The Go-Ahead Group Plc Environmental & Social Report 2007

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THE GO-AHEAD GROUP PLC ENVIRONMENTAL & SOCIAL REPORT 2007

www.go-ahead.com/corporateresponsibility Group 100% magenta

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CONTENTS

02 06 14 22 28 GROUP OVERVIEW BUS OPERATIONS RAIL OPERATIONS AVIATION SUPPORT PERFORMANCE AND PARKING DATA

- About The Go-Ahead Carrying almost We operate the We offer ground - CR performance data Group 550 million people, our Southern and handling and parking for each of our - Our role in society buses play a vital role Southeastern rail services at 17 airports in operating companies - Why corporate in reducing local franchises connecting the UK and Ireland. Our - Independent responsibility congestion and helping London and the South parking management Assurance Statement matters to us tackle social exclusion. Coast. Responsibility is company also provides - Benchmarking our Here we report on at the heart of our specialist security performance our responsibilities successful transformation services.We report on as a bus operator: of Southern and our our responsibilities: 04 future plans for INTRODUCTION Southeastern.We explain here our priorities - Our responsibilities and plans: - Consulting stakeholders 06 MARKETPLACE 14 MARKETPLACE 22 MARKETPLACE 08 WORKPLACE 16 WORKPLACE 24 WORKPLACE 10 ENVIRONMENT 18 ENVIRONMENT 26 ENVIRONMENT 12 COMMUNITY 20 COMMUNITY 27 COMMUNITY Go-Ahead Environmental & Social Report 2007 1

CHIEF EXECUTIVE’S STATEMENT CLIMATE CHANGE IS THE MOST PRESSING ISSUE FACING THIS GENERATION.THE WEIGHT OF SCIENTIFIC EVIDENCE IS SUCH THAT GOVERNMENTS AND OTHERS ARE LOOKING URGENTLY TO ADDRESS THE CHALLENGES WE FACE.

Surface transport is part of the climate change Our rail, aviation and parking companies share I have focused on the environment for this ‘mix’, accounting for around a quarter of UK this commitment to environmental excellence. message because of the current importance carbon emissions. However, public transport We work with Network Rail on initiatives to placed on climate change issues. Environmental is also part of the solution as buses and trains reduce the electricity used for traction. responsibility is of course only one part of the can be up to 10 times more efficient Southern has championed the cause of wider corporate responsibility agenda.We bring per passenger journey than the private car. environmental efficiency, running a major the same enthusiasm, energy and focus to the employee engagement campaign involving other corporate responsibility issues that we, Go-Ahead has always put environmental workgroups, posters and a dedicated half-day together with our stakeholders, have identified responsibility at the heart of its business.We environmental forum for its top 300 managers. as being the most important for Go-Ahead. I am have invested in the most modern bus fleet committed to the Group continuing to make of the major operators and also in an excellent We are proud of our record as an progress in this area. maintenance regime.We have innovated through environmental leader in our industry and are testing environmentally friendly fuels and committed to continuing to set the pace. In additives as well as hybrid and electric buses. addition to the TAS Partnership report, we When the technologies work, we back them. were the first company in our sector to publish One example is our industry-leading programme our environmental performance data and to retro-fit our existing fleet with particulate continue to do so.We believe that our record traps, which matches our commitment that all provides an important market incentive to new vehicles we purchase will carry this or stimulate others in the industry to improve equivalent technology.This year, we were the first their performance. Keith Ludeman company in the UK to introduce buses powered Group Chief Executive by Euro V engines, setting a new high standard We attribute our success to our company for environmental efficiency. culture.We believe passionately in empowerment: letting local people make local This focus has delivered results.We again decisions based on local need. Only through commissioned the TAS Partnership, a specialist truly being a part of local communities can we public transport consultancy, to compare the respond effectively to the issues that matter to environmental performance of our bus fleets passengers and other stakeholders.We know outside London against over 100 competitors that local people care about the services we from both independent fleets and big groups. offer and the role these play in local Go-Ahead companies dominate the listing of communities.This is why each of our operating the top five best performing bus fleets. businesses also produces their own separate environmental and social report. 2 Go-Ahead Environmental & Social Report 2007

GROUP OVERVIEW

THE GO-AHEAD GROUP IS A LEADING UK PUBLIC TRANSPORT COMPANY. OUR FOCUS IS TO INVEST IN MAKING PUBLIC TRANSPORT AN ATTRACTIVE ALTERNATIVE TO THE PRIVATE CAR.

We carried an extra 75 million passengers this commitment to minimising our environmental BUS AVIATION year, taking the total number of passenger impact by continuing to lead the way in our SUPPORT AND journeys to over 875 million. Our operations sector by setting new standards of PARKING span the following areas: environmental responsibility. • Bus services in London and the South,West Midlands and north east England Our business strategy is to focus on developing • Commuter rail networks in London and our business in cities and regions where there is the South East.We were also awarded the economic growth and strong local authority West Midlands rail franchise this year and public sector support for public transport. • Parking services at airports, railway stations, Our business philosophy is to empower our shopping centres and hospitals across local business managers to make local decisions the country about the services they provide. • Aviation ground handling services across the UK and the Republic of Ireland. BENCHMARKING OUR PERFORMANCE OUR ROLE IN SOCIETY We participate in the Business in the We are proud of the role that public transport Community (BITC) Corporate Responsibility plays in improving the quality of life for our Index and the companion Environment Index. customers.We believe that our investment These voluntary indices help us compare our in public transport strengthens the economy, performance against other leading UK creates jobs, reduces traffic congestion and air businesses, including many FTSE100 companies. pollution, and helps tackle social exclusion. We again increased our score in both these Our focus is, therefore, on running our business indices and were ranked as ‘Gold Standard’ by efficiently and innovating, so that more people BITC.We again recorded maximum marks for can enjoy the benefits public transport offers our emissions management. passengers and the wider society. We have been included within the FTSE4Good WHY CORPORATE RESPONSIBILITY series of indices since their introduction. MATTERS TO US These indices are made up of companies Being recognised as taking a responsible that meet globally recognised corporate approach to business helps deliver competitive responsibility standards. advantage for Go-Ahead through: • A reputation as a responsible company Once again, we commissioned the TAS among local communities and with transport Partnership, a specialist independent transport policy makers consultancy to benchmark the emissions • Maximising our access to capital from performance of our bus businesses.This investors, particularly Socially Responsible confirmed that Go-Ahead bus companies lead RAIL Investment (SRI) funds the field for emissions management.We were • Attracting and retaining good people also delighted to be named winner of the • Our positive reputation as a service provider Contribution to Sustainable Transport category for passengers. in the 2007 National Transport Awards.

We believe any vision of a sustainable future in the UK must involve a strong and growing public transport sector. It is our role to innovate and invest in services to increase capacity and make them more attractive to passengers. At the same time, we must demonstrate our Go-Ahead Group Overview 2007 3

NATIONAL OPERATIONS

KEY

BUS KEY TRAIN OPERATIONS Go-Ahead BITC score KEY BUS NORTH EAST OPERATIONS in CR index (%) BUS TRAIN OPERATIONS WEST MIDLANDS OPERATIONS 04/05 81 TRAIN OPERATIONS NORTH EAST OPERATIONS AVIATION SUPPORT 05/06 89 WEST MIDLANDS OPERATIONS NORTH EAST OPERATIONS AND PARKING 06/07 91 WEST MIDLANDS OPERATIONS AVIATIONA VSIANUPPCORTE AND PARKING AVIATION SUPPORT ABERDEEN METEOR in Environment index (%) AVIANCE AND PARKING PLANE HANDLING METEOR 04/05 85.2 AVIANCE ABERDEEN PLANE HANDLING 05/06 91.6 ABERDEEN METEOR 06/07 93.1 PLANE HANDLING GLASGOW EDINBURGH

GLASGOW EDINBURGH

GLASGOW Revenue (£m) EDINBURGH

GATESHEAD BELFAST CITY GATESHEAD BELFAST CITY BELFAST DURHAM TEESSIDE 1,827 INTERNATIONAL GATESHEAD BELFAST DURHAM TEESSIDE BELFAST CITY INTERNATIONAL

BELFAST DURHAM TEESSIDE BLACKBURN LEEDS/BRADFORD INTERNATIONAL 04/05 1,302 BLACKBURN LEEDS/BRADFORD DUBLIN MANCHESTER 05/06 1,463

