the main centres of employment. The new vehicles all comply fully with the Community Directive on exhaust emissions Limit Euro 4, in force at this time. It was a concern of the company to ensure that the new vehicles would comply with future limits. This investment comes to around 82,7 million euros (for 508 buses), the main aims being: to improve operational quality; to cut maintenance costs; to reduce the average age of the fleet, which has dropped from 16,4 years in 2003 to 7,3 years at present. to provide the company with technologically more advanced vehicles, above all in terms of comfort and safety of passengers; to cut pollutant emissions and carbon dioxide (CO 2 ). The first phase was consolidated during 2007, with specific adjustments being made to solve certain problems that had been noted during the monitoring phase. In January 2008, when the Blue Line of the underground was extended to Santa Apolónia railway station, the company adjusted its service to this point, integrating the process into phase 2 of its project. 19

20 2nd Phase of Network Renovation Previous service Current service Route Designation Route Designation 2 Pç. Comércio Serafina 702 M. Pombal Serafina 6 Cais Sodré Sta. Apolónia 706 Terreiro do Paço Sta. Apolónia 9 Sta. Apolónia C. Ourique 709 Terreiro do Paço C. Ourique 713 Est. Campolide Pç. Comércio 713 Est. Campolide M. Pombal 45 Cais Sodré Prior Velho 745 Sta. Apolónia Prior Velho 746 Sta. Apolónia Damaia 746 M. Pombal Damaia 81 Pç. Comércio Prior Velho 781 Cais Sodré Prior Velho 82 Cais Sodré Moscavide 782 Cais Sodré Moscavide 90 Sta. Apolónia Est. Entrecampos Eliminated As well as the changes to routes mentioned above, a switch was made to provide extra buses using the resources now available and taking advantage of both the route that had been cut out and the other routes that had been shortened. The focus was on the western part of the city, which was not served by the underground or where supply was insufficient. In this context, more frequent buses were therefore made available on routes 36, 60, 714, 758 and 25E. In September, following the monitoring of services, some slight changes were made to supply as follows: route 702 was extended from the Praça Marquês Pombal to Restauradores; a change was made to route 64, in the stretch between Avenida do Colégio Militar and the Estrada das Laranjeiras, by way of Estrada da Luz; route 79 was started as a local route serving the Sta. Maria dos Olivais neighbourhood on Saturday afternoon (the morning was already covered) and the whole of Sunday; a change was made to route 25, at weekends and on public holidays to take in Olivais-Norte and Encarnação. These changes came as a response to certain problems in supply on the back of the alterations made at the start of the year. Improvement to traffic conditions During the year the company continued to keep a check on the BUS lanes, and on unlawful parking. This activity is still being undertaken with joint teams made up of a company inspector and a municipal police officer. The aim is to do more than just hand out sanctions: it is to raise awareness among people that civic behaviour and good conduct must be the norm and BUS lanes must be respected, along with the rules for parking, especially at bus and tram stops. During the year, infringements were recorded, along with warnings, 326 requests for vehicles to be towed away and 3 clampings. There was continuing close collaboration between the company and the Lisbon City Hall, with the aim of improving conditions for the buses and trams by creating more bus lanes, by painting lines on the road (M12 and M14) and by putting in bollards to cut down disorderly parking. 20

21 In spite of these measures, there was an increase in the number of kilometres lost through traffic jams, above all on the bus network, where the situation was 30,3% worse. On the tram network, however, things improved, with the indicator down by 19,6%. This was mainly because flexible bollards were placed at various points and this cut down disorderly parking. There were also traffic flow problems caused by road works, among them the extension of the underground at Saldanha and towards the airport. Integrated Quality and Environment Management System The company sees quality and the environment as a way towards on-going improvements to the organisation and running of the company and a contribution to social well-being. This is brought about by satisfying customers and complying with statutory norms and regulations, using available resources to the full. To this end, an Environment Management System (Sistema de Gestão Ambiental - SGA) was designed and in April 2008 it was certified, under norm NP EN ISO 14001: 2004, by APCER Associação Portuguesa de Certificação. It is integrated with the Quality Management System (Sistema de Gestão da Qualidade - SGQ), which was certified in January In November of the year under review, APCER updated the certification procedure. The company s Quality and Environment Policy has been transmitted to its main stakeholders. Through it, CARRIS commits itself to steady reductions in energy consumption, in the use of other natural resources, and in pollutant emissions such as CO 2. It is also engaged actively in upgrading waste materials so as to minimize the overall effects inherent in its operations. Below are some of the company s current practices: Optimising the use of water and energy on its premises and ensuring systematic control of consumption; Making proper recipients available in administrative and workshop areas for the separation of waste materials, duly tagged and providing a clear indication of good practice in waste collection; Separate collection of organic waste produced in the depots and complexes of the company, using a specialist enterprise to make fit use of it; Collection and treatment of hospital waste produced in its clinic, using a specialist enterprise for this purpose; Installation of eco-points on its premises, so as to ensure due separation and storage of waste produced; Installation of equipment to treat liquid effluents produced on its premises (hydrocarbons and fats) and thus improve the quality of discharges and comply scrupulously with legislation in force; Cleaning and maintenance of equipment considered to be critical for the environment; Not using cooling fluid that increases ozone depletion, such as in air conditioning units (on the premises and on the public service fleet). Water-proofing the areas where fuel is supplied; Installing collectors under points where dangerous products are placed; Creation of special check lists to use when carrying out occasional or emergency actions involving waste; Raising awareness among staff of the ways they can take responsibility for their own actions and enhancing their sensitivity to environmental issues. The definition of goals and objectives for the most relevant company indicators, among them the use of water (public network and underground sources), energy consumption (fleet and premises), pollutant emissions and CO 2 (fleet and fixed sources), with monthly control through the BSC Balanced ScoreCard. The way these practices are monitored is set out in the company s Environmental Measurement and Follow-up Plan. 21

22 Certification of Services / Routes In August 2008, the company was awarded certification of a further 18 routes, continuing its policy of serving the interests of customers. These routes are: 21 Saldanha Moscavide Centro 22 Marquês Pombal Portela 34 Martim Moniz Estação St.ª Apolónia 49 ISEL Saldanha 64 Cidade Universitária Damaia Cima 74 Campo Ourique Gomes Freire 79 Olivais Sul Olivais Sul (Circ. Encarnação 701 Charneca Campo Ourique 706 Terreiro do Paço Estação St.ª Apolónia 711 Pç. Comércio Alto Damaia 713 Marquês Pombal Estação Campolide 714 Pç. Figueira Outurela 720 Picheleira Calvário 727 Estação Roma - Areeiro Restelo 765 Colégio Militar Metro Benfica (Cemitério) 768 Cidade Universitária Qt.ª Olival 777 Campo Grande Metro Ameixoeira - Metro 782 Cais Sodré Moscavide Currently there are 40 certified lines (45% of the total). There is on going preparation for another 12 bus routes to be certified before the end of the first half of Innovation and Development Video Surveillance System This process is proof of the company s commitment to continuing improvements in the quality of its services and a contribution towards asserting the position of public transport as one of the keys to sustainable development. At the same time it ensures compliance with quality of service, improvements in the company s image, and better customer satisfaction levels. This in turn will lead to increased loyalty among those using the service and boost the number of new customers. The Company pioneered the use of this system in Portugal on passenger carrying transport in The company now has all its public service fleet fitted out with the system around 800 vehicles (trams, buses, funiculars and a lift). The main aim of these systems is to improve physical and psychological conditions relating to the safety of crews and passengers by dissuading vandalism and delinquency. It also improves the effectiveness of police and criminal authorities since it furnishes images that can be an important means of investigating criminal acts committed on board the vehicles. 22

