Contributing to national and local economies
Public transport is vital to building a strong and sustainable economy. Our services have continued to ensure that millions of people are able to get to work and access key services. Over the past year Go-Ahead has made a significant contribution to the UK economy through the 29,000 people we employ, the £77.6m generated by our rail operations for the government, and £34.1m paid in corporation tax. We are also pleased to have introduced the voluntary Living Wage as a minimum, irrespective of age, across the entire Group.
Being part of the local community underpins Go-Ahead’s devolved management approach and enables our bus and rail companies to be more responsive to the different needs that different passengers have.
We have long-standing partnerships with community organisations in the areas where our companies provide transport services. Our operating companies make a big contribution to their local communities and have built mutually beneficial relationships over time; such as the ten-year partnership between rail company Southern and the Sussex Community Rail Partnership or Go South Coast’s Alzheimer Society’s dementia friends initiative credentials gained over the past several years.
Activities such as these demonstrate the importance of measuring the impact of our community activities across the Group so we can further develop our community investment programmes.
Making our community investment matter
Our community investment strategy has three elements:
• At a corporate level Go-Ahead supports two international but UK-based charities that have a transport focus and therefore have strong links to our business: Railway Children and Transaid
• Our operating companies support more local initiatives that reflect the concerns and priorities of the communities they serve
• Individuals or groups of employees can also raise money for causes with which they have a personal link. These are supported by individual operating companies on an ad hoc basis by company initiatives like fund matching or sponsorships.
As one of the UK’s leading transport companies we have chosen organisations that work in the transport sector as our nominated corporate charities. We think it is important that there is resonance between the work that we do and our charity partners. We review our working partnership on an ongoing basis to ensure the relationship is beneficial for both parts. This connection helps employees and other stakeholders to understand why it is these particular charities receive our support.
Our relationship with the charities is in line with our general business philosophy. The devolved approach we take with our operating companies is echoed in the fact that they are empowered to choose charities that are relevant to the priorities in their local area and the activities they take part in are locally-made decisions.
Greenhouse gas emissions
We report on greenhouse gas (GHG) emissions in accordance with the GHG Protocol Corporate Accounting and Reporting Standard and the UK Government’s Environmental Reporting Guidance methodologies together with the emissions conversion factors from DEFRA/ DECC GHG conversion factors for Company Reporting 2015. In line with this guidance, we have reported the emissions sources* that are required. These sources fall within businesses included in our consolidated financial statements.
Emissions are expressed in terms of equivalent carbon dioxide (CO2e). Our relative performance metric is kilogrammes of CO2e emissions per passenger journey.
Overall, CO2 emissions in absolute terms have increased as a result of business acquisitions but CO2 emissions per passenger journey have decreased largely due to improved efficiency in the use of traction electricity.
* Emissions from air conditioning equipment in our premises and vehicles are not included in this analysis due to the difficulty in obtaining this data .These emissions account for less than 0.5% of our total GHG emissions and are therefore not considered material
|Kgs CO2 per passenger journey||0.82||0.84||0.85|
|Scope 1||CO2e tonnes ('000)||CO2e tonnes ('000)
||CO2e tonnes ('000)|
|Passenger journeys (m)||1,297.23||1,241.20||1,152.6|
|Gas (buses) kwhs (m)||6.3||6.9||1.3||7.3|
|Gas (premises) kwhs (m)||51.0||9.4||54.5||10||42.3||9.2|
|Bus diesel (10% bio-diesel blend) ptrs (m)||130.3||340.2||127.6||329.8||128.1||333.4|
|Rail diesel ptrs (m)||18.6||55.1||18.4||53.5||17.7||51.8|
|Traction electricity kwhs1 (m)||1,368.9||564.1||1,169.3||540.4||1,002.1||495.3|
|Site electricity kwhs (m)||104.8||43.2||100.3||39.4||85.1||42.1|
|Electric buses kwhs (m)||0.07||0.03||n/a||n/a|
|Electricity - transmission and distribution losses within the grid||54.9||44.6||47.0|
|Outside of scopes|
|Biogenic content of bio-diesel2||7.9||11.0||8.0|
|CO2e tonnes ('000)|
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|CO2e tonnes ('000)|
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1. Traction electricity consumption data relates to the period from 1 April 2015 to 31 March 2016. This provides the most accurate figure for consumption.