DUBLIN MANCHESTER BOSTON 06/07 1,827 BLACKBURN LEEDS/BRADFORD BOSTON NORWICH KINGS LYNN DUBLIN MANCHESTER BIRMINGHAM NORWICH KINGS LYNN BOSTON BIRMINGHAM LOWESTOFT BANBURY LOWESTOFT NORWICH ROYSTON CHELMSFORD Cash flow (£m) KINGS LYNN BANBURYLEAGRAVE BIRMINGHAM IPSWICH OXFORD ROYSTON CHELMSFORD LOWESTOFT LEAGRAVE STANSTED LUTON IPSWICH CARDIFF OXFORD HATFIELD BANBURY STANSTED SWINDLUTONON ROYSTON CHELMSFORD CARDIFF HEATHROW HATFIELD DARTFORD LEAGRAVE SWINDON IPSWICH SALISBURY CROYDON DARTFMAIDORDSTONE OXFORD HEATHROW 191.2 STANSTED MAIDSTONEASHFORD LUTON SALISBURY CROYDPURLONEY CARDIFF HATFIELD GATWICK SWINDON SOUTHAMPTPONURLEY ASHFORD HEATHROW DARTFORD SOUPOTHAOLEMPTON GATWICK BRIGHTON SALISBURY CROYDON MAIDSTONE POOLEBOURNEMOUTH ISLE OF BRIGHTON PURLEY ASHFORD BOURNEMOUTH 04/05 131.7 ISLE OFWIGHT SOUTHAMPTON GATWICK WIGHT POOLE 05/06 116.9 JERSEY BOURNEMOUTH BRIGHTON 06/07 191.2 ISLE OF JERSEY WIGHT

JERSEY

D R Dividend (p) S T D O N S E R F O E T I S O T R O N T S R S E F OA C R E T E T I O C S A R S KEY A WT N AR R I T G C U IC G R S N E D W N J R N IA F O G I KEY A G I R K N R JU I O R F C N ID B OXFORD R TIN A O N K A N R N SOUTHERN OXFORD O ICR H C L A B T VA C A B N C O SOUTHERN IC H L A N D D V C B C O N A R T D E O N S E SOUTHEASTERN N O A S F O S E L E - T I O R SOUTHEASTERN O S N T R S L - A R T E WATERLOO WOOLWICH N -O C C A S S 70

KEY W N I G WATERLOOEAST WOOLWICH -O S E U IA G R N D EXPRESS COACH S E N J R N F O I EAST S E I K R EXPRESS COACH ELTHAM E NN R O R C N B SERVICE RR U OXFORD T A N CLAPHAM ELTHAM N E O M C A N SERVICE R M UE A SOUTHERN I H L A CLAPHAMJUNCTION E OH MB H V C B C O SIDCUP M E A BS AG S D JUNCTION A H H NH R A SIDCUP S T G SI E N BRIGHTON & HOVE E H A N RT SOUTHEASTERN O S HEATHROW T I TE V L BRIGHTON & HOVE - DARTFORD A H T VI A N HEATHROWAIRPORT DARTFORD H C IT AS F C S F WATERLOO WOOLWICH -O AIRPORT METROBUS S EXPRESS COACH EAST S E METROBUS E N BROMLEY 04/05 48 N R MARGATE ELTHAM R U BROMLEYSOUTH MARGATE SERVICE CLAPHAM LONDON CENETRAL, LONMDON SOUTH LONDON CENMTRAE L, LONO DONA RAMSGATE H B H ORPINGTON RAMSGATE JUNCTION SIDCUP A S G S ORPINGTON MAIDSTONE 05/06 56 H N R MAIDSTONE GENERALT & DOCIKLANDSE MINIBUSES CANTERBURY BRIGHTON & HOVE GENERAL &A DOCKLAT NDSV MINIBUSES SEVENOAKS CANTERBURY HEATHROW DARTFORD H IT SEVENOAKS S A AIRPORT C F SUTTONSUTTON EAST CROYDON 06/07 70 OXOXFORFORD BUSD BUS COMP COMPANYANY EAST CROYDON METROBUS PURLEY BROMLEY MARGATE PURLEY SOUTH SOLENT BLUE LINE LONDON CENTRAL, LONDON SOLENT BLUE LINE REDHILLREDHILL ASHFORDASHF ORD ORPINGTON RAMSGATE INTER- MAIDSTONE INTER- GENERAL & DOCKLANDS MINIBUSES SOUTHERN VECTIS GATWICKGATWICK NATIONALNATIONAL SEVENOAKS SOUTHERNC VECANTERBUTIS RY AIRPOAIRTRPORT TONBRIDGETONBRIDGE TUNBRIDGE SUTTON SWINDONSWINDON TUNBRIDGE OXFORD BUS COMPANY EAST CROYDON WIWILTSLTS & D &ORSET DORSET WELLS WELLS PURLEY THREETHREE SOLENT BLUE LINE BRIDGESBRIDGES DOVER DOVER REDHILL AVIANCEAVIANCE ASHFORD HORSHAMHORSHAMCRAWLEYCRAWLEY RYE RYE INTER- Operating profit before tax (£m)* GATWICK NATIONAL FOLKESTONEFOLKESTONE SOUTHERN VECTIS AIRPORT TONBRIDGE METEMETEOROR EAST EAST GRINSTEDGRINSTED SWINDON TUNBRIDGE HASTINGSHASTINGS WILTS & DORSET PLANPWELANEL LSHEAND HANDLINGLING HAYWHARAYWDS ARDS HEATHHEATH THREE UCKFIELDUCKFIELD BRIDGES DOVER AVIANCE HORSHAM CRAWLEY RYE FOLKESTONE METEOR EAST GRINSTED SALISBURY 110.1 HASTINGSSALISBURY PLANE HANDLING HAYWARDS EASTBOURNEEASTBOURNE HEATH UCKFIELD SOUTHSOUTHAMPTONAMPTON H IS S BOURNEMOUTH T H IS N G N E D BOURNEMOUTH T G O NN GO N R S D POOLE U E GT OI NT O W O E R POOLE O U R EP T H IH T E F W O 04/05 95.5 M O R RM P T H H L A E F S M R R TIG E L A T S O A MO RR IG S E SALISBURY R T N OH A B S G N E HW O R EASTBOURNE O R L E B 05/06 91.9 P O O GT L W P B OIT T BL IT SOUTHAMPTON L 06/07 110.1 H IS BOURNEMOUTH T N G N S D ISLE OF WIGHT G O N O E R ISLE OF WIGHT POOLE U E T I T W O O R P H E F T H L A * Before exceptional items and amortisation M R M R G E S O A I S T N H O R R E B O G L W P O T B IT L

ISLE OF WIGHT 4 Go-Ahead Environmental & Social Report 2007

INTRODUCTION – OUR RESPONSIBILITIES THIS REPORT DESCRIBES OUR PERFORMANCE FOR THE 12 MONTHS TO 30 JUNE 2007. IT IS DIVIDED INTO FOUR MAIN SECTIONS AS SHOWN BELOW WHICH DESCRIBE THE IMPACTS OF OUR ACTIVITIES IN DIFFERENT AREAS,AND OUR EFFORTS TO MANAGE THESE RESPONSIBLY.

To keep this report short, we have placed a lot more information on the web www.go-ahead.com/corporateresponsibility. It is also possible to view our past reports on the website.

SECTIONS MARKETPLACE How we run our services

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ISSUE Reliability, convenience and Affordability for people on low Accessibility for all, particularly punctuality of services. incomes. people with disabilities.

OUR RESPONSIBILITIES Our responsibility is to run our Our responsibility is to help as Our responsibility is to help services to timetable and ensure many people as possible use our as many people as possible that passengers have a positive services. use our services. GrouGroup 300up 300u journey experience. GroupGrou 300up 300u OUR RESPONSE All our businesses have metrics Our companies run a range of When our companies invest in to measure our performance. schemes that offer reduced rate new buses and trains, we make Our aim is to satisfy our services for particular groups – sure that the design takes into passengers every time they travel older people, off-peak travellers account ease of access for with us. It is not possible to get and young people. everyone.We train our it right all of the time, so each of employees to offer practical help our companies has a complaints to people in need of assistance. procedure in place. Go-Ahead Introduction 2007 5

This report includes some examples of how As public transport is integral to communities, A NOTE ON THE SCOPE OF THIS our bus, rail, parking and aviation services we also seek to play a full part in local REPORT businesses put our approach into practice in community and sports activities. This year we report for the first time on the these areas. Southeastern rail franchise. In addition, London We also asked our stakeholders how we General acquired Docklands Minibuses and CONSULTING OUR STAKEHOLDERS should report on corporate responsibility and Solent Blue Line acquired Marchwood We developed a responsibility grid (below) have shaped our practice according to their Motorways during the reporting period. Data through a structured programme of feedback. As a result, we have: on these operations are included in this report consultation with passengers, employees, • Developed our responsibility grid and in the respective local operating company representative bodies and others to confirm • Set and reported on measures of reports. the issues that matter most. Our stakeholders responsibility relevant to these issues share our view that our most important • Communicated our performance locally as London General also acquired Blue Triangle responsibility is to increase the use of public well as for the Group. Buses recently. However, as this happened at Group 100% Groumagenp ta100% magenta transport, and that the factors that influence the end of the reporting period, it has not bus and train use are: PERFORMANCE INDICATORS been included in this report. • Reliability, convenience and punctuality We established a set of key performance • Accessibility for all indicators based on the issues and • Safety and security responsibilities described below.These are • Affordability. to be reviewed by The Go-Ahead Group’s board of directors.We have also integrated At the same time, our stakeholders expect us target and goal setting to improve local social to manage and reduce the negative impacts of and environmental performance as an integral our business with the priorities being: part of our wider operating and financial • Climate change and local air pollution planning process. Group 300u GroupGrou 300up 100% magenta • Noise and congestion.

