To run our companies in a safe, socially and environmentally responsible manner.
We believe a sustainable public transport network is essential to the future of any society and as a leading provider of passenger transport services, sustainability is integral to the way we run our business. Ensuring the safety of our passengers and our people is an absolute priority for us. We are also committed to making a contribution to the communities in which we operate and wider society. Reducing the environmental impact of our operations while providing a greener alternative to the private car contributes to the government’s environmental targets. The economic contribution from Go-Ahead helps support economic recovery and longer term prosperity.
More detail about our society KPIs, including analysis of current year performance, is available in our annual report
Across the rail industry train operating companies report signals passed at danger (SPAD). A SPAD could be a precursor to a catastrophic accident and every SPAD is treated as a serious incident. Many SPADs happen each year and most have little or no potential to cause harm and are the result of minor misjudegments of braking distance. All SPADs are given a risk ranking which considers the actual and possible consequences of each incident.
We monitor SPADs to help us quantify our commitment to provide a safe rail passenger service.
RIDDOR (reporting of injuries, diseases and dangerous occurrences regulations) is a statutory requirement for all companies and relates to work place incident that results in any absence from work for over seven days or any legally reportable incident to the Health and Safety Executive.
We monitor all of the energy used within our operations and calculate our CO2 emissions resulting from this energy use by using the appropriate CO2 conversion factor. We divide our CO2 emissions by the number of passenger journeys made to establish CO2 per passenger journey and we use this metric to measure our performance.
We monitor the number of bus accidents which result in a notification to a claims handler for every million miles we operate, including cases where we are not at fault.
To provide high quality, locally focused passenger transport services.
Meeting the needs of our customers is vital to the success of the Group. Providing reliable, value for money passenger transport encourages more passengers to use our services and leaves us well placed to tender for contracts with our transport authority customers. Our devolved structure ensures strong localised expertise, focuses on the needs of the local customer and gives us the ability to respond quickly to changing conditions in local markets. Good customer service is at the heart of everything we do and we are committed to delivering high levels of customer satisfaction across the board.
More detail about our customer KPIs including analysis of current year performance is available in our annual report
We measure the number of passenger journeys taken on our regional bus and rail services compared with the previous year. This is measured on a like for like basis. As we are contracted on the basis of mileage in our London bus division, we do not measure passenger numbers.
Customer satisfaction is measured by the independent passenger watchdog Transport Focus. Surveys are conducted twice a year for our rail franchises and annually for our regional bus operations. Our primary customer in London bus is TfL. We measure satisfaction by performance against TfL performance targets, such as excess waiting time.
The punctuality of our rail operations is measured on the basis of the DfT’s Public Performance Measure (PPM) on a moving annual average basis. PPM is the percentage of trains that arrive at their final destination within five minutes of their scheduled arrival time.
The punctuality of London bus operations is measured by excess waiting time. This is the time passengers have to wait for a bus above the average scheduled waiting time. The lower the excess waiting time, the better the performance.
The punctuality of our regional bus operations is measured as the percentage of buses which arrive at their stop between one minute before and five minutes after their scheduled time. Therefore, the higher the percentage the better.
To be a leading employer in the transport sector.
Our people are our most valuable and important asset. Without them our buses and trains cannot create value. It is our teams across the Group that keep the business moving and are the face of Go-Ahead. Investing in and developing our people enables them to fulfil their potential and assists them in carrying out their jobs to the best of their ability, thereby improving the customer experience. Effective leadership development and succession planning are essential to sustainable success for the Group and a diverse workforce further enhances this.
More detail about our people KPIs, including analysis of current year performance is available in our annual report
Since 2012 we have measured how engaged our people are through annual independent employee surveys, conducted across our businesses.
*Due to the time of surveys taking place, the rail figure for 2015 includes 2014/15 data for Southeastern and 2013/14 data for Southern and London Midland
We measure employee absence by the percentage of scheduled hours not worked due to unplanned absence from work.
Employee turnover is measured by the percentage of employees who leave the business in year.
To run our business with strong financial discipline to deliver sustainable shareholder value.
Our aim is to deliver shareholder value through a combination of earnings growth, strong cash generation and balance sheet management, supplemented by value adding growth opportunities. We have a steadfast commitment to operating with strong financial discipline and a conservative view to risk. The strength of our balance sheet allows us to pursue opportunities, adding value to the Group and making attractive returns to shareholders.
More detail about our finance KPIs, including analysis of current year performance, is available in our annual report
For our rail operations, we measure revenue generated through the provision of passenger transport services. In our bus division, non-passenger revenue is less material, so we measure total revenue instead.
Adjusted operating profit excludes the incremental impact of IAS 19 revised and also amortisation, goodwill impairment and exceptional operating costs to provide more comparable year-on-year information.
This ratio is used to indicate the Group’s ability to pay down its debt from earnings. Adjusted net debt, which is total netdebt plus restricted cash in our rail division, is measured against earnings before interest, tax, depreciation and amortisation (EBITDA).
*Not adjusted for the incremental impact of IAS 19 (revised), in line with the 2021 revolving credit facility.
This ratio is used to monitor the conversion of operating profit into operating cash.
We measure the level by which our dividend payments can be covered by earnings (adjusted earnings per share divided by dividend per share).