2. The biogenic content of bio-diesel is considered outside scope as there is no conversion factor for our baseline year. Emissions from this source are reported for 2015/16 but are excluded from the calculation of our relative performance metric as comparative data is not available. We define our organisational reporting boundary by applying the financial control approach with a materiality threshold set at 5%.
Carbon Trust Standard triple accreditation
Go-Ahead has become the first transport group to receive the triple award accreditation from the Carbon Trust for achievements in carbon, water and waste reduction.
We have a reputation as a leading organisation when it comes to environmental responsibility and sustainability. We believe that our approach can give us competitive advantage as well as saving money and reducing our impact on the environment.
In 2008, we became the first public transport company in the UK to be officially certified by the Carbon Trust Standard for carbon after taking action on climate change. We were also the first in the sector to be recertified in 2011.
Watch our video to find out more about Go-Ahead initiatives to reduce carbon emmissions, water and waste:
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Go-Learn education programme
Go-Learn is Go-Ahead’s online education programme aimed at helping children and young people improve their knowledge of public transport to become confident and informed travellers.
The material assists youngsters aged from four to 14 to develop skills and confidence for independent travel. Mapped against the National Curriculum, the resources can be used by parents and teachers to support literacy, numeracy, citizenship and elements of personal, social and health education.
Sarah Clayton, head teacher at St Joseph’s school in Brighton said: "Equipping young people with the skills they need to use public transport safely and responsibly should be on every school’s agenda. The Go-Learn materials give teachers a range of useful tools which will get young people thinking about how bus and trains work and will really capture their interest."
Go-Learn complements the work already carried out by Go-Ahead's bus and rail companies, many of which work with local schools. Plymouth Citybus’s ‘Dennis Dart’ programme is well established in many of the city’s primary schools promoting road safety and encouraging safe bus use. Similarly, train operator GTR uses locally-branded Go-Learn material with its Thameslink and Southern routes, as do bus companies Brighton & Hove and Metrobus.
Driving energy further
Driving Energy Further is Go-Ahead’s industry-leading carbon reduction programme which began in 2008. Since then, tough targets combined with sustained action is making a real difference to our impact on the environment.
The campaign’s main objective has been to improve the energy efficiency of our bus and rail operations and reduce site energy.
There are three core areas of focus:
- rail fuel efficiency
- bus fuel efficiency
- site energy
We have invested £7m in technology to help improve our energy efficiency and reduce carbon emissions, which has resulted in cost savings of around £10m per annum.
The main component of the programme's success is strong employee engagement across all operating companies. Go-Ahead London runs an annual competition based on the ’greenest’ bus driver, Oxford Bus Company holds an annual ‘Environmental Day’ for staff and the local community, and all companies have environment and energy 'champions’ who look at finding ways to reduce their business’s carbon footprint.
Our community investment strategy has three elements:
- at a corporate level Go-Ahead supports two international but UK-based charities that have strong links to our business: Railway Children and Transaid
- our operating companies support more local initiatives that reflect the concerns and priorities of the communities they serve
- individuals or groups of employees can also raise money for causes with which they have a personal link. These are supported (for example by sponsorship) by individual operating companies on an ad hoc basis
We have chosen national organisations as our nominated corporate charities. We think it is important that there is resonance between the work that we do and our charity partners. This connection helps employees and other stakeholders to understand why it is these particular charities which receive our support.
Our relationship with the charities is in line with our general business philosophy. The devolved approach we take with our operating companies is echoed in the fact that they are empowered to choose charities that are relevant to the priorities in their local area.
Installing on-train meters on Southern’s trains now means that the company can be more accurate when forecasting the electricity it consumes and budgeting to cover the cost of that energy.
Prior to installing the meters, Southern – like the majority of electric train operating companies – would be charged by Network Rail for estimated energy consumption based on modelled rates. Every year estimated and actual consumption would be reconciled and any outstanding costs paid or money returned.
On-train meters also enable Southern to identify more efficient ways of driving. Drivers are instructed to 'coast' on particular sections of the network - using the train’s own momentum to reduce electricity consumption. This energy-efficient driving contributes towards Go-Ahead's continual aim of cutting carbon emissions and reducing costs.
Improving every customer's journey
Walking in our customers’ shoes, we have identified where we can improve the experience they have of our services.
We have detailed action plans to deliver enhancements across:
• planning and researching journey options
• buying tickets
• boarding the bus or train
• getting help from our staff or through information channels
• completing the onward journey
• contacting customer services, clearing delay repay or locating lost property.