Group 300u WORKPLACE ENVIRONMENT COMMUNITY Issues that affect the How we manage and Making the communities people who work for us reduce our impact on where we operate the environment better places to live and work

Safety and security As an employer. Improving our environmental Strong relationships with local performance. communities.

Our responsibility is to ensure Our responsibility is to provide Our responsibility is to minimise Understanding and support the safety and security of a positive work environment the environmental impact of our from stakeholders is a basic passengers, our employees and the conducive to the recruitment and buses and trains.This includes requirement for running and general public. retention of staff. emissions and noise. expanding our services.

Safety and security is a board issue We are committed to being seen We have invested heavily in new We are active participants in for every operating company. as a good employer.We treat buses and trains, as well as local communities.We contribute We are committed to deterring people fairly, regardless of gender, technology to reduce emissions. to and invest in developing an any physical or verbal abuse of race, age or disability.We have Maintenance of our vehicles is improved transport infrastructure. passengers or staff.We have invested in recruitment, personal a priority for us. We seek opportunities to ease invested in technology (e.g. CCTV), development and training congestion by working with train our staff to deal with incidents opportunities. partners on local initiatives. and employ the expertise of our Our operating companies offer own security guard business.We in-kind support to local charities. also prepare for major incidents, such as an act of terrorism. 6 Go-Ahead Environmental & Social Report 2007

THE MARKETPLACE BUS OPERATIONS – OUR RESPONSIBILITIES LAST YEAR,WE CARRIED OVER 540 MILLION PASSENGERS ON OUR FLEET OF 3,657 BUSES. OUR OPERATIONS SPAN ESSENTIAL LOCAL BUS SERVICES, LONGER DISTANCE TRAVEL AND PARK AND RIDE SCHEMES.

Our buses run seven days a week That’s not to say it is not without its difficulties. Southern Vectis’ approach was to ask and sometimes 24 hours a day, It is an established phenomenon that as income passengers on the Isle of Wight what they rises, bus usage tends to fall. At the same time, wanted, and as a result, it substantially increased and covered some 242 million the fragmentation of employment centres and the network of services offered.Typical of the kilometres in total. emergence of out-of-town shopping and leisure changes was a new service connecting destination centres create extra challenges for Newport and Cowes. Passengers also wanted us in running viable services.Therefore, we are services that were easy to understand, so Our commercial imperative is to proud that together our bus companies carried Southern Vectis combined three routes into increase bus patronage, but it is also an extra 40 million passengers this year. Route 1 offering increased frequency and ‘turn the most important contribution we up and go’ connections for the fast ferry to can make to help the communities Through consultation with our stakeholders, we Southampton.This was such a success that identified the four main factors which help to Southern Vectis repeated the formula this year in which we operate. increase bus usage: for Route 9, which meets the ferry at Ryde. • Reliability, convenience and punctuality Both services run 24 hours a day. • Accessibility for all • Safety and security A copy of the new, simpler Southern Vectis • Affordability. timetable describing the enhanced network has been sent to nearly every household on the Our devolved structure is designed to allow island.This is supported by a simpler fee our operating companies to develop bus structure, a website www.islandbuses.info services that are effective in meeting the needs together with a new range of leaflets such as of local people.This approach has delivered a ‘getting to school’. range of initiatives all designed to improve performance across these four areas. Elsewhere, Metrobus continues to grow, carrying an extra 6 million passengers this year. OUR RESPONSIBILITY: RELIABILITY, Fastway – connecting Gatwick, Horley and CONVENIENCE AND PUNCTUALITY Crawley through a network of dedicated bus Our bus companies are committed to finding lanes and guideways, which shortens journey innovative ways of attracting and retaining times and avoids traffic hotspots – continues to passengers.We are introducing new technology set the standard for modern bus travel. to provide real-time information on bus Excluding the flagship Fastway services, the services at bus stops, destination centres, online number of passengers carried by Metrobus in and direct to mobile phones.We are also Crawley has grown by 28%. investing in increasing service frequency, purchasing new buses and developing locally Excellent reliability has been a key feature of branded services. the Metrobus operation in Crawley. In the past six months, some 99.63% of Metrobus’ The performance of Southern Vectis since scheduled provincial mileage was operated. its acquisition by Go-Ahead two years ago Metrobus also operates routes on behalf of demonstrates our approach. By making sure Transport for London (TfL), which publishes that the right bus is in the right place at the quality league tables of bus operators in the right time, Southern Vectis added an extra Capital. Metrobus topped the ‘smaller 1.4 million passengers this year, up 38% on operators league table’ for departing on time 2005/06. and was consistently in the top three for mileage operated.

New technology allows our customers to receive real-time information on their mobile phones. Go-Ahead Bus Operations 2007 7

Group 100% magenta Passenger journeys (m)* 05/06 509 06/07 548

Scheduled kms operated (%) 05/06 98.74 06/07 98.85 Group 300u

Passenger vehicle kms (m)* 05/06 240 06/07 242 Group 100% magenta Total vehicle kms travelled* (includingGrou ancillaryp 100% vehicles) magenta 05/06 253 06/07 254 We have achieved our target of making 80% of our fleet low-floor. Group 100% magenta OUR RESPONSIBILITY: the transport security specialist within ACCESSIBILITY FOR ALL Go-Ahead, the company has been able to Group 300u Low-floor buses fitted with powered ramps maximise the benefit of this investment. ããã Group 100% magenta have made a real impact on making bus travel VOSA PSV vehicle test pass rate* accessible. Only 10 years ago, less than one The Oxford Bus Company has also been active Our Grouaveragep 300u in 12 of the buses on the road were accessible in helping reduce vandalism by young people – 05/06 97.4 Group 300u to people in wheelchairs. Go-Ahead has had such as smashed windows from stone throwing, 06/07 94.4 a Group policy for a number of years that damage to tyres and graffiti – through an active all new buses will be low-floor models and school visit programme and poster campaign. National average pass rate fitted with ramps. Last year we set a new 05/06 85.3 target that 80% of our fleet would be low-floor OUR RESPONSIBILITY: 06/07 85.7 buses, and we are pleased to report we have AFFORDABILITYGroup 300u FOR PEOPLE achieved this target. ON LOW INCOMES Buses play a vitally important and positive role The Metrobus fleet is 92% low-floor and on in local communities.With jobs less the Crawley town network, all services include geographically concentrated than they used to low-floor buses. Metrobus has worked closely be and shopping and leisure facilities migrating with the local Councils to match its investment out of town and city centres, the jobless and in buses by upgrading bus stops with high kerbs car-less often face difficulties in getting around. Vehicle accidents (responsible for)* to provide easier access for those in a Bus transport can often be the only practical per million kms travelled wheelchair or with buggies to board our travel option making the services offered and 04/05 20.97 vehicles. Also, all our companies provide training their affordability crucially important. 05/06 15.43 to drivers on how to support travellers with 06/07 15.02 mobility problems. Go North East is leading the way in reducing some fares in areas of high social exclusion and OUR RESPONSIBILITY: SAFETY for groups on low incomes.The social and AND SECURITY economic impact of these initiatives on the Safety of passengers, employees and the general local community is being studied in partnership public is an absolute priority for us, and all our with Nexus, the Tyne & Wear Passenger operating companies have invested in Transport Executive. Go-Ahead has also developing comprehensive health and safety introduced new discounted fares for students management systems. and families: two social groups identified in Fleet* research as having issues with travel costs. with low-floor access (%) We believe that CCTV is effective in deterring, 04/05 68.15 detecting and helping prosecute criminals. The innovative Bus ID scheme pioneered by 05/06 77.57 Oxford Bus Company has been at the Brighton & Hove, which offers discounted fares 06/07 81.12 vanguard of investment in CCTV and has to young travellers, continues to be successful already achieved its target of fitting systems and is used as a model by our other companies. in every bus.Working with Meteor Security,

Fleet* with CCTV (%) 04/05 72.18 05/06 76.85

*Includes data from Meteor’s bus operations. Information on its parking and 06/07 81.43 security operations can be found on pages 22 to 27. 8 Go-Ahead Environmental & Social Report 2007

THE WORKPLACE BUS OPERATIONS – OUR RESPONSIBILITIES RUNNING A MODERN BUS SERVICE DEPENDS ON HAVING SKILLED AND EXPERIENCED DRIVERS WHO FEEL MOTIVATED AND RESPONSIBLE FOR THE PASSENGERS ON BOARD.

