Objectives and Targets

Performance against our 2008/09 CSR objectives and targets

Target Performance
Reduce all staff injury rate by 25%. Our all staff injury rate reduced by 7%.
Reduce Lost Time Injury rate by 25%. Our Lost Time Injury rate reduced by 18%.
Reduce passenger injury rate by 25%. Our passenger injury rate reduced by 9%.
Reduce vehicle collision rate by 20%. Our vehicle collision rate reduced by 7%.
Reduce Signals Passed at Danger (SPAD) by 25%. Our SPAD rate reduced by 17%.
Environment
Work towards our 2012 carbon reduction targets of 8% in the UK Bus division and 10% in the UK Rail division on 2006 levels. We have achieved overall reductions in our carbon emissions in Bus in relation to our 2006 baseline. In Rail we have not achieved this due to business growth but our emissions per passenger kilometre and emissions per vehicle kilometre continue to decrease.
Achieve a 3% reduction in energy usage in our UK Rail depots and 2% reduction in energy use in the UK Bus division. We achieved a reduction in energy use of 4% in UK Bus, 2% more than target. In UK Rail energy usage reduced by 2.3% slightly below target.
Implement Green Travel plans at one train company and 25% of our UK Bus companies. We now have Green Travel plans in First TransPennine Express and 25% of our bus companies.
Increase non-hazardous waste recycling by a further 3% in North America and a further 5% in our UK Bus and Rail divisions. We have not managed to achieve our North American recycling target due to problems in obtaining accurate data, an issue on which we are actively collaborating with our waste management contractor. In the UK we are well ahead of target, with an increase in waste recycling of 7%.
Introduce an energy-efficient programme at key properties in North America. We have identified 100 properties in which the energy efficiency programmes will start. Selections were based on highest energy spend. Training material and posters have been developed.
Develop a consistent environmental programme in North America. A coherent environmental audit programme has now been established across North America including Greyhound and Canada. The programme has been integrated into the maintenance audit processes.
People
Continue to develop and implement robust communication and action plans drawn from staff surveys such that people understand the values and goals of their company and know how to contribute to and influence them. Action plans have been developed for each operating company against which progress is being tracked. Focus groups have been formed to ascertain detailed reasons for occurrences of low staff engagement, followed up by touch point surveys to confirm findings.
Reduce driver turnover in Group operations. Driver turnover has reduced by 2.7% in UK Bus. Based on the data available turnover figures have also reduced in North America, largely due to prevailing economic conditions.
Give access to lifelong learning programmes to all our UK Bus employees by 2012. Four new learning centres opened in Devon and Cornwall, two in Eastern Counties, one in Manchester and two in the Midlands, bringing us closer to the 2012 target.
Review our key people policies across the Group and implement consistent frameworks for revised and new people policies. We have established a policy forum, which meets every six months to agree policy development priorities (discipline, grievance and recruitment) and to review progress.
Develop core management skills programmes for areas such as communication, issue resolution and Injury Prevention. Management courses have been improved and developed in the following areas:
  • updated core safety brief;
  • dispute resolution (disciplinary and grievance);
  • absence management;
  • bullying and harassment;
  • performance and capability management;
  • recruitment and selection;
  • conducting appraisals and coaching.
Continue to ensure targeted recruitment delivering a workforce, which reflects the communities in which we operate. We have introduced an online resourcing system that helps us to attract candidates from diverse backgrounds. We are also developing targeted graduate and apprentice recruitment programmes that will attract from a wide spectrum of the communities in which we are based.
Customer
Deliver at least 99% of our scheduled services in the UK Bus division. The reliability of our services currently averages 98.6%. This lies slightly below our target and 0.2% below last year’s performance. The deterioration in performance occurred in the winter months due to the difficult weather conditions.
Achieve average punctuality of 95% in the UK Bus division. Our average punctuality is currently 91%, a 1.7% improvement on last year.
Achieve the following train company PPM performance:
  • First Capital Connect – 91.7%
 89.4% (affected by unofficial industrial action and weather conditions).
  • First Great Western – 92%
 92% achieved ahead of target.
  • First ScotRail – 91.8%
 90.6% (affected by new signalling centre and winter weather conditions).
  • First TransPennine Express – 91.7%
 92.2% achieved ahead of target.
Achieve 95% on-time performance in First Transit and 90% on-time performance in Greyhound. First Transit finished the year 1% ahead of target. First Greyhound was 1.8% below target in the United States but achieved the target in Canada.
Community
Review community activities across our UK operating companies to assess programme value and build on best practice. We have completed this review and will incorporate the findings in planning our community programmes for the coming year.
Extend the use of the London Benchmarking Group model to North America and refine the model in the UK. North America is now included in our London Benchmarking figures. This year we have also extended the use of the London Benchmarking Group model to estimate the funds leveraged by our community investment programmes.
Develop our relationship with BITC to provide additional volunteering opportunities. The volunteering opportunities available through Business in the Community did not provide a good match to our requirements. We will review the role of volunteering in our community programme in the coming year.
 

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