Our new vision helps the Group to create an aspirational version of what the future will be like for customers; the ideal customer experience where every journey is taken care of. Our commercial bus companies work hard to attract and retain customers and we are proud that for another year we have achieved leading national ratings of 89% customer satisfaction in the national bus passenger survey. Features that many of our services outside London have, such as onboard Wifi, USB phone charging points, and new way-finding apps all assist to increase satisfaction. As expectations increase we need to be agile and find new ways to take care of every aspect of journeys and deliver even better experiences.
We also appreciate that every customer is unique, so has different needs and expectations, increasing personalisation is key to people feeling taken care of. Whether it is an ‘app’ remembering a passenger’s ‘home’ station, a customer service system automatically calculating a refund that is due, or a bus driver recognising the signs that a customer may have dementia and responding appropriately, it is increasingly important to offer a personal service that suits the needs of the individual.
We are investing in technology, and through our industry groups, working with information technology companies to build a substantial portfolio of innovative transport apps. Providing information at people’s fingertips helps people make decisions about their journeys from start to finish. We know every minute counts for many of our customers, and providing people with the best information is essential to building trust
An important element of public transport is providing an inclusive service. Whether customers are using wheelchairs or mobility scooters, have difficulty walking, are pregnant or travelling with young children, or have learning difficulties or mental health issues – all our bus and rail companies strive to make their services as accessible as possible to everyone.
We invest approximately up to £70m per annum in new buses and this year all vehicles acquired have audible announcements and electronic visual signage (AV) onboard, also we have made a commitment that future purchases will be fitted with AV. Our bus companies have signed up to the RNIB charter, using the ‘Stop for Me, Speak to Me’ training material to help drivers appreciate some of the experiences and problems blind and partially sighted people face.
We continue to deepen our people’s understanding of the issues facing customer with dementia and – particularly in the coastal areas we serve which have higher percentages of elderly people – have used the Dementia Friend training along with other accessibility training to positive effect. Practical ways to assist passengers with hidden disabilities, such as the introduction of ‘helping hand cards’ at many of our operating companies, enables us to provide a more personal service. The Samaritans work with our train companies to promote mental health and wellbeing and also, as part of their ‘safeguarding’ programme, to assist identifying young people who may bevulnerable and at risk.
All our trains are wholly accessible for users of wheelchairs, but there is still some way to go before most stations have step-free access as many stations were built at a time when step-free accessibility was not a consideration. However, many of the barriers to increasing accessibility of our bus and train services are not physical ones, and can be overcome with increased employee awareness and training.
On Track rail app
Go-Ahead’s rail app ‘On Track’ is considered one of the best rail-journey-planning apps in the UK, providing customers with the ability to look up train times, buy rail tickets and find out to the minute how rail services are running.
Built in collaboration with rail passengers, ‘On Track’ provides rail passengers with all that is needed to plan a journey: identifying nearest stations, buying train and car park tickets and real-time train-running information. It also gives one-touch email or phone contact to customer services and allows passengers to claim compensation if their journey is delayed.
Integrated and accessible travel
We are mindful that the majority of people’s journeys don’t start and end with a bus or train ride and our aim is to deliver integrated transport solutions where we: provide accurate, real-time information about delayed services by developing apps; make purchasing tickets as simple as possible with smartcards and mobile tickets; and make contacting or claiming compensation for delayed journeys as simple as possible.
Public transport should be accessible for all those who wish to use it - cycle hire schemes and bike storage provision at stations along with good walking routes to and from stations are ways we work with our partners to make them easier places to access.
We also know that by considering people with audio, visual and other physical limitations we will be improving the service for all passengers. We are increasing audible announcements and information screens on board our trains and buses and all our buses and trains are accessible to wheelchair users. Many of our hundreds of railway stations were built at a time when accessibility was not a consideration, so, together with Network Rail and local authorities, there is a programme of installing ramps and lifts to make stations step-free. Priority is given to stations that have the most of passengers using them and where we are successful in securing local authority and government grants. All our customer-facing employees have training in disability awareness using the social model of disability – appreciating that it’s our responsibility to remove the barriers that restrict people from using our public transport services.
Go-Ahead is leading the way as a transport company in using social media. Twitter and Facebook are widely used across our bus and rail companies to keep passengers updated with service-running information and latest product and ticket offers. Social media platforms also enable our passengers to exchange information and views about our services.
London Midland, won the prestigious Putting Passengers First National Rail Award for using Twitter to communicate with customers. All our bus and rail companies provide customer service through social media from first thing in the morning to last thing at night.