Three-quarters of our employees OUR RESPONSIBILITY:TRAINING Our bus businesses in London are typical are drivers and act as our public face AND DEVELOPMENT of our approach. London Central and London All our bus companies appreciate the value of General provide a programme of support for in dealing with passengers. good training programmes.We offer rigorous employees designed around their specific needs, and extensive driver training for those that are as well as mentoring and personal development Together, the Go-Ahead bus new to the company and driver refresher training. Both companies are active supporters courses for experienced staff. of the Women in the Bus Industry programme companies employ over 11,000 promoted by TfL.This aims to change the people, making us the one of the We also provide personal development perception that the bus industry is just for men. largest employers in many of the opportunities for employees. Brighton & Hove To this end, we have run women-only cities we operate in. has set up a dedicated learning centre recruitment days and set up a working group equipped with a mix of IT learning materials that has: and outside specialist tuition providers – • Updated family-friendly policies, introducing A challenge facing the bus sector is offering courses such as computing, English new benefits such as childcare vouchers staff turnover due to a combination language and numeracy – at each of the • Developed specific literature aimed at company depots and garages. Its commitment women drivers of shift work and stresses of the job. was recognised outside the company too, when • Offered mentoring and support for new We are committed to offering a Brighton & Hove was named Best Company in women joiners competitive package of benefits, as the Learn Direct Southern Region Awards. • Reviewed the work environment for women. well as investing in training and In addition, many of our companies focus on Outside London, the Oxford Bus Company development, to help us recruit, customer service training. In particular, London remains an active member of the Oxfordshire retain and motivate good people. Central and London General were the first bus Employers Race Equality Network, sharing companies in London to provide opportunities experience and good practice with members. for all their employees to attain BTEC Level 2 or higher accreditation in customer service. OUR RESPONSIBILITY: INVESTING IN PEOPLE OUR RESPONSIBILITY: EQUALITY Developing our people has always been a AND DIVERSITY priority for us. Go North East and Go West Having a workforce that reflects the diversity of Midlands have both secured accreditation the communities in which we operate is as an Investor in People, and Go North East important to us. Diversity among our drivers was re-confirmed as meeting the standard this allows us to understand and respond to the year. Investors in People is a nationally needs of diverse passengers. recognised standard, which ensures employees have access to the right knowledge, skills and motivation to work efficiently and effectively. Go-Ahead Bus Operations 2007 9

Gender breakdown Male 05/06 9,935 06/07 10,077 Female 05/06 868 06/07 931

Group 100% magenta Total number of employees 05/06 10,803 06/07 11,008 ‘Bus Doctors’ is one of the new initiatives launched by Go North East to improve the running of its fleet.

OUR RESPONSIBILITY: STAFF OUR RESPONSIBILITY: HEALTH AND Group 300u TURNOVER SAFETY Group 100% magenta All our companies have invested to reduce the Each of our operating companies has a 05/06 22.5 06/07 17.6 rate of employee turnover and, as a result, the comprehensive health and safety management overall rate has fallen again this year. Initiatives system. Managers, supervisors and drivers are Diversity by age have included improved staff communication, encouraged to take personal responsibility for the launch of a staff magazine, increased improving performance, with health and safety flexibility for local managers to respond to performance reviewed weekly. In addition 16-19: 0.6% 50-59: 25.3% issues as they arise and a staff suggestion to our own risk assessments, we use an 20-29: 11.4% 60-64: 7.8% scheme. Companies have also set up employee external specialist consultancy to monitor 30-39: 22.3% 65+: 1.7% boards to provide an additional forum to and audit our performance. 40-49: 30.9% Group 300u discuss issues and concerns. Health and safety training is provided for OUR RESPONSIBILITY: GETTING new drivers and existing drivers receive CLOSER TO OUR CUSTOMERS refresher courses. Managers and supervisors Go North East is changing the way it operates, in our engineering department also pursue delegating responsibility for local services to external qualifications. 05/06 10,803 local teams and creating a network of service 06/07 11,008 delivery managers. Its latest initiative has been OUR RESPONSIBILITY: EMPLOYEE the introduction of local marketing to the DIALOGUE company. Each service delivery manager has Our bus companies recognise a range of trade Employee turnover rate % received a budget together with training unions and work closely with them. Unions 05/06 22.5 support to develop his or her marketing ideas. recognised include the General Municipal 06/07 17.6 This has resulted in some innovative ideas such Boilermakers Union (GMB), Unite (a new union Group 100% magenta as ‘Bus Doctors’: teams that take to the streets formed from the merger of the Transport and of North Tyneside to solve travel problems. General Workers Union (TGWU) and Amicus), National Union of Rail, Maritime and Transport Group 100% magenta Workers (RMT). All meet regularly to review employee conditions and company strategy.

The Oxford Bus Company was also the first bus company to set up a Stakeholder Board. Group 300u “London Central and London General The Board brings together employees, individual provide a programme of support for passengers, large employers and representative employees designed around their bodies to share views and discuss how services might be improved.This model of engagement Group 300u specific needs, as well as mentoring has been adopted by other companies in The and personal development training.” Go-Ahead Group.

London Central and London General are active supporters of the Women in the Bus Industry programme promoted by Transport for London. 10 Go-Ahead Environmental & Social Report 2007

THE ENVIRONMENT BUS OPERATIONS – OUR RESPONSIBILITIES AN INDEPENDENT STUDY HAS CONFIRMED GO-AHEAD HAS THE MOST ENVIRONMENTALLY FRIENDLY FLEET IN THE UK,ASSISTED BY ITS INTRODUCTION OF THE FIRST EURO IV AND V BUSES IN THE COUNTRY.

All companies have a responsibility OUR MAIN ENVIRONMENTAL Last year, we were the first in the UK to to work to alleviate climate change, IMPACTS introduce regular buses powered by engines With over 3,600 buses, our most significant that meet the Euro IV standards.This year, we but this responsibility is central to environmental impact relates to exhaust can report another first for the UK in public transport companies. emissions, which affect both the air we breathe introducing buses powered by Euro V compliant and climate change. engines, which aren’t due to be enforced until 2009.These set new standards for fuel efficiency Buses are a vitally important means A range of factors affect levels of emissions and emissions. of tackling emissions, local congestion including the age and type of engine, investment and air quality. Buses are responsible in catalytic converters and particulate traps, the Our vehicle purchasing policy is to specify that for only 1% of kilometres travelled type of fuel used, number of passengers carried, new vehicles purchased should comply with the our maintenance regime and the technique of latest available Euro standard (currently Euro IV). but carry 6% of all passengers. the driver.We have, therefore, invested in each Additionally, all new vehicles must be of these areas to reduce our impact. supplied (where appropriate) with Our belief is that we have a dual Continuously Regenerating Traps (CRTs) or Our depots, garages and offices use energy for equivalent technology. responsibility: we must innovate to maintenance, heating and cooling.We use water attract passengers away from their to clean our buses and maintenance generates As a result of this policy, Go-Ahead has some cars and we must also invest to make waste. As a result, we set reduction targets for of the most modern fleets within the industry. our fleet as environmentally our energy, invest to recycle water and recycle Our commitment to invest in new vehicles waste where we can. means that recently acquired companies – responsible as possible. such as Docklands Minibuses, Go West Midlands VEHICLE INVESTMENT and Southern Vectis – will see the average age We are proud that our investment The age and type of engine are important of their legacy fleets fall over the next few predictors of environmental performance. Each years. For example, seven new buses powered programme over the last 10 years generation of engine introduces new standards by Euro V engines joined the fleet at Southern has meant that we now have of fuel efficiency. At a European level, fuel Vectis this year, and were the first new full-size, consistently the most environmentally efficiency standards for five generations of single-decker vehicles purchased by the friendly local bus fleets in Britain. engine have been defined and engines can be company since 1976. characterised as Pre Euro, Euro I, Euro II, Euro III, Euro IV and Euro V.

Southern Vectis’ purchase of seven Euro V powered buses this year exemplifies our commitment to invest in the newest and greenest vehicles for our fleets. Group 100% magenta

Group 300u Group 100% magenta

Go-Ahead Bus Operations 2007 11 Group 300u

VOSA emissions pass rate Our average pass rate 05/06 99.77 06/07 99.87

% of fleet with Euro II engines or above

04/05 83 05/06 84 06/07 88 Oxford’s innovative star rating system provides an ‘at a glance’ snapshot of how environmentally friendly each of their buses are.