23 SAEIP PASSENGERS INFORMATION AND EXPLOITATION HELP SYSTEM Mob tv Work has been practically completed on another 150 electronic panels with information to passengers at bus and tram stops. When these come on stream, it will bring the number of panels up to 350, giving passengers real-time information on the arrival of the next buses at the stop, complementing the company s SMS system. Automatic On-Board Passenger Counting System During the year, a tender was launched for the acquisition and installation of this system. It specifies the number of passengers getting on and off the buses or trams at each stop. The system is due to be in place during 2009 on 58 vehicles and will provide an important tool for determining demand. It will be possible to see how demand changes during the day on each of the company s routes. On 18 February, an in-house mob-tv channel was started. The aim was to boost internal communications, specifically with crews. It is difficult to get information to crews, given the short time they are actually on company premises. The broadcast was on 11 screens in various parts of the premises and provided a range of information about the company. This included operational information, institutional communication and news about on-going schemes and campaigns, good practices, references to the company in the press, information on subsidiary companies, news on the company s band and other things besides. The system means that staff can get to know major company initiatives and keep abreast on what is happening. CBI Occasional Bus Lane This system was developed in partnership with the Lisbon City Council and the Higher Technical Institute (Instituto Superior Técnico). It works in conjunction with the SAEIP and its main purpose is to provide a lane for public transport only when the traffic conditions warrant, as opposed to the classic bus lanes, where part of the thoroughfare is reserved permanently for public transport, even when the traffic flow doesn t make it necessary. The pilot scheme was along the route from the Alameda da Universidade towards Campo Grande, and resulted in some gains in commercial speeds on the routes involved. CARRIS is now awaiting a decision from City Hall so that it can develop the scheme in other places, one of which would be in the Estrada da Luz. The system is structured so as to ensure that the information provided is up-dated quickly. It can broadcast in real time, as well as put out broadcasts from other television channels, also in real time. During the year, the channel was up-dated around 70 times, with new information and entertainment put in. Ticketing a new on-board sales system During the year, the company modernised its on-board ticket sales system. All vehicles on the fleet now have equipment that issues paper tickets that are valid just for the journey the passenger is on. No separate validation is required. In tandem with the new system, the crews can hand in their accounts at any time, in the automatic equipment in all the depots (9 are available) or at the sales agents on the company network. This provides a significant increase to operational flexibility. 23

24 The system led to a cut in structural costs, since there is now better control over materials and over the clearing of accounts. All on-board sales are recorded immediately and treated at the company s central system. The sales records are transmitted from the vehicles using the existing TETRA radio system connected to the Real-Time Operating and Information System for Passengers. Repositioning of the CARRIS brand a multi-sensorial approach As a way to attract new customers to use public transport, a multisensorial approach was conceived, covering: Sight new identity though a net pattern. Smell the Happy City fragrance was created. The aroma is already available on the 40 newest buses and on the company s stands in international fairs. It is due to be on all vehicles in the fleet by the end of the first half of Hearing there is now the Jingle 365, used for customers awaiting phone connection and available as a mobile phone ring tone. Touch there is a new feel to vehicle upholstery. Glooq Pro A new communication tool has now been attached to the company s 250 mail boxes. This consists of an animated banner for internal and external s. It will continue to be developed during 2009 and will be used as a means of putting across information on company initiatives. Simplified fares for occasional tickets After the 12 November 2007 launch of Zapping, which only involved CARRIS and the underground in the first phase, it was decided to replace the occasional ticket procedure by the Zapping. With the country banking on new technologies, among them contactfree ticketing and the Real-Time Operating and Information System for Passengers, the Office of the Secretary of State for Transport, working with the operators, CARRIS, Metro and Transtejo/Soflusa, introduced a simplification of the fare structure on 2 December This means that a total of 17 types of ticket will be withdrawn, with the structure now being the on-board CARRIS ticket, the 24 hour CARRIS/Underground ticket, a simple ticket for each operator and a multimodal ticket, the Zapping, valid on the four operators. The bonus used on the Zapping would remain and there would be a multimodal discount for journeys that include at least two operators used in a pre-set period (1 or 2 hours). This discount is calculated on the basis of 5% of the total cost of the journeys made, applied to the last of the sequence. The Zapping that was already available through the 7 Colinas and Viva Viagem cards can now be loaded on the Lisboa Viva card, providing customers with a more flexible use of transport if they just want to use another operator on an occasional basis or do not want to renew a season ticket for a shorter period. They can simply buy into a Zapping procedure. 24

25 The aim of these measures is to create a fare structure that is ever more attractive, simple and easy to use and in this way promote the use of public transport in the Lisbon metropolitan region. Reorganisation of the Sales network During the year, the company continued with the overhaul of this service. The key elements were to improve access to ticket purchase and promote the use of public transport. For operational reasons, sales agents and concessionaires were replaced by Payshop agents. The company s agreement with this organisation meant that Payshop could focus on growing the number of outlets which use its system for electronic loading of tickets and seasons. The sales network developed as follows: Passenger information system - SMS Carris This system connects into the SAEIP and gives the same information as the panels even at stops where there is no panel. To make sure the system gets better known, the code for the stop and the number to send to are highlighted on all the stops now within the Rede 7 network. Customers can also find the code of the stop they want on the company website. There were also initial contacts made with the provider to make the reply from Carris on the mobile more easily understood. Electronic Invoicing Outlets 7 7 Concessionaires Sales agents 37 0 Payshop agents Post offices (CTT) Total This project came on stream during the year. The system is up and running and can receive invoices from suppliers and issue them to clients. Electronic tendering The company is looking to cut down paperwork and is therefore in the process of assessing electronic procedures and platforms for tendering. A decision on whether to develop such a procedure has not yet been taken. At the start of the year, some of the company s kiosks were taken down and removed, after being closed to the general public in The following kiosks were removed: Praça do Chile Rua Alves Torgo (opposite the Hospital de Arroios) Areeiro Pr. Dr. Francisco Sá Carneiro Sete Rios Pr. General Humberto Delgado Since 2004, the company has been using electronic tools for a more dynamic approach to prices and has used the Tradecom platform for electronic auctions. Since 2007 it has used the Vortal platform for a range of paper-free procedures (tenders for uniforms, paper, computers and printing services). 25

26 Consultation of service times for crews on the Intranet, Internet and by SMS There is now an IT tool available that can be found on the company s Intranet, allowing any crew member to find out his service times by putting in his code number and the date concerned. There is now no need to have recourse to paper-based information procedures. The idea is to extend this to the Internet, so that checking can be made from any point, not just from within the company premises. A similar development is under way to allow this to be done by SMS. Within the scope of this, a number of protocols have been signed with official organisations and enterprises, the Lisbon City Council being among the most important, in order to have access to information on the state of the roads and other data. Network Modelling and Planning System EMME A special tool for network modelling has been introduced and configured. It is known as EMME2, and will make it easier to understand how demand is behaving. This allows for simulations of changes, with the modelling of behaviour and attitude in new operational scenarios. Geographical Information System During the year, the company finalised the first phase of this, also known as SIG Carris. It is already possible for any user to check on the Intranet for a range of information relating to geographical situations, such as bus routes, where the stops are and so on. This software can be used in conjunction with the SIG Carris system, and this means that the company is now in a better position to see the impact of changes that it is considering for its transport network. It will, as a result, have a better notion of how best to match supply with demand and optimise the use of the resources it needs. Apart from this remote search, local searches are also possible, even more complex ones, by cross checking information on demand, supply and other elements, with geography as the basic topic 26

27 3 FUTURE PROJECTS The next few years will be marked by major challenges. The following are among them: Network renovation, with follow-up of the next phase of Network 7 up to 2010 Actions aimed at boosting demand Reaping the benefits from traffic management and circulation on the road - Creation of new bus lanes - Expansion of the Gertrude system Continuing fleet renewal More concentration on issues relating to the rational use of energy and improvements to energy efficiency, both on company premises and on its vehicles, adopting best practices to this end Continuing right-sizing, lowering of overall staff age and training especially for crews; Continued improvement in company performance, a commitment stemming from the quality certification obtained (SGI Sistema de Gestão Integrado da Qualidade and Ambiente); Preparation for extension of quality service certification in 2009 to another 12 lines/routes, bringing this standard to almost 50% of the company s network; Improved communication between company and stakeholders Increased fight against fraud Design of a management system for driving information to monitor the technical aspects of crew performance, specifically as relates to the comfort of passengers during a journey, safety and energy consumption. During 2009 there will be a pilot scheme covering 40 vehicles. 27

28 28 RESPONSIBILITIES We assume our role ECONOMIC RESPONSIBILITY 30 ENVIRONMENTAL RESPONSIBILITY AND ENERGY POLICY 47 SOCIAL RESPONSIBILITY Customers Staff Local Community BENCHMARKING AND INTERNATIONAL RELATIONS CARRIS in the top 10 of the ACGE Sectoral Index ranking for 2007 The Buying Green! Programme Energy Management Water management Air quality Waste management Liquid waste management Noise