Go-Ahead's businesses have identified ways of using social media to interact with staff, many of whom use social media in their daily lives. Southeastern created an internal dedicated business and social network for its 3,800 employees called 'Workmate', and the rest of our rail and bus companies have followed suit with similar portals.
In addition to the range of award-winning social media activity already underway in our bus and rail companies, Go-Ahead Group has a Twitter, Facebook and LinkedIn accounts to update followers about the Group’s operations. You can follow Go-Ahead
Mobile ticketing and smartcards
Go-Ahead continues to invest in smarter ways to improve the service we offer customers to make it as easy as possible for them to travel with us. We operate the largest smartcard scheme outside London’s Oyster and were one of the first in the sector to introduce mobile ticketing (m-ticketing).
Through smartcards and m-ticketing we have a greater understanding of our customers’ behaviour and preferences and we are able to communicate with many of them in a more personalised way.
Our online customer database can be used for effective, targeted marketing campaigns across our bus and rail businesses and now has almost four million registered customers.
The data gathered through this channel enables us to gain a fuller understanding of passengers’ travel habits and purchase preferences. This means we can provide them with relevant information and products to suit their needs.
Living our vision
A world where every journey is taken care of – is our new Group vision. It is future focused, aspirational and puts customers at the heart of our business. It sets out where we want to be.
Creating our vision has been a collaboration between colleagues across the organisation and external stakeholders including customers. We know it is important that this is not just an exercise to refresh the words we use but that they make a tangible difference to how our people feel about working at Group, how customers experience the service we offer and a point of differentiation from our peers.
The vision is a continual reminder that we are an organisation that provides a valuable public transport service for people rather than just being operational logistics experts. The act of taking care of people’s journeys resonates with our employees and is a common purpose for everyone in the Group.
Embedding the new vision, behaviours and attitudes across the organisation is underway – our policies, procedures, KPIs and contracts are all being re-drafted to align the organisation with our vision so that we are agile and responsive to meeting our customer needs. We have launched a programme entitled ‘going forward together’ to deliver the key changes we need to put in place in all our operating companies to continue to grow, deliver better value for money and provide a good service for customers. Facilitated workshop sessions have been held at all operating companies to ensure consistency of approach and language throughout the business. Action plans and commitments are part of our ‘better together’ sessions with leaders and managers accountable for overseeing delivery.
The new vision, beliefs and attitudes help us meet our shared goals and objectives in a way that we have mutually agreed is how we wish to behave and be seen to behave. With these strong values in place, the organisation will support the right behaviours and challenge those that go against them. Like other successful organisations we will use our values and behaviours to govern decision making. Our leaders and senior managers play a crucial role in assisting others to do this.
Delivering improved efficiencies and greater agility will help us to be one step ahead of the competition and continue to invest in the future. We know that by working together we will be able to create a truly customer-focused collaborative workplace and through that deliver growth. Passengers will benefit from better services; customers and our supply chain will benefit from increased responsiveness and improved value for money; our people will benefit through greater opportunities across the Group; and our shareholders will benefit in our success.
Succession planning is an important part of running a responsible sustainable business and our people plans include several schemes to ensure colleagues have opportunities for full and successful careers within the Group. We have a strong talent programme where individuals with potential are encouraged to work on projects and take secondments in other areas of the Group to deepen their understanding of the industry.
Go-Ahead bus division’s two year graduate scheme, launched in 2013, has now successfully seen 21 graduates go through the programme and six take management roles. The scheme built on the Group’s well established engineering scheme and broadened the scope to include high calibre individuals enthusiastic about transport, who were commercially aware with strong leadership potential. Participants focus on the operational aspects of company management and have the opportunity to work across all areas of the business including driving, contract and project management, marketing and stakeholder relations. A coaching approach underpins the scheme and MDs and operations directors act as mentors for the graduates.
For the past few years our rail division has taken part in the industry’s ‘track and train’ scheme providing all-round experience for graduates. In the past year we have introduced our own Govia graduate scheme with five graduates in 2015/16 and in line with our effort to increase gender diversity across our business, two women are part of the cohort.
The estimated cost of replacing an employee earning £25,000 per annum is around £30,600* – made up of the 'cost of lost output' while the new member gets to know the ropes, and the 'logistical cost' of recruiting and absorbing a new worker. Specific roles such as train drivers cost even more than this, as up to 12 months' training is needed before an individual can be productive in the workplace.