Our main responsibility is to attract customers for ways to improve reliability in order to away from the private car, as this delivers the secure environmental gains. %04 of/05 fleet CRT 83 greatest environmental return.This means 0045/06/05 6984 that sometimes we have to trade off comfort OUR RESPONSIBILITY: RAISING 065/07/06 66 88 against minimising environmental improvement. ENVIRONMENTAL AWARENESS 06/07 68 For example, newer buses offer air An independent study carried out by The TAS conditioning, which is an important factor Partnership has again confirmed that Go-Ahead %% of fl efleetet CRT with CRT for many passengers. leads the field in having the most environmentally friendly bus fleets in Britain.The Oxford Bus 04/05 69 VEHICLE MAINTENANCE AND Company leads the field in having the most 05/06 66 EMISSIONS TREATMENT environmentally friendly bus fleet in Britain. 06/07 68 Fleet maintenance is critical to controlling Go Wear, Go Gateshead (both parts of emissions.We operate a rigorous maintenance Go North East) and Brighton & Hove were schedule including an emissions test up to also consistently ranked in the top five. Emmissions (g) per passenger journey every five weeks.We also invest in the latest NOx emissions testing equipment and our systems The environmental achievements of the Oxford 04/05 4.96 are independently assessed by the Vehicle Bus Company were recognised in the Social 05/06 5.43 Operator Services Agency (VOSA), which Responsibility category of the prestigious UK 06/07 5.02 carries out annual and random emissions tests. Bus Awards 2006.The judges were particularly PM Virtually all our companies achieved a 100% impressed by the innovative star rating system 04/05 0.05 pass rate in these independent tests. on the company buses providing an at a glance 05/06 0.06 snapshot of how environmentally friendly each 06/07 0.04 Exhausts fitted with add-on technology can one is. During a visit to the company by the 2 also reduce emissions, sometimes by up to then Secretary of State for Transport, Douglas CO 90%.The most significant technology continues Alexander, he said that:‘Reducing air pollution 04/05 0.49 to be Continuously Regenerating Traps (CRTs). is a priority for Government and industry alike. 05/06 0.52 We have pioneered the practice of retro-fitting By operating vehicles that meet the highest air 06/07 0.49 CRTs to our existing fleet, and some of our quality standards the Oxford Bus Company are CO companies have now fitted these to all their making a contribution to tackling transport’s 04/05 0.20 vehicles, where appropriate.We also continue impact on the air we breathe. I’m pleased to 05/06 0.24 to investigate viable alternatives to CRTs. see the Oxford Bus Company takes their 06/07 0.19 environmental responsibilities so seriously’. HC FUEL USE 04/05 0.20 Go-Ahead continues to use Ultra Low Sulphur The stars are based on independent standards 05/06 0.22 (ULS) Diesel as standard for its fleet. ULS set by the European Environment Agency and 06/07 0.17 Diesel is a high specification diesel that is range from no stars to five stars. All Oxford Bus considered to be more environmentally friendly Company buses are either three, four or five than the standard European grade, reducing star. Full details can be found on the section of particulate emissions by 40%. Following the Oxford Bus Company website dedicated to extensive tests we have also adopted a biofuel clean air at www.oxfordbus.co.uk/air. mix of 95% ULS Diesel and 5% oil derived Average age of fleet (years) from plant material. OUR RESPONSIBILITY: MEASURING OUR PERFORMANCE Government Industry Target (max) We also carried out extensive testing of hybrid For a third year, the Go-Ahead Group Go Ahead buses at London Central, London General and participated in the Business in the Community 8.00 6.64 Meteor. However, they failed to meet the Environment Index.We again increased our 6.20 standards of reliability Go-Ahead expects, so score to 93%, including maximum marks for our 5.52 we continue to test the hybrid vehicles looking performance on emissions management. 04/05 05/06 06/07 12 Go-Ahead Environmental & Social Report 2007

THE COMMUNITY BUS OPERATIONS – OUR RESPONSIBILITIES BUS COMPANIES ARE ESSENTIAL TO LOCAL COMMUNITIES: OUR SERVICES HELP TACKLE COMMUNITY ISOLATION AND WE ARE ALSO SIGNIFICANT EMPLOYERS IN MANY TOWNS AND CITIES.

We believe our responsibilities in the Examples of projects supported are: community extend beyond our • Initiatives to tackle crime including partnerships with schools, local authorities, services and support for employees housing associations and the police to include the broader wellbeing of • Local regeneration initiatives, particularly the communities we serve. those relating to transport • Encouragement and support for employee involvement in local communities and fundraising for local and national charities • Free travel and other donations in kind for community causes.

GO-AHEAD GROUP: Go-Ahead piloted its new education pack at The Four Dwellings High School in Quinton, Birmingham, supported by local MP EDUCATION PACK Gisela Stuart, before being launched nationally to secondary Go-Ahead has funded the development of schools across the UK. a transport focused education pack designed to support children’s education.The education pack materials – covering Key Stage One to classrooms in The Four Dwellings High School Business Studies A-Level – have been produced in Quinton, Birmingham, prior to refining and in partnership with education specialists MBA. launching nationally to secondary schools across The education materials are being tested by the country.

Priorities for next year

2006 PRIORITIES 2006 OUTCOME 2007 PRIORITIES

Increase the proportion of buses fitted with Not achieved Increase the proportion of buses fitted with CRTs to over 70% for all the fleet (68% of fleet with CRT) CRTs to over 70% for all the fleet

Further reduce emissions for PM, CO and HC Achieved Further reduce emissions for PM, CO and HC

Achieve 80% standard for low-floor buses Achieved 81.1% Increase to 85% across all the fleet

Continue to grow passenger numbers on Achieved Continue to grow passenger numbers on new services new services

Maintain VOSA pass rate above the Achieved Maintain VOSA pass rate above the national average national average

Continue to reduce staff turnover rates Achieved 15% reduction Continue to reduce staff turnover rates Group 100% magenta

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Go-Ahead Bus Operations 2007 13

Community spend £193,880 58.8% of total Group spend (£329,987)

At a local operating company level community investment is driven through ‘support in kind’ activities, while the PLC handles direct financial donations.The figures above include an element of both these community investment streams.

Wilts & Dorset bus in livery designed by one of the children at Julia’s House Hospice.

BRIGHTON & HOVE: PLAYING WILTS & DORSET: JULIA’S HOUSE page 21 AN ACTIVE ROLE IN THE LIFE We have linked up with Julia’s House, the Dorset OF THE CITY children’s hospice. Julia’s House was opened to The company has continued to play a leading mark the tragic early death of inspirational role in many city-wide forums and partnerships. children’s nurse, Julia Perks, in 1997. It is the The Managing Director continued his role as realisation of her ambition to improve care for Chair of the Brighton & Hove Local Strategic young people with life-limiting conditions. Partnership, which oversees the city’s sustainable community strategy.The company also plays This year, we ran a special initiative offering the an active role in the Economic Partnership, the charity the opportunity to design its own bus Economic Development and Enterprise Board, livery. Children attending the Hospice put and the City Business Forum.The Managing forward their ideas and the best three were page 27 Director also continued his role as Chairman chosen by a committee of drivers.The winning of the Martlets Hospice and as a Trustee of design on one of our buses provides an eye- the Argus Appeal. Support was given to both catching mobile advertisement for the charity. charities in various ways, including operation of the popular ‘Santa Bus’ for both charities.

What we can do better

2006 GOAL 2006 OUTCOME 2007 GOALS

Extend real-time information to more bus Achieved. Services extended in Birmingham, Continue to extend real-time information to stops across our operating companies and Brighton,Wilts & Dorset, Southampton and more bus stops across our operating look at the possibility of including SMS ‘text’ Oxford including ‘SMS’ text messaging companies, and look at extending to include messaging SMS ‘text’ messaging

Continue to develop strategic partnerships Achieved. Partnerships with rail companies and Continue to develop strategic partnerships with with other transport providers other bus operators in place local authorities and others

Review how community investment can be New Group community investment better managed across the Group programme introduced

Introduce buses powered by engines that Achieved at Oxford Bus Company, Go North Further introduce buses powered by engines meet Euro V standards (not legally required East and Southern Vectis that meet Euro V standards (not legally until 2009) required until 2009)

Hold sessions covering areas of diversity Reduce energy use at our buildings by 15% including age 14 Go-Ahead Environmental & Social Report 2007

THE MARKETPLACE RAIL OPERATIONS – OUR RESPONSIBILITIES THIS WAS A YEAR OF CONSIDERABLE PROGRESS FOR OUR RAIL FRANCHISE BUSINESS. SOUTHERN AND SOUTHEASTERN TOGETHER CARRIED OVER 280 MILLION PASSENGERS LAST YEAR – EQUIVALENT TO A THIRD OF ALL RAIL JOURNEYS THROUGH LONDON.

