Company profile - GVB the transporter of Amsterdam 

Mission
GVB improves the accessibility and quality of life in Amsterdam and the surrounding area by providing community transportation that is a safe and attractive alternative to the bicycle and car.

Strategy
GVB is a service provider. GVB wants to be the preferred transport company for Amsterdam. This involves four issues: the quality of service provided, growth, the burden on the surrounding area and the market conformity of the price. To this end GVB's policy is as follows:

The quality of the service provided
Frequency and coverage are the concrete characteristics of the service offered that determine its attractiveness. The service must also be safe, punctual, clean and customer-friendly. Well trained and motivated staff and constant process improvement ensure the continuous improvement of the service provision processes.

Growth
Public transport is a communal facility. The more it is used, the more frequent and closely meshed the service can be for the same costs and with the same burden on the surrounding area per passenger kilometre. The quality of the service provided, combined with a reduction of the attractiveness of using the car, increases the use of public transport. GVB endeavours to introduce regular bicycle and car users to public transport through targeted campaigns. Experience has shown that the introduction of new routes leads to an increase in the number of passengers.

Burden on the surrounding area
GVB complies with all relevant legislation and regulations, but is constantly seeking ways to do more than the minimum required where environmental issues (emissions and noise) are concerned.

Market conforming price
The client determines the price to be paid by the passenger. In addition, agreement is reached with the client regarding the client's contribution. The criteria on which the client assesses the reasonableness of this contribution is market conformity. GVB's cost level is such that with these revenues a return that conforms with the market is achieved. This objective is also achieved through the improvement of processes and the expertise and motivation of the staff. Quality and costs are not conflicting.