29

30 This chapter details the indicators relating to the three pillars of sustainability: the economic, the social and the environmental. In order to obtain quantitative information, the company has used the internationally recognised Global Reporting Initiative (GRI), and specific indicators for the transport sector. 1 ECONOMIC RESPONSIBILITY Improvement in operating results After 25 years of negative operating results, the year under review came in with positive results. In 2007, the results showed an improvement of 20,0 million euros (-46,6 %) year on year, and this was even better a year later, moving from a negative 23 million euros to a positive 2,2 million euros. This aspect of the company is fully documented is the 2008 Annual Report. Below are some of the most representative figures: Revenue: net sales for the year stood at ,83 euros, with the amount relating to public service accounting for ,40 euros. This result comes from the internal reorganisation set in train in It is also the fruit of a combined series of actions that have led to sustained improvements in the company s operational results. Looking at the period from 2002 to 2008, this translated into an improvement of around 62,7 million euros. Suppliers: cost stood at approximately ,74 euros, of which 44,5% came from energy cost of diesel, natural gas and electric traction ( ,67 euros) Customers SOCIAL RESPONSIBILITY Staff: costs stood at ,74 euros, with ,80 euros of this for salaries, and social charges at ,44 euros. Public sector: euros were earmarked for direct and indirect taxes. Subsidies from the state totalled ,42 euros. The company holds the exclusive right to provide overground urban passenger services in the city of Lisbon, backed by more than 100 years of experience. Its purpose is to satisfy the needs and expectations of its passengers. The company s involvement in and identification with the city is clear from the statistics, above all in the number of passengers carried and kms covered. A look at the numbers will show how important it is, since it holds a special place in the city s mobility. Means Fare paying Km Public Fare paying Km Public passengers Service Pass. / km passengers Service Pass. / km Buses , ,38 Trams , ,45 Total , ,57 30

31 Health and safety of passengers Accidents The company is constantly concerned with the comfort and safety of passengers and low environmental impact. This concern translates into the creation of conditions that foster quality of service on its fleet, which now consists of modern vehicles with safety systems and equipment, conscientious and qualified crews, and suitable access for older people and those with mobility problems. A number of features are used to fight delinquency and vandalism on the network, among them: Strengthening of the special connection to the Lisbon metropolitan police command and to local and divisional police command in the areas around the company depots; The use of police officers (a paid service) to - control and identify pickpockets (on the most hazardous tram and bus routes); - support in identifying passengers without tickets as part of the commercial inspection operations (especially the most problematic routes on the early morning network). The supply of statistical information for the Ministry of Home Affairs and the police with a view to analysing safety/security problems on public transport and propose or put into place specific measures to reinforce security; The use of video surveillance systems to protect passengers, crews and vehicles against acts of delinquency and vandalism on the company s operating network. There was a fall in the number of accidents during the year (down 4,1% on 2007). There were incidents (compared with a year earlier), involving collisions (compared with 1 605), 344 falls, 49 involving people being knocked down and 28 people trapped in some way. There was a significant fall in the rate of accidents, moving from 47,79 / 10 6 vehicles x km, in 2007, to 45,98 / 10 6 vehicles x km in The figure continues to be one of the best in Europe. The fall is indicative of better driver performance, stemming from a fully implemented training plan and specific training at depots carried out by resident inspectors. There were retraining courses in Driving Techniques and Accident Prevention, covering crews who have had three or more accidents or who have been off work for more than six months, and crews who have been driving the new buses. There are on-going training courses in Quality plus in customer service, each one lasting 5 days (40 hours). Nature of Accidents Collisions Falls Individuals knocked over Individuals trapped Total No. Accidents Rate of accidents (No. Accidents * 10 6 / Vehicle x km ST) Buses ,03 44,02 Trams ,15 85,13 Total ,79 45,98 31

32 Incidents Incidents include interruptions to traffic flow, and acts of vandalism or delinquency. There was a fall of around 2% in the overall number, with the rate coming down to 9,38 incidents / 10 4 vehicles x hour. There are still many interruptions to traffic flow but they were considerably down on a year earlier (13,8% lower). The daily inspection of bus lanes has helped, with physical barriers also put in place to curtail parking where forbidden. In addition, 220 buses have a ramp which allows wheelchair access (and simplifies baby carriage transport as well). The company now has 260 buses fitted with access ramp / space for wheelchair. In this context, 14 routes now have regular buses fitted with wheelchair transport equipment (routes 16, 35, 40, 47, 56, 83, 701, 720, 726, 729, 755, 767, 781 and 790). Other issues have also been addressed in close co-operation with the Lisbon City Hall. Among these is the raising of pavement levels at some stops so as to make access for passengers easier. Vandalism fell slightly across the network (windows broken, seats damaged and graffiti daubed on the bodywork). Of the 132 acts of vandalism, 76,5% related to broken windows. Nature of incidents Interruptions to traffic flow Vandalism Delinquency Other incidents Total Rate of incidents (Nº Incidents / Vehicle x h ST) 9,77 9,38 Passengers with mobility problems The company has for many years been concerned with passengers who have mobility problems. Season tickets On 1 September, a Decree Law no. 186 / 2008 of 19 September 2008 at the initiative of the Ministry of Public Works, Transport and Communications. This set out the provisions for a new monthly season for children of school age, designated 4_18@escola.tp. The main aim was to support families during the school year. This season ticket gives a 50 % discount on the full monthly price, covering intermodal, combined or single network / line tickets. All pupils at primary and secondary school (from age 4 to 18) have the right to the ticket if they do not already have free transport to and from school. The Lisboa Viva card is used for this purpose. Customer ombudsman The customer ombudsman, created in 2003, is responsible for analysing requests, complaints and suggestions from customers, for ensuring adequate replies in good time and for recommending solutions that are geared to producing a better quality service. In 2008, comments were received (2 525 by , 715 through the post, 518 through the Complaints Book, 498 over the phone, 99 by fax and 80 in person). This is a fall of 5% over Since 1998, all new buses (except for mini style) have come with lower floors (as complete units or between doors). Those acquired since 2004 also allow for kneeling, giving increased access to passengers with bigger mobility problems. 32

33 Replies were sent to complaints about the service and about the staff. The answers were dispatched in an average time of 4,78 days, which is lower than the stipulated time. In year-on-year terms, there was a fall of 3% in the number of complaints about the service and 13% in the complaints about staff. Complaints about service occurring most frequently relate to regularity (625), questions on ticketing procedure (485) and insufficient information (394). Complaints about staff occurring most frequently relate to the driver / passenger relationship (228), the standard of driving (183), and other issues such as air conditioning control and customer service at points of sale (183). There were also replies to suggestions and praise for staff or service (compared with in 2007). Type of comment: related to the service provided, 846 to the professional attitude of staff, there were suggestions and requests and 71 were in praise. Of the requests and suggestions presented by customers, most related to requests for cancellation of fines (945), and there were also requests for clarification of issues (235) and suggestions (184). Among the suggestions, 25 were accepted by the company and put into practice at a convenient time. Most of the praise for staff (63) related to the attitude of staff in terms of the commercial aspect of their work. Praise for the service (8) related mostly to improvements in regularity and the changes caused by implementation of the second phase of Rede 7. 33

34 Customer satisfaction 2.2. Staff The company has been using an annual survey of customer satisfaction to see how opinion on customer service is moving. This is part of the process of improvement to service which is backed by certification of the Integrated Quality and Environment Management System, which includes certification of a number of lines and routes. This year s survey was carried out by CESOP, from the Universidade Católica, together with Q Consultores in June and July. It follows the model used by the ECSI European Consumer Satisfaction Index. The results confirm that company performance has been improving over the years. The Index came in with an overall score of 64,6 points out of a possible 100. In the enquiry, 77% of customers responded positively to the indicator CARRIS a reliable company in what it says and does and 70% agree that CARRIS is concerned about its customers. When customers were asked whether they considered that the company was concerned with the environment, 81,4% replied affirmatively. Of those surveyed, 79% came in with a positive assessment of safety at the wheel, while 78% were satisfied with the time that the journey took. Other aspects that are clearly positive and above average are service by the driver, service at points of sale, cleanliness and hygiene of vehicles. In terms of those who are not CARRIS customers (people living in the Greater Lisbon area but who never use the buses or trams) the majority (74.5%) said they often travelled around the city (more than twice a week). When questioned on what aspect of the company s service would have to change for them to use buses and trams more frequently, they pointed to less waiting time at bus stops and faster journey times. One of the company s priorities has focused on the careful selection and training of its staff. The aim is to make them ever more competent and efficient in the performance of their work, enhancing the quality of the company and reaching high standards of service. The number of staff on tenure during 2008 was hardly different from a year earlier. At year-end, total staff stood at (2 531 men and 235 women). Average age for crews is 38,5 years and for remaining staff is 48,1 years. Average length of service for the first group is 15 years and for the second 18 years. The company has young but very experienced crews. The level of their performance is good, as can be seen, for example, in the relatively low rate of accidents. Unionisation is high and stands at 90,4% of total staff. There was no labour unrest during the year and therefore no disruption to services. Company employees receive all existing legal benefits and in addition there is a contractual agreement covering an extra subsidy for sickness, and a percentage share of expenses on medicine and diagnostic tests. The company also provides in-house medical and nursing assistance. The cost of these benefits, for which no charges are levied, stood at 1,3 million euros in 2008, the return for the company being an acceptable level of absence through illness (2,5%). Company retirees are eligible for additional sum on top of their pensions. Their surviving spouse and all first-degree dependents or equivalent are given an addition to their survivor pension. All of these outlays totalled around 12,8 million euros in The company also made additional payments to social security totalling 1,2 million euros in the same year. 34

