Total revenue (£m)
Earnings per share (p)
KPI - SOCIETY
To run our companies in a safe, socially and environmentally responsible manner.
Our society KPIs relate to the safety of our colleagues, our customers and other road users, as well monitoring the detrimental impact on the environment as a result of carbon emissions from our operations.
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.
KPI - CUSTOMERS
To provide high quality, locally focused passenger transport services.
Our customer KPIs monitor how well we’re serving our customers’ how reliably we’re running our buses and trains, and how satisfied passengers feel. We measure the number of passenger journeys taken on our regional bus and rail services compared with the previous year, adjusting for acquisitions and new franchises. Customer satisfaction surveys are conducted twice a year for our rail franchises and annually for our regional bus operations.
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.
KPI - OUR PEOPLE
To be a leading employer in the transport sector.
Since 2012, we have measured how engaged our people are, through annual independent employee surveys, conducted across our businesses. 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 the year.
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.
KPI - FINANCE
To run our business with strong financial discipline to deliver sustainable shareholder value.
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. Growing revenue through a combination of growth in passenger numbers and modest fare increases drives operating profit growth.
More detail about our finance KPIs, including analysis of current year performance, is available in our annual report.