Retaining experienced senior managers also adds a value to an organisation that can sometimes be hard to quantify. We are aware that losing our key people can be a risk to success. Over the past three years we have introduced comprehensive succession plans across the business to consider our current and future capability requirements.
*Oxford Economics February 2014
Investors in People
The Go-Ahead Group head office has been recognised as an Investor in People (IiP) and has achieved the Gold award. The IiP framework is used to measure and assess an organisation’s commitment to achievement through its employees and to accepting that people’s strengths, ambitions and ideas are the engine of success. Particular strengths highlighted in the assessment included the quality of leadership, level of employee engagement and involvement and commitment to continuous improvement.
Listening to our people
Two-way communication is key to making Go-Ahead a great place to work. All our operating companies have internal mechanisms to make sure employee ‘voice’ is heard loud and clear. Employee phone-ins, staff panels, forums with management teams, employee surveys and online interactive feedback tools are just some of the ways that we make sure that employee views and suggestions are listened to.
Southeastern became the first train operating company in the UK to provide a social networking tool for its 3,800 employees to share information and discuss work-related issues with colleagues. The site, Workmate, means staff can interact with each other in the way that many of them already do with friends and family on sites like facebook and twitter. Workmate enables Southeastern to provide better service to customers – if an employee posts a question the site, there are hundreds and thousands of colleagues who have the power and ability to instantly respond with the answer.
In our bus division, our largest company Go-Ahead London has launched a ‘Have Your Say’ forum on its employee website which enables all 7,000 staff to post questions, feedback and opinions. Managers, including directors, are involved in responding to questions, with the aim to reply within 48 hours.
We also listen to the views of our people through our consistent employee surveys. Over the past few years we have been undertaking an annual employee survey across the Group’s head office and our subsidiary companies in order to continually identify ways to make Go-Ahead a better place to work.
Southeastern’s award winning 50,000 page Wikipedia site, developed and built by the company’s engineering team, features technical processes and manuals and 30,000 images – everything the technicians need to maintain the organisation’s 400 strong train fleet.
Maintaining a large fleet of trains for one of the most demanding commuter networks in the UK is challenging. Almost every train is in passenger service every day, so the smallest delay in a depot could result in cancelled services. Moving to a paperless system has resulted in significant time savings and improved efficiencies.
Having seen the benefits Southeastern’s innovative system has delivered, other train operators and even aviation companies are looking to replicate its success. The wiki was awarded ‘Small Scale Project of the Year’ at the Railway Industry Innovation Awards and also won accolades at the National Rail Awards and the National Transport Awards.
Focused on accountability
We continue to be one of the few FTSE 250 companies with the Fair Tax Mark – something that we were the first in the FTSE 350 to be accredited with at the scheme’s launch in 2014. The Board continues to work towards being assessed as ‘low risk’ by HMRC and ensure that we adhere to our policy of not undertaking tax planning or making use of tax havens.
Our devolved approach
Our devolved approach enables us to build management accountability at operating company level. It means that decisions can be taken locally about where to re-invest to deliver the maximum benefit for customers. A significant portion of our profits are reinvested in the business to increase opportunities for growth as well as drive further efficiency. Organisational efficiency programmes include upgrading IT systems and moving all Group companies to one enterprise platform. Our central procurement department achieves cost savings through negotiations on behalf of our operating companies and our central marketing function adds value by negotiating advertising space nationally rather than at individual company level.
Our central procurement division has successfully delivered savings in the region of £4m across a range of contracts. For example the team has negotiated a telecommunications data contract leveraging the scale of our UK wide operations and the growing desirability of having Wifi service onboard our buses and trains and at stations.
Our suppliers play a strong role in helping us deliver our strategy and we aim to get the most from them. We aim to choose companies who act ethically and responsibly and by working in partnership with our suppliers we have continued to reduce our carbon, water and waste emissions. We have also signed up to the prompt payment code and follow the principles of the government’s better payment practice code.
Over the last few years we have invested in establishing a central services IT helpdesk team offering our operating companies 24 hour technical support. This shared service centre allows employees to log all faults ranging from a problem with equipment such as station ticket vending machines through to getting assistance over the phone or via online chat with a computer software problem or query.
A sustainable option
Go-Ahead has been commended by ethical funds on the corporate social responsibility information we publish, making it easier for investors to determine whether the Group meets the investment requirements of ethical funds. Recently, Kempen Capital Management (KCM) Ethical Funds has commended Go-Ahead on its sustainability information saying there was an ‘increased demonstration of business ethics performance due to introducing a corporate-wide code of conduct’.