35 All staff in service, retirees, spouses, first-degree dependents and survivors have the right to a free Lisboa Viva card. There are cards in circulation. The company runs a recreational and social programme and supports a variety of initiatives for its employees and pensioners. Among them is the CARRIS band, the Choir and Light Orchestra, the Sports Group, the Holiday Centre, the Support Fund and canteens and bars on company premises. The cost for these benefits stood at around 283 thousand euros for the year. The company also provides support for physical exercise / sports for its staff. It has protocols with a number of gymnasiums giving special conditions for membership and the monthly fee. The company is aware also that crews need better access to sanitary facilities during their service. With this in mind, now that the sales network has been reorganised, the sanitary facilities at various points on the network are being renovated and remodelled. A number of important dates are celebrated during the year, among them Christmas and the company s anniversary. All staff and families are welcome to take part. CARRIS is one of the best companies to work for During the year, the company joined the Study on Organisational Climate, run by the magazine Exame/Heidrick & Struggles. This is open to all enterprises with Head Office in Portugal, and CARRIS, for the third consecutive year, was included in the list of Best companies to work for in Portugal. It came in 15th in the ranking of the major companies selected. This recognition is a source of pride and a stimulus, reflecting the serious, conscientious and competent work of the company and the other companies in the group Carristur and Carrisbus. The stakeholders, and in particular the market, have put their seal on this recognition. The basis for the study was the survey on satisfaction levels among staff and a survey of the best practices in force in the company, among them recruitment, retention and motivation of its human resources. The results were published in the Exame magazine no. 298, in February Performance awards The dedication of company staff is recognised and highlighted with periodical performance awards. For many years, the company has instituted and organised awards for productivity, dedication and defensive driving. Another incentive was added in 2007 in the form of recognition for top quality performance designated as Performance +. This award has been given to an ever increasing number of crew members, proof that there is a solid and growing awareness of the objectives underlying the award. These relate to quality of performance and behavioural approach to work. The total outlay for these incentives in 2008 came to around 117 thousand euros. As well as being the best company in the transport sector, it was mentioned in the award ceremony as one of the companies with most improved performance over the previous assessment. 35

36 Carris Innovation Award One of the company s main concerns is the personal development and upgrading of skills among its staff, and it encourages them to participate in management through studies or work undertaken. With the reformulation of pre-selection criteria, most of the new staff have completed their secondary school education (12th year). The CARRIS Innovation awards were given out during the celebration of the 136th anniversary of the company in September. The jury decided not to award a 1st prize. The 2nd prize was awarded jointly to the projects entitled Sistema Integrado de Informação de Manutenção (Integrated Maintenance Information System) and Rede / Carreiras Interactivas 2008 (An Interactive Network/Route Process 2008); The 3rd prize was awarded jointly to the projects entitled Desenvolvimento de Aplicações Estatísticas no Âmbito da Oferta and da Procura (Development of Statistical Applications in Supply and Demand) and Adaptação do Banco de Ensaios de Motores (Adaptation of the Engine Test Bed); The 4th prize was awarded to the project Autocarros: Optimização do Histórico Técnico SAP (Buses: Optimisation of the SAP Technical History); The 5th prize was awarded jointly to the projects entitled Aplicação para a Gestão de Combustíveis and Lubrificantes (Application for Fuel and Lubricant Management) and Campanha de Vendas Carristur Sightseeing (Carristur Sightseeing Sales Campaign). During the year, all candidates with categories B and C on their driving licence were required to have completed their secondary education. For those with category D, heavy vehicles for passenger transport, the minimum was 9th year. Maximum age for short-listing would henceforth be 35. Training The aim of the awards is to give recognition to staff of CARRIS and the associated companies who have made innovative proposals that have contributed or may contribute to an improvement in services, to a reduction in costs and/or an increase in revenue or to efficiency in related procedures. In a modern, competitive and demanding entrepreneurial environment, staff training is essential. During 2008, the company continued to focus very strongly on this, and hours of training were given, covering members of staff. The main emphasis was on those who have direct contact with customers. New staff The main aim of the recruitment policy is to increase quality and safety levels in the service provided, ensuring also an adequate number of staff for efficient performance. Investment in training entailed a major financial outlay (0,8 million euros), and it means pinning the company s future on the performance of services which have a decisive contribution to consolidating the relationship between company and customers. Recruitment of qualified staff is one important aspect of this, and there were 123 admissions during the year, all destined for work as crew members. 36

37 The courses given involved initial training for crews, the aim being for them to acquire and develop skills that would lead to a high standard of performance. There are also retraining courses, all running in tandem with company fleet renovation, updated technology and enhancement of the company s image, focusing on the new needs for mastery of technology and communications and on bolstering commercial approaches to our customers. There were also training courses for technical and administrative staff, focusing mainly on micro-information technology. New opportunities During the year, the company signed a protocol with the National Agency for Skills Development (Agência Nacional de Qualificação, I. P.) and the Institute for Employment and Vocational Training (Instituto do Emprego and Formação Profissional, I. P.) covering the New Opportunities scheme. The year saw a continuing fall in the number of work-related accidents, the majority of which related to muscles and bone problems, with 34 % less than a year earlier. The fall since 2005 has been 83,5%. It is also worth noting that the amount of overtime has fallen steadily, in line with the policy geared to ensuring compliance with legislation, and this has led to high standards of quality and safety. The concern has also been to ensure a balance for staff between their professional and their home life Local Community Museum The museum was opened on 12 January 1999 and is a witness to the company s contribution to the city. It is also a cultural reference in the history and life of the city and of all those who visit it. It has, in fact, become one of the city s major museums. This scheme was set up in response to the low level of qualifications among the Portuguese workforce. The underlying philosophy is that life-long learning is important and the aim is to identify and recognise people s skills and provide them with an academic qualification to match their abilities. The company s commitment is to work towards the training and completion of courses for around staff in a three-year period. The scheme was started towards the end of the year with the first group, which has now completed schooling up to the 9th year (through a validation process known as the Referencial de Reconhecimento and Validação de Competências (RVCC). Health and Safety at work The Printing Section was officially opened in 2005 and in that year the photographic archives were made available in digital form for visitors to consult. The Administrative and Medical Section was opened in Since April 2007, the Main Hall has been the site for the museum and home to a permanent exhibition The Yellow of Carris in Europe s Newspapers. This is indicative of the interest in the trams, funiculars and the Sta Justa lift in the media and among tourists in general. The number of visitors rose again in There were Portuguese and foreigners, of all ages, who found out more or got to know for the first time the history of the company in Lisbon. The company takes great care over the health and safety of its crew and other staff. Any accident leads automatically to an enquiry undertaken by the service responsible for health, hygiene and safety at work. 37

38 During the year, there was an increase in school visits and this helped foster among the young a taste for their history by linking it to public transport and at the same time raising awareness of the need to use and give greater value to public transport in the context of urban mobility. The company set up an educational service in October 2005 and this has responded positively to the demand, the aim being to make the museum s collections more accessible and attractive through an appeal to the senses and experience, while not forgetting the more academic component. One special feature is a ride between the two areas of the museum on a tram dating from the early 20th century (1901) allowing visitors to go back in time and take a trip through history. The cost of the ride is included in the ticket for the visit. All those who visit the museum can gain a detailed knowledge of the history behind all the items on display and their function. This is provided on individual leaflets available in each room. Audio guides are also available. The educational services arranged for this year s anniversary celebrations at the museum, enabling children to celebrate this important date in a different way. The museum therefore cemented its identity and recast its image. There are 2 areas to the company museum: In the first, the items on display are fundamentally documents and small artefacts, of them to be exact, including plans, drawings, photos, collections, a library and other documents. Much of this is already available in computerised format in the on line museum, which allows visitors the possibility of consulting the database. Since 2006, there have been historical artefacts on display, drawn from the museum, the administration and the medical centre. These items represent specific aspects of the company s history and add to the wealth of exhibits in the museum itself. The second area is made up of old vehicles pulled by animals or powered by electricity, a tram substation, buses, printing presses and the historical unit of the staff band. During the year, the museum also maintained agreements with a number of organisations giving a 10% discount on tickets. This is in addition to the standard 30% discount on normal tickets and visitors carrying a Lisboa Card, along with half price tickets for those aged 12 and under, senior citizens and all those whose visit is limited to the museum itself. On 18 May (International Museum Day) the museum put on a parade with 7 trams that are on display in the museum, in the presence of the Secretary of State for Transport. The trams also took part in televised documentaries ( A Vida de Saramago The Life of Saramago), films and series for the small screen ( Equador ), all of them portraying various periods in the country s history. The company also played a part in the Noivas de Santo António ceremony (Brides on St Anthony s Day). The Museum was opened for the brides and grooms and culminated in a performance by the company s light orchestra. As a last point, the Museum handed in its application to join the Portuguese Museum Network and is awaiting the issue of credentials. 38

