Strategy management (Corporate BSC)
Having laid the foundations of the strategy definition process, the abovementioned Balance
Scorecard methodology has been used to create the company’s balanced scorecard (Corporative
BSC).
This provides a more detailed description of the objectives pursued, with the aim of
developing the strategic courses of actions planned by the company in this period.
The current balanced scorecard for 2011 is:
Explanation of objectives:
|
CODE |
AIM |
DESCRIPTION |
|
V1 |
Strengthen the Corporate image, reputation and perceived quality |
Seek to enhance the quality of the service perceived and the reputation and overall image of the company among our customers and non-customers |
|
V2 |
To attract clients and build loyalty |
Increase demand, particularly strengthening the days and off-peak time brackets with fewer passengers. The aim is also to reach new segments of customers |
|
V3 |
Be profitable and efficient |
With a view to being increasingly more competitive, it becomes necessary to measure both the profitability of the traditional business as well as that of complementary business lines |
|
C1 |
Ensure
compliance with value proposition
|
Offer our customers-passengers quality service in all aspects (safety, speed, comfort, information, etc.) delivering the service offered |
|
C2 |
Promote an advanced model of customer attention |
Improve our customer care through all available channels of information and by word-of-mouth |
|
C3 |
Improve space management and Metro Accessibility |
Optimise the space for the circulation of passengers and improve the information available in stations and on platforms, making it more accessible |
|
P1 |
Increase maintenance efficiency |
Obtain the greatest possible level of reliability and availability both in the fixed installations as well as the rolling stock at an efficient cost |
|
P2 |
Gear operation to the clients in an efficient way |
Comply with the offer of service to customers by minimising incidents and optimising the consumption of the energy used |
|
P3 |
Boost customer care |
Reinforce customer care insofar as the complaints/suggestions customers convey to us |
|
P4 |
Maintain positive image and foster external communication |
Strengthen the positive image of Metro through the organisation of a range of events and relations with various institutions. |
|
P5 |
Align Suppliers’ strategies, improving the efficiency of the services |
Integrate suppliers in the value chain of the processes which Metro carries out, in order to achieve greater efficiency in the services provided |
| P6 |
Strengthening efficiency in managing projects |
Carry out projects both for the continuing upgrading of the Network as well as for consultancy within the time limits and at the cost planned, guaranteeing customer satisfaction |
|
E1 |
Promote internal communication |
Improve employer-employee communication by implementing both the internal corporate communication plan as well as the verification of the quality thereof |
|
E2 |
Promote the integration of prevention and environmental care in the Organisation |
Succeed in integrating occupational risk prevention on all levels and in all activities of the company, as well as environmental awareness in all of the processes the company carries out |
|
E3 |
Promoting training and professional development Employee |
Develop people both in the environment of capabilities and skills on the job as well as in technical expertise and knowledge of the business |
|
E4 |
Promote motivationand involvement |
Seek greater cohesion among all employees by promoting actions to achieve a better working environment |
|
E5 |
Promote innovation |
Develop and give impetus to innovation projects (both of a technological nature as well as in other areas) relevant to the sector and to Metro |