Our rail services are operated by Rail transport is vitally important to the health excess of capacity by 2.8% in 2006 – making Govia, a partnership majority owned of the economy and the environment, and in them only one of two train companies in the meeting communities’ need for accessible travel. region to achieve a reduction.This was a major by Go-Ahead with the balance achievement against a backdrop of rising owned by Keolis, a French transport Go-Ahead Group’s earlier consultations with passenger numbers and no additional trains. company backed in part by SNCF. the Southern Stakeholder Advisory Board Southeastern has also achieved its target of helped us to identify the key factors that fitting load weight measuring its equipment to influence people to travel by rail: its Class 375 and 376 coaches. Southern runs train services through • Reliability, convenience and punctuality south London and connects London • Accessibility for all Southern has also invested in improved ticket to the south coast through Sussex • Safety and security buying facilities and car parking, and this has • Affordability. been reflected in improved customer and parts of Kent and Hampshire. satisfaction scores for these aspects of The Southern franchise runs from OUR RESPONSIBILITY: PROVIDING our service. August 2001 to September 2009. RELIABLE, CONVENIENT AND PUNCTUAL SERVICES Southeastern is set to emulate the success of Southeastern is a new rail franchise Six years into our franchise at Southern we Southern.The company has set out its vision for us which started in April 2006 can report on a service transformed. Southern to be a ‘growing railway for a growing region’. and runs to March 2012. It provides continues to hit record highs for customer This first year has been spent by Southeastern train services throughout Kent, parts ‘overall satisfaction’, ahead of regional and laying the foundations to make this vision a national averages. For the third year running, reality, including the introduction of new train of Sussex and south-east London. Southern has been consistently ahead of its services, investment in new ticket machines and Department for Transport targets. a restructuring of the management team to During the year, we were successful sharpen accountability and speed up the An important factor in this success was delivery of further changes. in being awarded the new West Southern’s ‘Think like a passenger’ campaign Midlands rail franchise, which will run among its employees.This helped them focus Southern exceeded the reliability standards from November 2007 to September on the issues that matter to their passengers. required for both mainline and metro services; 2015. In addition, the Gatwick For instance, they were told that train for punctuality, Southeastern exceeded the punctuality and reliability are important. minimum standards for its mainline services Express services are to be They responded by setting targets for key and was close to meeting the metro targets. incorporated into the Southern rail managers to reduce delays, overhauled the way Southeastern has set its own target for nine franchise from May 2008. they managed train crew availability and out of 10 trains to exceed the punctuality introduced an award-winning maintenance target within three years. During part of this regime to ensure their fleet was always ready year, its metro services achieved this level of for service. Southern once again also exceeded performance for the first time in 10 years. the targets set for them on rail industry measures for both punctuality and reliability. OUR RESPONSIBILITY: ENSURING ACCESSIBILITY FOR ALL, Southern was also told that train overcrowding PARTICULARLY DISABLED PEOPLE was a problem.They responded by introducing We want to make travel by train as easy as a new system that automatically counts possible for people with mobility problems. passenger numbers through an innovative Climbing on and off older trains has been weighing system on trains.This system has difficult or impossible for some passengers. provided much improved travel data and 55% of our trains now meet the Rail Vehicle helped them target services where crowding Accessibility Regulations standards. is an issue.The result is that Southern reduced the number of passengers they carried in Go-Ahead Rail Operations 2007 15

Group 100% magenta

05/06 123.7* 06/07 282.85 Group 300u P05assenger/06 journeys (m)123.7* 0065/06/07 123.7* 282.85 05/06 123.7* 06/07 282.85 06/07 282.85 05/06 28.4* Train06/07 kms travelled (%) 61.0 05/06 28.4* 0506/06/07 28.4* 61.0 05/06 28.4* 06/07 61.0 *Southern06/07 only. 61.0

Southern 1.99 QSoutheastern 4.20 OwnSouthern fault delays1.99 (%) SouthernSoutheastern 1.99 4.20 Southern 1.99 Southeastern 4.20 Southeastern 4.20 Group 100% magenta Own fault cancellations (%)

Southern 0.46 Southeastern 0.42 Over half Southern’s stations are accredited with secure station status. Southern 0.46 Investment in new and refurbished trains is a last year.This means over half of all their SouthernSoutheastern 0.420.46 Southern 0.46 Group 300u reflection of the importance we place on ease stations now meet the strict security criteria set Southeastern 0.42 of access. Following consultation with disabled under the scheme, which assesses factors such Southeastern 0.42 passengers and representative groups, Southern as staff training, good CCTV coverage and Accessibility (%) Southern has introduced wide aisles, dedicated wheelchair lighting, reduced crime trends and how safe Coaches fully meeting Rail Vehicle Accessibility spaces, stepboards closer to platforms, colour passengers feel. Southern are committed to Regulations 1998 contrasting design for the visually impaired and increasing the number of stations with this 71 priority seats on trains.Three-quarters of status to 100 this year. At Southeastern, Southeastern Southern trains have on-board passenger the first of its stations have received secure information systems and improvements are station accreditation. being made to the systems on new trains to 43 provide better information about services that The award-winning Southern Task Force – split towards two destinations. combining revenue protection officers, the British Transport Police and rail enforcement Public performance measure % At stations, Southern has invested in accessible officers drawn from specialist security services ticket offices and machines, help points with company – continues to set the pace in Target Southern induction loops fitted for the hearing-impaired, tackling anti-social behaviour on targeted new signage and a ‘white’ lighting scheme at routes and stations. 89.1 inner London stations. 88.7 Both Southern and Southeastern are strong Some stations were built before 1940 and, advocates of CCTV and the role it plays in unfortunately, have either no step-free access both deterring and detecting crime. Southern Public performance measure % or only offer partial access. Both Southern has installed real-time CCTV on 96% of its and Southeastern’s websites provide details coaches and at its stations, and uses the data Target of which stations are accessible to wheelchair to help the police bring criminals to court. Southeastern users. In addition, portable ramps are available Southeastern is embarking on an £18 million 89.0 at many stations with assistance provided by investment programme in CCTV both at 87.4 members of their staff. Last year, Southern stations and on board trains. Just under half of committed to improving step-free access and Southeastern train carriages now carry CCTV has done so for 10 of their platforms.They also systems and 79% of its stations. 05/06 06/07 completed a programme to fit all ticket offices with induction loops, and are currently midway OUR RESPONSIBILITY: National passenger survey through a programme of introducing step-free AFFORDABILITY TO ENSURE overall satisfaction (%) signage. Southeastern has a programme of AS MANY AS POSSIBLE CAN improving station access with a focus this year USE OUR SERVICES Target on painting signage, working with the RNIB and Public transport is essential to many households Southern further investment in induction loops. without a private car. However, the cost of rail Southeastern travel can be daunting for those not in work. 84 81 OUR RESPONSIBILITY: ENSURING Southern and Southeastern operate commuter 80 81 77 THE SAFETY AND SECURITY OF services, so it is in our interest to provide 74 PASSENGERS, EMPLOYEES AND THE incentives for people to build their skills in GENERAL PUBLIC preparation for work. By partnering with local 69 Safety and security remains the highest priority. authorities in the region, we offer a discounted Autumn Spring Autumn Spring Passengers want to feel safe and secure at student fare for 16 to 18 year olds, at a third 05 06 06 07 stations and on board trains. of the cost of standard season tickets.This programme is in addition to the standard At Southern, 84 of their stations are accredited national discounts offered to older people with secure station status – up from only 24 and people with disabilities. 16 Go-Ahead Environmental & Social Report 2007

THE WORKPLACE RAIL OPERATIONS – OUR RESPONSIBILITIES OUR BUSINESS SUCCESS DEPENDS ON OUR EMPLOYEES. OUR DRIVERS NEED TO BE SKILLED AND SAFE,AND OUR EMPLOYEES ON TRAINS AND AT STATIONS NEED TO BE HELPFUL, FRIENDLY AND PROFESSIONAL,AS THEY ACT AS THE PUBLIC FACE OF OUR RAIL COMPANIES.

Together, Southern and Southeastern OUR RESPONSIBILITY:TRAINING Personal development continues to be employ around 7,500 people. AND DEVELOPMENT encouraged at both companies. Partnerships We know that good customer service does have been set up with rail unions and local Here we report on how they not just happen; successful companies have to education colleges to offer employees a manage their responsibilities as invest to develop skills and motivate employees. number of learning initiatives ranging from employers in providing training We invested over £3.2 million in training new English to gardening. and existing staff last year. In particular, Southern and development opportunities, spends three times more on training now than OUR RESPONSIBILITY: RETENTION a competitive benefits package and it did two years ago. OF STAFF a safe working environment. Both companies have a good record in Both Southern and Southeastern have in-house retaining staff, reflected in the low turnover training and development teams providing rates achieved. One way that Southeastern is A challenge across the public technical and customer service training. Both working to improve the way it supports and transport industry is staff turnover, have developed their own NVQ-based customer develops employees is through Investors in due to the necessary shift work service programmes for all frontline staff, People (IiP) accreditation. Its target is to achieve and the stresses linked to including supervisory and management grades. the IiP standard by December 2009. customer-facing roles.