39 The Lisboa Carris Magazine Image and Communications This is one of the most important in-house documents produced by the company. It is where a great many staff of its associated companies Carristur and Carrisbus, retirees and families find out about most company activities and the main projects where it is involved. The magazine is published every three months, with copies, and is delivered to the home addresses of all recipients. The main topics covered in this year s editions were: 1st Quarter The CARRIS group is improving mobility in the city The new sales network Video surveillance in the whole fleet 2nd Quarter CARRIS as guest of honour in the European Mobility Fair Certification of the Environmental Management System CARRIS Communication awarded 3rd Quarter Rebranding of CARRIS, with its multi-sensorial approach - Cheira bem, cheira a Lisboa (It s a beautiful smell, it smells of Lisbon) CARRIS celebrates its 136th Anniversary 4th Quarter CARRIS and the Underground join the UITP Management Committed in Lisbon. MobCarsharing already on the road in the city The action plan for this area covered a number of activities, among them: The video surveillance campaign: following the completion of the plan to fit out all vehicles in the fleet with the system, there was an awareness-raising campaign to inform customers of the level of security in the company s service. Posters were put up, information was on display inside the vehicles and there were adverts placed in magazines; Campaign - in-house and for the general public - relating to the 2nd phase of Rede 7; Anti-fraud campaign - Always swipe your card ; New image for the Museum: creation of a new logo, signage brought up to date, new stationery, decorations, offers for visitors and so on; European Mobility Fair in Paris: the company was guest of honour and had its own stand. The multi-sensorial campaign was launched. Specific material was created for the event, including an institutional brochure, merchandising, an institutional film and more besides. During the Fair, the Bus D Or competition was held, with the CARRIS driver obtaining 2nd place. The Lisbon by Night campaign: as part of the increase in Lisbon public transport night services, begun on 19 September, on the initiative of the Secretary of State for Transport, all existing and potential users of the service were targeted. 39

40 For this, posters were produced, 8 night service buses were decorated, cards were distributed on the Postal Free network, billboards, radio spots, the rear of buses and promotional activities in areas of night-time entertainment (with the offer of badges and information on the service), partnerships in festivities and information on the site of those other bodies that are involved. There were joint campaigns with other transport operators, the most worthy of highlighting being: the campaign to promote the swiping of cards (Responsible Customer), Rock in Rio, Rockard, the 2nd course in Marketing and Communications, the Fare Simplification Campaign, the Portugal Verde Exhibition and the Vá à Bola de TP (Go and see football on public transport) and so on. Other transport operators were also involved (CP, TT / SL and Metropolitano), backed by the MAI and the Lisbon City Council. The operation was coordinated by the ministry (MOPTC/SET). Mobility Week: as part of these commemorations, which ran from 15 to 22 September, there were various activities, among them: - The company s 136th Anniversary, with a session in the auditorium (including the length of service and good driving awards), official opening of the new headquarters for the Band in Miraflores and a concert by the Band in the Teatro Luís de Camões. - 2 New Bike Bus routes: information on the rear of 8 buses and fliers in the buses themselves. There was also a public relations event and entertainment in the Estação do Oriente. - Launch of the Mobcarsharing campaign: presentation of the new service, in collaboration with Carristur; - Presentation of the new buses: ceremony in the Pç. Comércio, in the presence of the Secretary of State for Transport; - Jazz moments in the funiculars/lift: short concerts given by members of the light orchestra; - Presentation of more routes where all the buses have ramps for wheelchair access 4 routes started. Christmas Campaign: in-house motivation/involvement campaign, with distribution to all staff of cardboard stars where they were invited to write their Seasons Greetings message and place it on the Christmas tree where they worked. Presence at Congresses and Fairs: Motor Clássico, Feira Portugal Tecnológico, the 3rd Social Responsibility Forum, the Green Festival and the Annual Congress of the Portuguese Association for Marketing Professionals. Sponsorships/partnerships in celebrations and events, the highlights being: the 400th anniversary of the birth of Padre António Vieira, the St Anthony s Marriage Ceremonies (Casamentos de Sto António), the Bike Tour, the Santa Casa da Misericórdia Race, Optimus Alive, SuperBock Super Rock, Delta Tejo, and so on. In short, the company was involved in many activities, both in-house and for the general public. The aim was to reinforce the brand and promote the use of public transport, increase loyalty among existing customers and bring in new ones. The company is in this way contributing to more sustainable mobility in the Greater Lisbon Metropolitan Region. Support for other organisations The company is aware of its social responsibilities in the field of sustainability and in this context it supported or was involved in a range of activities put on by third parties in a whole host of activities. It provided sponsorship, gave financial support, entered into partnerships and took part in other activities geared to fostering the use of its public transport services and boosting its public image. Following this, on Twelfth Night, 37 Christmas trees were planted in the company depots. The festive season was rounded off by a get-together for all staff. During this period, the old paper-based Christmas cards were replaced by 2 electronic Seasons Greetings mails (in-house and for the general public). In terms of the year under review, the company gave specific support as follows: 40

41 Sponsorship This support took the form of making means available to encourage the use of company transport. A wide variety of approaches was used: i) Space was made available inside the buses and trams to publicise activities, shows and exhibitions. ii) High quality cultural events were put on with company backing, among them: The educational project Sustainable Mobility 2020, which will run during the 2007/2008 school year, and will involve around 100 secondary schools in an area taking in Sintra and Lisboa and Vale do Tejo. The company is a silver sponsor, with an allocation of euros. It gave support for a publication on The Quality Movement in Portugal (O Movimento da Qualidade em Portugal), which aims to disseminate information on certification procedures. Rock in Rio Lisboa, an extra 15 buses were provided free of charge on the 208 route, running to and from the Parque da Belavista during the period when the concert was on. The 5th annual meeting sponsored by the magazine Transportes em Revista (Transport in Review), the theme being Transportes - Factor de inclusão social (Transport: a factor for social inclusion). The company was one of the sponsors of the event, which took place in the Meeting Centre of FIL (the Lisbon International Fairs Centre). The 6th Rail Forum (6º International Rail Fórum), where APNCF Associação Portuguesa para a Normalização and Certificação Ferroviária brought together its associates on a single stand. The company took part in the event, which was held in Madrid. Portugal Verde 2008 Salão Internacional das Empresas, Marcas, Produtos and Consumidores Amigos do Ambiente, The company took part in the event, which is for companies, brands, products and consumers who are friends of the environment. It was held in the Cordoaria Nacional. Culture and Recreation In this field, the company provided a range of support to ensure the smooth running of cultural activities in the capital, among them: Involvement in the commemorative events to mark the 40th anniversary of the birth of Padre António Vieira. There were various joint activities in the initiatives put on by the Instituto Pe. António Vieira in conjunction with the National Cultural Centre (Centro Nacional de Cultura), among which was the creation of an Eléctrico Vieira with specific bodywork decorations. Support for a publication to mark the 10th anniversary of the death of Maluda, an edition also supported by the Office of the President of the Republic. Involvement in the St Anthony Marriage festivities, with buses laid on for taking guests, along with posters on public service fleet vehicles giving information on the event. The VII Seminar on Standardisation and Certification for Rail Transport (Normalização and Certificação Ferroviária) put on by APNCF Associação Portuguesa para a Normalização Ferroviária. The company sponsored this event, which took place in the Instituto Português da Qualidade. As part of the city s festival in June, the company (working closely with EGEAC) provided trams on the 18, 25 and 28 routes for the Fado no Eléctrico show. This took place from Thursday to Sunday of festival week, from 4 to 6 p.m. and 7 to 9 p.m., with a number of fado singers and musicians taking part. The 8th National Rail Transport Congress (8º Congresso Nacional do Transporte Ferroviário), put on by ADFER Associação Portuguesa para o Desenvolvimento do Transporte Ferroviário. The company was one of the sponsors of the event, which took place in the Lisbon Congress Centre. As part of its work with EGEAC, the company also laid on buses for spontaneous theatre events every Friday at 6 p.m. on routes 745, 746, 755 and 758, with the participation of Chapitô. 41

