Amtrak 2012 Annual Report Download - page 5

 Goal 3 – Mobility and Connectivity: Improve national mobility and connectivity by growing
Amtrak’ s business through new partnerships, routes and frequencies to increase ridership system
wide.
 Goal 4 – Environment and Energy: Contribute to the nation’ s environmental health by attracting
automobile and air travelers to trains, while improving Amtrak’ s efficiency and reducing
transportation-related carbon emissions and fossil fuel consumption.
 Goal 5 – Financial and Organizational Excellence: Attain a standard of organizational excellence
by aligning our products, services, processes and culture with stakeholder expectations to
improve financial performance and overall business results.
The Strategic Plan includes measurable metrics and improvement targets for each of these goals. In order
to accomplish these corporate goals and achieve the improvement targets, the Strategic Plan specifies the
following seven corporate strategies:
 Strategy 1 – Continue and expand Safe-2-Safer, our proven behavior-based change
initiative in order to improve our culture and other areas critical to financial and
organizational excellence.
 Strategy 2 – Integrate our field operating departments within geographic divisions to
maximize collaboration, efficiency and service delivery.
 Strategy 3 – Implement best practices related to human capital management in order to develop a
workforce that is best equipped to achieve our corporate goals.
 Strategy 4 – Expand our use of risk management principles to further improve our multi-layered
security program so we can better prevent and deter acts of terrorism and criminal behavior
within our system.
 Strategy 5 – Expedite our ongoing programs to make Amtrak accessible for all individuals.
 Strategy 6 – Identify and invest in systems and technologies that will reduce both energy usage
and operating expenses.
 Strategy 7 – Establish business lines within the company to better manage our financial
performance and respond to the wants, needs and expectations of our various customer groups.
In particular, Strategy 7 calls for an extensive overhaul of Amtrak’ s corporate and management structure.
This overhaul involves the establishment of six “business lines” that focus on the overall performance of
specific Amtrak products and services. Each business line will have a management structure that is
accountable for every aspect, including as appropriate infrastructure and fleet delivery, train operations,
safety and on-time performance, passenger and customer interactions, and financial performance. The
Strategic Plan includes detailed goals for each business line which are aligned with the corporate goals, as
well as performance metrics and improvement targets. The six business lines are:
1. Northeast Corridor Infrastructure and Investment Development
The host railroad operation, design, construction and maintenance of Amtrak-owned
infrastructure, in order to support the operation of Amtrak trains and other rail service providers.
This includes Northeast Corridor “state of good repair,” high-speed rail investment and planning.
2. Northeast Corridor Operations
The delivery of integrated high-speed rail services in the Northeast Corridor, including Acela
Express, Northeast Regional and Keystone Service trains and the proposed high-speed “Acela II”
rail system improvements.
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3. State Supported Services
Rail transportation and related services provided in partnership with state governments, including
conventional passenger train operations, development of new high-speed rail services, equipment
maintenance, service planning, marketing and reservation systems.