Our equal opportunities policies are reflected in our recruitment and people management policies. Group 100% magenta

Go-Ahead Rail Operations 2007 17 Group 300u

Total number of employees 05/06 3,572* 0605/07/06 3,572* 7,540 06/07 7,540 *Southern only. 05/06 3,572* 05/06 3,572* 0056/06/07 3,572* 7,540 06/07 7,540 06/07 7,540 Group 100% magenta

05/06 3,572* 05/06 Southern staff turnover data has been restated06/07 to improve consistency 7,540 and05 comparability/06 across our operations.10.5* 0605/07/06 10.5* 8.2 06/07 8.2 Average turnover rate (%) 05/06 10.5* 05/06 10.5* 0506/06/07 10.5* 8.2 06/07 8.2 Group 300u Over £3.2 million was invested in training new and existing staff last year. 06/07 8.2 *Southern only. OUR RESPONSIBILITY: EQUALITY 05/06 10.5* AND DIVERSITY 06/07 8.2 Both companies have equal opportunities 05/06 3,091* policies and this is reflected in the recruitment 05/06 3,091* Gender06/07 breakdown 6,387 and people management policies adopted by 06/07 6,387 the companies. Both are working hard to Male 05/06 3,091* address barriers to employment for women 05/06 3,091* 0065/06/07 3,091* 6,387 and have looked at its family-friendly policies, 06/07 6,387 Group 100% magenta 06/07 6,387 Female shift working and mentoring. Both companies 05/06 481* share a commitment to increasing accessibility 0605/07/06 481* 1,063 and have a dedicated accessibility manager 06/0705/06 3,091* 1,063 06/07 6,387 with responsibility for customer and employee- *Southern only. Group 100% magenta 05/06 481* related accessibility issues. Southeastern is working to improve the way it supports and 05/06 481* develops its employees through Investors in People accreditation. 0506/06/07 481* 1,063 06/07 1,063 OUR RESPONSIBILITY: HEALTH AND 06/07 1,063 SAFETY Group 300u Safety of employees, passengers and the general 05/06 481* 06/07 1,063 public is a priority for all Go-Ahead operating 05/06 0.76* “Both Southern and Southeastern 05/06 0.76* companies.We believe in giving every 06/07 1.09 Group 300u 06/07 1.09 employee individual responsibility for health have developed their own Physical attacks on staff and safety matters, and this is backed up by (per million passenger journeys) NVQ-based customer service 05/06 0.76* an extensive training programme.We monitor 05/06 0.76* programmes for all frontline staff, 0506/06/07 0.76* 1.09 06/07 1.09 our performance weekly, carry out audits 06/07 1.09 and use external consultants to review including supervisory and our performance. *Southern only. management grades.” 05/06 0.76* 16-19: 0.6% 50-59: 21.4% 06/07 1.09 210-6-1929: :1 0.6%1.2% 60-50-64:59: 5.4% 21.4% 30-20-39:29: 26.6% 11.2% 660-5+:64: 0.4% 5.4% 40-30-49:39: 34.4% 26.6% 65+: 0.4% 40-49: 34.4% 16-19: 0.6% 50-59: 21.4% Diversity by age16-19: 0.6% 50-59: 21.4% 126-190-29:: 0.6% 11.2% 50-60-59:64: 21.4% 5.4% 20-29: 11.2% 60-64: 5.4% 230-0-29:39: 1 26.6%1.2% 60-65+:64: 0 5.4%.4% 30-39: 26.6% 65+: 0.4% 30-40-39:49: 26.6% 34.4% 65+: 0.4% 40-49: 34.4% 40-49: 34.4% 16-19: 0.6% 50-59: 21.4% 20-29: 11.2% 60-64: 5.4% 30-39: 26.6% 65+: 0.4% 40-49: 34.4%

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Group 300u 18 Go-Ahead Environmental & Social Report 2007

THE ENVIRONMENT RAIL OPERATIONS – OUR RESPONSIBILITIES ALL COMPANIES HAVE A RESPONSIBILITY TO WORK TO ALLEVIATE CLIMATE CHANGE, BUT THIS RESPONSIBILITY IS CENTRAL TO PUBLIC TRANSPORT COMPANIES.

Persuading more people to choose We take environmental responsibility Southern launched a major ‘switch off’ rail over the private car reduces very seriously.This year we have reviewed campaign at an event bringing together over and re-issued our environment policy as part 100 senior staff in November 2006 in a half-day carbon emissions as well as local of our wider commitment to improving workshop designed to raise awareness of the pollution and congestion. environmental management.We also encourage issues around energy usage and generate and support team efforts. Most notable this energy saving ideas.This was followed by a year was the achievement of the five-man programme of posters, competitions and team maintenance team at Southern’s Brighton meetings, providing an opportunity for all Lovers Walk depot, which won the team award Southern employees to put forward initiatives at the Network Rail Environment Awards, for for environmental improvements. An their outstanding record at reducing and environmental management group reviewed recycling waste at the depot. their suggestions and the best have been implemented. OUR RESPONSIBILITY: REDUCING EMISSIONS AT OUR STATIONS AND Initiatives at both rail companies include MAINTENANCE DEPOTS investment in energy efficient lighting, lighting The Go-Ahead Group set a stretching target controls and gas management systems, helping for each of the operating businesses to reduce us achieve substantial savings. energy usage in its buildings by 15% by November 2007.

One of the posters from Southern’s ‘Switch-off’ campaign. Group 100% magenta

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Go-Ahead Rail Operations 2007 19

Eletricity05/06 usage3 56m*for traction (kwh) 065/07/06 356m* 790m 06/07 790m

Air pollution per passenger journey 2 05C/06O (kg) 356m* 06/0705/06 1.32*790m 0605/07/06 1.24 1.32* 06/07 1.24 *Southern only.

05/06 05/06 1.32* 0605/07/06 06/07 1.24 06/07

05/06 280* 05/06 280* 06/07 05/06623 06/07 623 06/07 Size of rail fleet 05/06 280* 06/07 623 Our drivers are taught energy efficient techniques to improve traction efficiency. *Southern only. OUR RESPONSIBILITY: REDUCING Southeastern has teamed up with the PLUSBUS EMISSIONS FROM OUR TRAINS scheme, so that passengers can now purchase We operate a fleet of 608 electric trains as well PLUSBUS tickets (offering both rail and bus as 15 diesel trains. Our most significant impact services on a single ticket) at 18 of its stations. is the electricity we use for traction purposes. These can be purchased as singles, returns or We declare our electricity usage based on the period tickets. Southern continues to work figures provided by Network Rail. with Brighton & Hove, Metrobus and other bus companies to offer integrated rail and bus Demonstrating environmental improvement services on a single ticket, as well as synchronise is a particular challenge for train operating bus and train timetables more effectively. companies. As an integral part of the railway network, we are dependent on the Improving bus connections is an integral part of infrastructure around us to deliver our services. the programme to upgrade and improve many In many situations, it is not possible for Southeastern stations. At Sittingbourne station, Network Rail to isolate our environmental for example, Southeastern has worked with the impact accurately. But we have been working local bus provider to launch a new bus service with Network Rail on initiatives to improve improving local connections. traction efficiency including new braking techniques, energy efficient driver training techniques and the use of low sulphur diesel or biofuels for diesel trains.

OUR RESPONSIBILITY: INTEGRATED TRANSPORT “Most notable this year was the Rail is an integral part of the overall public achievement of the five-man We encourage our employees to put forward initiatives for transport infrastructure network.We know maintenance team at our Brighton environmental improvements. that we can work more closely with other Lovers Walk depot, which won the public transport providers to make it easier for passengers to connect to different types team award at the Network Rail of transport. Environment Awards.” 20 Go-Ahead Environmental & Social Report 2007

THE COMMUNITY RAIL OPERATIONS – OUR RESPONSIBILITIES RAIL COMPANIES PROVIDE ESSENTIAL SERVICES FOR PEOPLE THAT LIVE,VISIT AND WORK IN THE COMMUNITIES THAT WE SERVE. RUNNING SERVICES IS THE MAIN WAY THAT WE CONTRIBUTE TO THE WELLBEING OF THESE COMMUNITIES.

We also have responsibilities to the Some of the other ways in which we SOUTHERN: ENCOURAGING YOUTH people we employ and their families. contribute to local communities are: COMMUNITY INVOLVEMENT • Initiatives to tackle crime including We have sponsored many children’s sporting Vibrant and successful communities partnerships with schools, Network Rail, clubs across our network including Marle are in the interest of everybody. the police and local authorities Palace, Burgess Hill U11s football team, Redhill • Regeneration, particularly relating FC U17s, Meridian Athletic FC U8’s, Arundel to transport colts U14s football team, Royal United U11s • Support for causes related to football team and Brighton & Hove cricket transport heritage club’s U15 girls team. • Supporting causes linked to employees.

Priorities for next year

2006 PRIORITIES 2006 OUTCOME 2007 PRIORITIES

Continue commitment to leadership and Achieved frontline customer service training

Engage employees at Southern in developing Achieved team-specific action plans for improving the work environment

Launch energy efficiency programme at Achieved Meet energy reduction target of 15% Southern in our buildings

Secure Park Mark designation for six car parks Achieved at Southern

Further build on the success in improving Highest ever ratings achieved Further build on the success in improving overall passenger satisfaction levels at Southern overall passenger satisfaction levels at Southern and Southeastern

Extend environmental and social reporting to Achieved include Southeastern

Establish a Stakeholder Advisory Board at Achieved Southeastern

Achieve Secure Station status at 56 Southern 84 Achieved Gain Secure Station accreditation at railway stations 100 railway stations at Southern Group 100% magenta

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Go-Ahead Rail Operations 2007 21

Community spend £92,395 28.0% of total Group spend (£329,987)

At apa localge 21 operating company level community investment is driven through ‘support in kind’ activities, while the PLC handles direct financial donations.The figures above include an element of both these community investment streams.

The Brighton & Hove U15 girls cricket team who Southern sponsored this year.