42 The company and EGEAC also worked together to mark the 60 years of the Hot Clube de Portugal and on the 6, 13, 20 and 27 September, at 11 a.m. and 11 p.m. there was jazz, Jazz às Onze, put on at the funiculars, Glória, Bica and Lavra and at the Santa Justa lift, all of which are classified as National Monuments. Requests from Institutional and Private Organisations A number of prominent figures and representatives of organisations visited the company during the year, with transport supplied in response to various requests by groups. Tourist trips and visits were arranged within a number of official programmes, among them: As in previous years, there was a partnership with the Teatro Politeama and Produções de Filipe La Féria, to promote the musical Jesus Cristo Super Star. In return there were free tickets distributed to staff. In addition, an agreement was reached for staff children to go to a special session of the play A Estrela (The Star) by Virgílio Ferreira. Working visit by the National Association of Young People for Family Support (ANJAF - Associação Nacional de Jovens para a Acção Familiar). This took place on 20 February, as part of the cross-border project Education for Sustainable Development, and included work undertaken by the company in the field of sustainable development; The company also disseminated information on the exhibition 1758 O Plano da Baixa Hoje (1758 The Plan for Downtown Lisbon Today), with posters put up in buses and trams as part of the events marking the 250th anniversary of the Marquês de Pombal plans for downtown Lisbon. The event was organised by the City Council and the Lisbon Tourist Association (Associação de Turismo de Lisboa). Involvement in the Festival dos Oceanos Project, with trams transporting material related to a number of marine figures, as well as posters in buses and trams referring to the event. In partnership with the Institute for Museums and Conservation (IMC - Instituto dos Museus and da Conservação, IP), a Museum Tour ( Rota dos Museus ) was organised. This involved a special route to mark the event for Museum Night (Noite dos Museus) on 17 and 18 May, with two buses duly identified. They covered a circuit between Saldanha and the Palácio da Ajuda, with stops at the Casa Museu Dr. Anastácio Gonçalves, Museu do Chiado, Museu de Arte Antiga, Museu da CARRIS, Museu dos Coches, Museu de Arqueologia and the Palácio da Ajuda. Support for the campaign to publicise the National Plan to Promote Accessibility (Plano Nacional de Promoção da Acessibilidade) of the Instituto Nacional para a Reabilitação, with posters inside buses and trams; A visit to company premises by the logistics department of the car manufacturers Autoeuropa on 5 March, with the aim of finding out more about the company s experience with natural gas used on a number of buses; A visit to company premises by the Helsinki City Transport Organization (HKL) on 14 May; A visit to company premises by the UITP Security Committee (SecCom) on 17 September. Education In this field, company support had two aims: to ensure transport at various events organised by educational institutions; and to play a part in activities which focused on teaching and training young people. Among these were: Support was provided for the summer edition of the programme Doing things in your free time through a Project called Férias a explorar o ambiente a brincar (holidays are for exploring the environment is for enjoying). This was put on by DESA, the Education and Environmental Awareness Division of the City Council. The company provided transport to take children from Monsanto to the Castelo de S. Jorge. Support for the organisation of the National Committee of SHOT The Society for the History of Technology, This is an international association that covers historians of technology from all over the world. The company provided special conditions for any of the 500 participants in the event if they wanted to have bus or tram tickets. 42

43 Support for the 3rd Division of the police force (3ª. Divisão da Polícia de Segurança Pública) in the organisation of an event to mark the opening of the school year ( Abertura do Ano Lectivo 2008/2009 ) as part of the safe school project. The company provided extra buses on some routes to take pupils to Pavilion 2 of Sport Lisboa and Benfica, as long as they were duly accompanied by members of the police. Support for the Handicapped Association of the Armed Forces and the Veterans League, through the organisation of a meeting of the Permanent Committee of European Affairs for WVF World Veterans Federation, with the offer of a 10% discount on tickets for around 100 participants from 50 countries in the European Union, the Balkans and Israel and observers from Portuguese-speaking countries of Africa; Support for the ATHENS programme Advanced Technology Higher Education Network/SOCRATES. This was put on by the Instituto Superior Técnico, and the company provided tickets for the 50 participants in the project. Support for the ERASMUS programme, with a Welcome Kit put together for the 2,600 foreign students covered by the programme. Study visit to the Elevador de Santa Justa by the Colégio Anatole France and the Escola Secundária de Benavente Support for the Portuguese Institute of Blood Supplies, through poster fixed in buses and trams; Support for the Junior Science Association (Associação Juvenil de Ciência) in the organisation of the International Summer Science Camp, through a 30% discount on tickets to the 60 participants; Support for the commemorations to mark the 510th anniversary of the Santa Casa da Misericórdia through the provision of free transport to participants in the run and walk for social inclusion; Study visit to the Miraflores Complex by the Escola Secundária Luís Freitas Branco vocational courses in car mechanics. Study visit to the Traffic Command Centre (Central de Comando de Tráfego) at the Instituto Superior de Ciências Sociais and Políticas. Support for the organisation of YEU Youth for Exchange and Understanding, with the company providing special conditions for participants coming from many different countries in Europe. Health and Solidarity The company provided support during the year for a number of social initiatives and was involved in events put on by various groups to promote, raise awareness and develop their aims. Among the events were: Involvement in the organisation of the 35th European Congress of Cytology, with the company offering a 10% discount on tickets to the 450 participants; Support for the Lisbon branch of CERCI in their Magic Firefly (Pirilampo Mágico) campaign through free transport on the company s network for all those involved. Provision of transport for those taking part in Walk the World marching and running against hunger, an international event to raise funds for the fight against hunger; Support for the ABRAÇO Association, with the offer of 15 season tickets for use on buses and trams involving trips for hospital checks and other related journeys. Provision of a specially adapted bus to transport those with mobility problems, for participants in the 3ª Corrida do Sport Lisboa and Benfica, between Alcoitão and the Benfica stadium, the Estádio da Luz; Provision of 500 bus/tram tickets for the Vida and Paz Community, in support of their activities during the Christmas period to make it easier for the homeless to get to their Christmas party. 43

44 Sport The company is proactive in the city s life, so whenever there is a sporting event in Lisbon, it plays a part. The following were the highlights this year: The Lisboa, a Mulher and a Vida 5km EDP (Lisbon, Woman and Life EDP 5kms) The company was the Official transporter for the event, with the organisation of a shuttle service between Rocha do Conde de Óbidos and the Torre de Belém; Lisbon Half Marathon The company was the Official transporter for the event, with the provision of free transport between Belém and the station at Campolide. The company worked with the Lisbon underground authorities (Metropolitano de Lisboa) to welcome the UITP Management Committee. This is an international event and took place between 4 and 7 November, with around 100 participants discussing public transport and the best ways to develop synergises with operators, suppliers and sector authorities. The Secretary of State for Transport and the Governor of the Banco de Portugal were present at the working sessions. The company attended the 3rd Social Responsibility Forum for Organisations/Sustainability, organised by the Portuguese Industrial Association (AIP CE - Associação Industrial Portuguesa Confederação Empresarial) with a stand where visitors could see the work undertaken in the field of social responsibility and sustainability European Triathlon Championships The company gave a 15% discount on tickets for all athletes on 9, 10 and 11 May; Carlos Lopes Gold Marathon ª Edition The company was the Official transporter for the event, guaranteeing free transport throughout the network for those athletes sporting the event banner on their backs. Lisboa Bike Tour rd Edition The company was the Official transporter for the event, providing buses for athletes between Expo and the Vasco da Gama bridge. Other relevant initiatives The company was present at or actively involved in other events since it provides a transport service in the interests of all. Among these were the following: The 3rd European Mobility Exhibition - where the company was the guest of honour of UTP GIE Objectif Transport Public GART - Groupement des Autorités Responsables de Transport of the Union des Transports Publics et Ferroviaires, in the Fair that was held in Paris in June One of the events was the Bus D Or competition to find the best driver in Europe, with the CARRIS driver Paulo Cruz, coming in second place. The company accepted the invitation from the AIP to formalise its membership of the RSOpt network - Rede Nacional de Responsabilidade Social das Organizações (National Network of Social Responsibility in Organisation), by appending its signature to the Charter of Principles. The RSOpt mission is to promote the development, functioning and incorporation of social responsibility tools in organisations, as well as promoting convergence and disseminating knowledge in this area, with the purpose of contributing in a real and significant way to the application of principles and sustained practices in the management of organisations, whatever the sector, size or location. The company, together with other public companies in the transport sector, took part in the Portugal Tecnológico Fair, organised by the Ministry of Public Works, Transport and Communications. This took place in the Lisbon International Fair. The reason for the company s presence was not just to create interaction between visitors and the company but also, and mainly, to show technological features from the company s operations. 44

45 The company took part in the Green Festival, organised by the GCI Group, with the backing of BCSD Portugal. This was held in the Estoril Congress Centre, the aim being to raise awareness of environmental issues among the general public. Sustainable projects, products and services were promoted in an innovative knowledge-sharing form. This is a contribution to a change in attitudes among people regarding sustainable development. The company s participation took the form of a stand and a workshop on the topic Sustainable Mobility. The company took part in the seminar on Road Safety Management in Urban Areas (Gestão da Segurança Rodoviária em Zonas Urbanas) at the Engineering Laboratory (LNEC- Laboratório Nacional de Engenharia Civil) on 11 December providing logistical assistance for the organisation and giving a presentation on road safety. Throughout its history, the band has left a mark on the lives of all those who have been involved, directly or indirectly, and it has also responded to the requests and the concerns of its associates. To this end, it set up a newssheet, the MUSICAL as a way of keeping in touch with its associates. But it has also left a mark on history, with 5 records produced (the most recent in June of the year under review) as well as its own area in the company museum, where a large part of its vast store is on display. Since the start, the band has been present at many important events in the history of the company. It has been at all the anniversaries, and at the Christmas and New Year concerts. It has appeared on radio and television as well as at important moments in the life of the city. The company has always backed it while on tour around the country, where it has been fully involved in social activities. The Band A group from the company founded the band in April 1929, as the CARRIS staff band and since then it has given many performances, and is a point of reference in the country and the capital. It has not restricted itself to being a mere band: there is also a school of music, a choir, and a light orchestra. The band is open to all staff, past and present, whether from the company itself or its associated companies, and to all family members who also wish to take part. The band has garnered a store of knowledge and a stock of respect over the years, both within the company and among the general public. This is the result of its work and the contribution it has made to cultural, musical and social development. The band and the light orchestra put on a number of shows during the year in public places, among them the Praça do Comércio and Rossio, in collaboration with the City Council. On 18 September it organised a concert in the Teatro Camões as part of the commemorations marking the 136th anniversary of the company. The Minister for Public Works, Transport and Communications was present at the event. On the day of the anniversary, the band realised a long-held dream with the official opening of its new headquarters in the Miraflores complex. Since then it has had far better conditions for its activities, specifically in terms of acoustics and logistics. Currently, there are 38 musicians in the band and a standard-bearer. The choir has 16 members and there are 15 in the light orchestra, four of these singers. There are 14 students at the music school, male and female of all ages. The school has had an important role in training and in getting music better known among young people. At the same time, it has sought to bring new blood into the band itself, following a selection process. 45

46 The Sports Group The purpose of the sports group is provide facilities for staff to take part in sports and leisure activities. A number of sports and games are available, among them football, chess, athletics, indoor hockey and angling. There are around 240 people who play, including staff children. Competitive matches are held through INATEL, though some athletes and teams are registered for official competitions in specific federations. The trips start at Santo Amaro, where the children are received at the museum, which is also decked out for the festive season. They come mainly from schools in the Lisbon region. This year they were invited to do a group drawing on the theme Public Transport. They were then given a souvenir and off they went on the Christmas tram. There were trips during the school week and also on Saturday, when any child who wanted could go on the Praça da Figueira / Santo Amaro trip. The last day was reserved for staff children. The sports group also looks after much of the organisation related to the holiday camp that the company provides for staff children. 3 Benchmarking and InternationaL relations The chess competitions always attract many players who are registered in the federation and are members of different clubs. The group put on two important tournaments during the year. These were held under the auspices of the company, which is essential for these events to take place. The annual classic chess tournament (the sixth of its kind) was organised on the Lisbon Chess Association circuit, with a massive entry from affiliates. Also put on was the third CARRIS CIDADE EM MOVIMENTO (CARRIS CITY ON THE MOVE) tournament. In both cases they are the biggest events organised in Lisbon in terms of numbers outside official tournaments (the Individual District Championship). At the invitation of the Lisbon Chess Association, the sports group put on the Lisbon district championships and the Lisbon Masters, considered the two most important individual competitions in the district. There was also a round in the Lisbon Cup, which is a team event. This brings together around a hundred players over various months in rounds. The participants are literally between 8 and 80, competing directly against each other. The Christmas tram For an unbroken 28 years, the company has organised a Christmas tram, running this year between 2 and 19 December. For three weeks, two trams decked out as the season demands ply their way between Santo Amaro and the Praça da Figueira, driven by a Father Christmas. There are clowns for entertainment, a real delight for the or so children aged between 4 and 12 who are given a free ride. The company has taken an active part in the committees and working groups of international organisations. This has brought a consolidation of relations between transport operators especially at the international level. There follows a list of the international organisations where there company is currently a member: CEEP Centro Europeu de Empresas com Participação Pública / APOCEEP Associação Portuguesa do Centro Europeu das Empresas com Participação Pública e/ou de Interesse Económico Geral UITP Union Internationale de Transports Publics: - POLICY BOARD - BUS COMMISSION - EBSF (European Bus System of the Future) - LIGHT RAIL COMMISSION - SUSTAINABLE DEVELOPMENT COMMISSION - MARKETING and PRODUCT DEVELOPMENT COMMISSION - HUMAN RESOURCES COMMISSION - SECURITY COMMISSION - CORPORATE MANAGEMENT IBBG - International Bus Benchmarking Group MMG - Major Metropolises Group 46

47 COST / BHLS - Cooperation in field of Scientific and Technologic Research / Buses with High Level of Service) Starbus the company provides technical support for Lisboa and Nova, its local partner in this project, which aims to provide assistance in the decision making process, in the specific case of options regarding bus propulsion/ alternative fuels. In early 2009, the I.T. software that is being developed will be available for partners in the project. 4 ENVIRONMENTAL RESPONSIBILITY AND ENERGY POLICY 4.2. The Buying Green! Programme The company has been including environmental criteria and considerations in the acquisition of goods and services, with particular importance in the tender documents for vehicles. These demands have helped push suppliers into adopting these practices for their production lines and supplies. This concern has already reaped its reward, with the company last year receiving a certificate of good practice in its environmentally oriented purchasing policy Energy Management 4.1. CARRIS in the top 10 of the ACGE Sectoral Index ranking for 2007 During the year, the company took part for the third successive time in the project Climate Responsibility in Portugal: the 2006 Sectoral ACGE Index (Climate Change and Company Management). The project was organised by Euronatura Centro para o Direito Ambiental and Desenvolvimento Sustentado, in partnership with BCSD Portugal and PriceWaterhouseCoopers. The company was placed in 8th position (with a score of 73,3%) in an assessment of around 50 companies representative of the country s economy. The analysis of company performance was presented in December 2008, and covered four areas: administrative structure and supervision of environmental issues, company management and environmental concern, giving public voice to climate changes and making an inventory of the gases which underlie the greenhouse effect. Premises Company efforts in these areas take account of the regulations in force regarding thermal and energy performance, specifically the norms relating to the Thermal Behaviour of Buildings (Decree Law no. 80/2006), on energy systems and air conditioning (Decree Law no. 79/2006), as well as on certification for energy and air quality inside buildings (Decree Law no. 78/2006). The energy audits carried out have made it possible to identify energy consumption and pinpoint areas where it will be possible to improve the efficiency of systems and equipment and propose measures on the rational use of power. During the year, the in-house committee for management of energy drew up an action plan on company premises. A number of actions were taken, the most important among them being: The company s high score keeps it in the list of the most responsible companies in the field of climate change. It is top in the transport sector and this results from its permanent concern with sustainable mobility and also from continuous and unremitting work based on best practices, made clear and public in the interests of sustainable development. An awareness-raising campaign on the issue, with a relaunch proposed for 2009, using different techniques; Improvements to the lighting systems, with replacement of certain lamps and fittings by more energy efficient ones, important examples being the park for light vehicles and the areas for bus parking in the depots; 47

48 A study on the rearrangement of lighting in Hanger 1 of the Miraflores complex; An analysis relating to possible acquisition of a compressor with variable electronic speed control for the Miraflores depot; Continuing installation of partial electrical energy meters in the Miraflores complex. The idea is to separate buildings / areas (workshops or services) and pave the way for an integrated energy consumption system; Drawing up a proposal for the award of what is now a compulsory energy audit, with energy classification for each separate building in the Miraflores complex. During 2009, the company intends to start on the process of energy certification for its buildings, and this will be enlarged to take in all its depots and complexes; Monitoring the developing process of photovoltaic energy production, specifically in terms of licensing for buildings. The aim is to see if it is viable to restart the project to install photo-voltaic panels on the south face of Hanger 1 in Miraflores. At the end of 2006, the European Commission awarded the company the status of GreenBuilding Partner. This is public and formal recognition by the Commission of company actions in the field of increased energy efficiency and good practices. With the measures introduced for Building A, the figures for average electricity consumption went from MWh/year to MWh/year, a saving of 35 MWh/year. In 2008, total energy consumption was kwh (in the Miraflores complex it was kwh, approximately 39% of the total). There was a significant drop in energy consumption and CO 2 emissions from 2006 to 2008, estimated at 10%, with very clear improvements in the Miraflores complex (down by 19,5%). Vehicles / Transport Operations 1. Actions The company has relaunched the issue of energy management in transport operations. Its approach is across the board and multidisciplinary. It has fostered the rational use of energy, with particular emphasis on improvements in energy efficiency, and a cut in the fuel bill. The work has involved careful selection of vehicles, fleet maintenance, driving techniques, traffic management and operating conditions. Underlying the actions taken is the concern for compliance with Executive Order no. 228 / 90 of 27 March, the Regulation of Energy Consumption Management in the Transport Sector. The most important actions during the year were: Conclusion of the improvement in training procedures and in the training and retraining of crews in more economical and defensive driving; Retraining Qualidade + no Serviço ao Cliente (Quality + in customer service) (2006/2010); from May 2006 to December 2008 there were 86 training course involving 963 crew members (more than 50% of the total); Continuing assessment of the conditions and maximisation of the vehicles drive train in specific parts of the fleet; Reduction of routes/journeys with an empty load; Development and testing of a system to collect and manage operating data for vehicles, including the record and analysis of driving skills, a feature that will make it possible, among other things, to monitor crew performance (this is a pilot scheme covering 40 buses, to be carried out in early 2009). 48

49 2. Energy consumption in 2008 Buses A number of actions taken during the year led to cuts in fuel consumption and therefore to CO 2 emissions. Diesel consumption stood at litres, down 0,6% on A comparison between 2006 and 2008 shows a cut in the average consumption of diesel: 56,4 L / 100 km in 2008, as against 58 L / 100 km. in Diversifying / Experimentation and use of propulsion / Alternative fuels, specifically renewable, in line with aims set down in Portugal and in the Community The company has been diversifying its energy sources with the use of biodiesel and the acquisition of buses powered by natural gas. Given the social responsibility involved, this will continue to be a focal point of its energy policy, as detailed below: Buses powered by compressed natural gas (GNC) Consumption of natural gas stood at (N) m 3, 4,3% less than in Average consumption in 2008 was 72,1 (N) m 3 / 100 km (71,6 in 2007). There are 40 buses in the fleet using this fuel, 20 dating from 2001 and 20 from A further 20 are being acquired, and they are due for delivery in the second half of Given the moves in demand and the load factor, specific fuel consumption as measured by passenger x km has not improved (2008: 27,72 gep/pk; 2007: 27,48 gep/pk). The annual outlay on fuel was around 21,2 x 10 6 euros, up 18,8% on a year earlier. The company also provides filling facilities for a range of private vehicles (light and heavy), through a protocol signed with the Office of the Secretary of State for Transport, GalpEnergia and APVGN (Associação Portuguesa de Veículos a Gás Natural The Portuguese Association for Natural Gas Vehicles). This is fundamentally because there is no national network available. Trams Total consumption of electric energy (traction plus losses) was kwh, which is a slight fall (down 1%) over 2007 ( kwh). The average age of the trams is 13 years and their energy consumption during the year was 209,0 kwh / 100 km. Buses powered by a mix of diesel and biodiesel thermal cycle diesel propulsion Between April 2007 and April 2008, trials were carried out with diesel / biodiesel mixtures of 15% (B15) and 30% ( B30 ), with nationally produced diesel/ biodiesel (in line with Article 8 of Decree Law no. 62 / 2006 and through a Carris/ Petrogal protocol). Specific energy consumption per passenger x km was 28,61gep/PK, slightly higher than the 2007 figure of 28,13gep/PK. The annual cost of acquiring electric energy stood at around 430 x 10 3 euros (up 1,4% on a year earlier). In the short term, the use of diesel / biodiesel mixtures depends on the availability of biodiesel locally, especially in regards to the specific regulations, which define, among other things, the price(s) of the mixture(s). New generation hybrid buses thermal cycle diesel propulsion / electric traction These are expected to be on the market in Fuel cell buses electric traction (powered by hydrogen) The company is monitoring recent prototypes of various makes in Europe in terms of developments and trials. 49

50 4.4. Water management 4.5. Air quality During the year, there was a 23% cut in water consumption year on year, including water from underground wells. This came on the back of a number of actions, including: Check/replacement of obsolete equipment (toilet flushes and taps); Maintenance in the fire network (Miraflores complex and Pontinha depot); Acquisition of anti-calcium treatment for water from the well used for washing buses (Miraflores complex); Increase in the amount drawn from the well in the Pontinha depot (from 250m 3 to around 1000m 3 /month); Use of underground water for washing bodywork of buses (Miraflores complex and Pontinha depot) and their real part (Pontinha depot); Use of underground water only for washing and watering (Santo Amaro complex). Fleet The 408 buses acquired during the fleet renovation process came with EURO 3 standard, and this was followed by 20 medium-sized buses with Euro 4 standard and 20 articulated with Euro 5 at the end of the year under review. This, along with the write-off of some older models, led to considerable cuts in pollutant emissions and CO 2. The lower figures for per km seen in 2008, compared with 2003 (before the fleet modernisation process), are recorded in the following chart. The aim of these actions is to maximise the use of underground water, thus redounding to the benefit of piped water in the public supply distribution network while at the same time cutting sown the overall use of water. There will be a new phase in the renovation process in 2009, with the acquisition of 40 standard size buses powered by Diesel Euro 5 and 20 standard size powered by EEV natural gas. Apart from the fleet renovation, there have also been actions and measures taken to cut specific fuel consumption and both aspects of the process have played their part in the improvement to air quality in Lisbon. 50

51 Fixed sources 4.7. Liquid waste management With water-based paints replacing oil-based, there has been a considerable cut in the proportion of volatile organic compounds (VOCs) emitted into the atmosphere. In terms of fixed sources in the Miraflores complex, specifically paint shops and boilers used to produce steam and hot water, these are not now subject to checks for the emission of gases twice a year but only once every three years, on the supposition that their operating conditions will remain unchanged during the period. This results from the fact that during the year under review, these sources complied with all the limits for emissions and also that the total volume of emissions was consistently under the limit set out (under the requirements of of Decree Law no. 78/2004 and Executive Order no.80/2006). It should be noted that tender documents for new buses include the requirement that bodywork paint should be water-based, this being the case for the 40 buses acquired in 2008 and the 60 due in Waste management The company takes full responsibility for the waste matter produced by its operations, set down in its Quality and Environment Policy. During the year, there were a number of awareness-raising actions geared to ensuring an ever better segregation of waste. These actions included placing proper recipients for selection of waste collection in administrative areas, duly identified by a tag, acting as a reminder of good waste separation procedures. Information on this was also circulated, both on paper and . Other actions involved service providers, specifically those involved in cleaning premises and transport. During the year, investment continued in consolidation of cleaning routines and maintenance of equipment used for treatment of liquid effluents on the premises (decanters/separators of hydrocarbons and fats), with a view to improving the quality of discharges. A study was carried out to analyse the performance of industrial effluent treatment systems in the Miraflores complex so as to maximise the quality of discharges into the municipal collector. The study is in its final stages and the technical solution proposed will be looked at carefully during Noise There are two distinct aspects to be analysed where noise from Produced on company premises; Produced by the fleet in traffic. In terms of noise on company premises, noise level checks were carried out during 2007 to assess noise emission from the buildings. The aim was to check that this was in line with the criteria of Added Noise and Maximum Noise penetrating from Buildings, set down in the General Regulations on Noise approved in Decree Law no. 9/2007, of 17 January. The results show that everything involved in operations on all the premises complies with the applicable legal requirements. In some buildings there was excessive noise resulting mainly from exposure to local traffic noise. In terms of the fleet, the requirements are set down in Directives 92/97/CEE and 2007/34/CE, as well as in national legislation, Decree Law no. 19/2009 of 15/01/2009. The new buses have meant a considerable reduction in noise levels, both inside and outside the vehicles. Previous levels were on average 85dB (A), and they now stand at 76dB (A). 51

52 52 GRI INDICATORS New standards for better efficiency

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