SOUTHERN: HELPING SAVE SOUTHEASTERN: COMMUNITY RAIL SOUTHEASTERN:ATTRACTING YOUNG LIVES PARTNERSHIPS NEW RECRUITS Death and serious injury among young people Community Rail Partnerships (CRPs) help to Newhampage 27 is one of London’s most playing on railway tracks is a problem across put railway stations at the heart of local disadvantaged boroughs. Southeastern is the rail network.To raise awareness of the risks communities. Southeastern currently supports supporting the ‘Rail School’ initiative, backed by and to provide alternatives for young people, two CRPs: SwaleRail and the Medway Valley the London Borough of Newham, Newham we launched the SouthernTrax initiative.Young Line.We are developing a third CRP for the College of Further Education and the Learning people are encouraged to send music to a route between Hastings and Tonbridge. As well and Skills Council.The school helps jobseekers dedicated website and the public then vote on as innovative marketing, improved signage and and 14-to-19-year-olds prepare for a railway their top 20.These are then judged by industry better bus links, environmental and commuity career; it provides rail companies with a pool professionals, with the very best receiving projects are vital to a successful CRP.At of skilled recruits who have knowledge of safety valuable support from music industry giant, EMI. Kemsley, we are working on a landscaping and culture, business and industry issues. The website also features album reviews, planting scheme in partnership with the competitions, videos and more.This supports Sittingbourne Community College. initiatives run by Network Rail and other train operating companies.

What we can do better

2006 GOAL 2006 OUTCOME 2007 GOALS

Continued investment in station facilities to Achieved Continued investment in station facilities to include easier access, CCTV, new signage and include easier access, CCTV, new signage and cycle facilities cycle facilities

Review how Southern can get involved with Southern Trax and other initiatives launched local community groups across its network

Develop the diversity of the Southern Partially achieved workforce

Improve PPM train performance at Achieved Continue to improve PPM train performance Southeastern at Southeastern

Introduce passenger load device on the entire Achieved Southeastern Electrostar fleet 22 Go-Ahead Environmental & Social Report 2007

THE MARKETPLACE AVIATION SUPPORT SERVICES AND PARKING – OUR RESPONSIBILITIES GO-AHEAD IS REPRESENTED IN THE WIDER TRANSPORT MARKET THROUGH AVIANCE UK, PLANE HANDLING, REED AVIATION AND METEOR.

aviance UK and Plane Handling ABOUT GROUND HANDLING OUR RESPONSIBILITY: PROVIDE A provide ground handling services at Plane Handling and aviance UK provide a range RELIABLE AND PUNCTUAL SERVICE of ground handling services at airports across FOR PASSENGER AIRLINES airports across the UK and Ireland, the UK and Ireland.We load and unload Delayed flights have a significant impact on our while Reed Aviation delivers UK commercial cargo from freight flights, provide airline customers, passengers and the smooth national newspapers and mail baggage handling and check-in services for running of an airport. Reducing delays is an passenger airlines, operate executive lounges absolute priority for us and we significantly contracts to over 40 countries and information desks, and manage aircraft slots reduced the number attributable to aviance UK worldwide. Meteor provides car park and customs clearance. this year.This was achieved through a range of management and specialist security strategies including weekly performance services for the transport industry. aviance UK is a member of the first ever reporting by airline and site, weekly alliance of airport services providers in the performance review meetings, training, safety world.The alliance was created in 1999 under weeks and financial incentives. the ‘aviance’ brand to provide airlines with a co- operative alternative to existing global handlers. Delays can occur at passenger check-in and In May of this year, aviance UK agreed to take baggage handling. One initiative to reduce over the ground handling operations of British delays has been our passenger presentation Airways at Aberdeen, Edinburgh, Glasgow and service.This provides regular check-in progress Manchester under a five-year contract. updates so extra resources can be deployed if needed, and gives early warnings about any ABOUT PARKING AND SECURITY likely delays.This initiative forms part of wider Meteor manages off-street parking, runs work being carried out by aviance UK to bus services connecting car parks to explore passenger check-in psychology. Flight airport terminals and provides specialist delays can occur due to bunching of passengers security services for the parking and arriving at the same time to check-in, for transport industries. example; so by studying the behaviour of passengers at different times of the day, we can Meteor’s expertise is used extensively by other plan our resources better. Go-Ahead companies. Meteor manages car parks for Southern and Southeastern, and its OUR RESPONSIBILITY: ENSURE THE security service professionals forms part of ACCESSIBILITY OF AIR TRAVEL FOR the security teams at the rail companies. ALL, PARTICULARLY THOSE WITH Meteor also provides CCTV installation and DISABILITIES management expertise for a number of In some airports, aviance UK assists passengers transport businesses, including other members with mobility problems to board and disembark To avoid potential delays at check-in, aviance UK provides regular updates so additional resources can be deployed. of The Go-Ahead Group. from their flights and to connect with the terminal building.The priority is that this service is provided in a dignified and timely manner. aviance UK at Luton Airport has developed a specially designed chair, which has been endorsed by the Health & Safety Executive, to help disabled passengers transfer to their seats in a constrained area.This has since been adopted by all aviance UK airports where this service is provided. Go-Ahead Aviation Support Services and Parking 2007 23

Meteor is a strong advocate of ParkMark, the car park security accreditation scheme. A review of the service we offer this year In the current climate of heightened awareness “aviance UK at Luton Airport has resulted in a significant investment in three new of terrorist threats, all transport companies developed a specially designed chair, Ambulifts – a lift device on a van that allows must be extra vigilant with regard to security. passengers to board without using the stairs – At aviance UK, all applicants are screened for which has been endorsed by the and two new modified minibuses at Luton security purposes and the company works Health & Safety Executive, to help Airport. A similarly modified minibus is to be closely with the police and airport authorities disabled passengers transfer to their added at Southampton Airport. to ensure consistent procedures are in place, as well as to raise any concerns. seats in a constrained area.” OUR RESPONSIBILITY: SAFETY AND SECURITY OUR RESPONSIBILITY: IMPROVING Crime and fear of crime is a major issue for CUSTOMER EXPERIENCE AT OUR society.The security business at Meteor is at the CAR PARKS forefront of providing strategic advice and Meteor delivers against performance indicators practical support for clients both to deter and set out by its various contracting bodies.These detect crime. Services offered include CCTV vary from a simple focus on cost minimisation installations and ongoing monitoring, warehouse and revenue maximisation through to a range security, protection on trains and manned of complex measures assessing the quality of guarding at a range of buildings. Meteor’s the parking experience. It continues to see a experience in operating complex CCTV shift among key contractors towards an systems and revenue protection on trains is increased focus on service delivery. used widely by other operating companies within The Go-Ahead Group.This year, a key Meteor has always taken the view that service holding business was also added to Meteor’s delivery is vitally important and developed a security portfolio. range of opportunities to allow parking users to record their views. In addition to the Meteor is a strong advocate of ParkMark, the traditional communication channels of car park security accreditation scheme. Meteor telephone and website, Meteor also operates discusses the terms of the scheme with very successful opinion meters, which provides contracting bodies and recommends, where an easy and non-intrusive way for users to practical, that attainment of accreditation is register comments. included as a contract objective.

Meteor provides security and management expertise for a number of transport businesses. 24 Go-Ahead Environmental & Social Report 2007

THE WORKPLACE AVIATION SUPPORT SERVICES AND PARKING – OUR RESPONSIBILITIES TOGETHER, OUR AVIATION SUPPORT SERVICES AND PARKING COMPANIES EMPLOY 6,525 PEOPLE, PROVIDING WORK OPPORTUNITIES FOR SEVERAL LOCAL COMMUNITIES.

Competition for good people is OUR RESPONSIBILITY: SKILLS OUR RESPONSIBILITIES: HEALTH intense, particularly at airports. For DEVELOPMENT AND SAFETY AT AIRPORTS Both companies have a strong commitment to aviance UK has a long record of innovation in Meteor, many of its contracts require training and development. Meteor has an in- health and safety management, and this is a short-term, fixed period working. house training and development team, which major priority for us. develops bespoke programmes for its employees.This year, Meteor developed and aviance UK works closely with its unions, The stresses of shift work and introduced a company-wide induction regularly audits its own performance and uses working in these industries mean programme. external consultants to review its work as well. that there is a high turnover of staff. Two days of training is provided for existing As such, our companies provide A second focus for Meteor is developing the frontline employees with new staff enjoying five skills within its security business. Meteor days of training. An annual award scheme also competitive benefits packages and invested this year in this area by enrolling its promotes good practice. invest in training and development 300 security employees on a three-day Skills to help attract and motivate for Security course in security guarding and aviance UK’s main performance indicator is a one-day course in conflict management. accident reduction. Following a reduction two our people. This programme allowed security employees years ago, accident rates were maintained at to secure accreditation and a security licence. last year’s level.

aviance UK have a strong commitment to the training and development of their staff. Go-Ahead Aviation Support Services and Parking 2007 25

Group 100% magenta

Total number of employees* 05/06 5,974 06/07 6,525 Group 300u 05/06 5,974 05/06 5,974 06/07 6,525 06/07 6,525

05/06 5,974 06/07 6,525 056/06/07 5,974 6,525 Group 100% magenta 06/07 6,525 05/06 5,974 Diversity by age* 0506/06/07 5,974 6,525 06/07 16-19: 2.9% 6,52550-59: 15.9% 20-29: 24.9% 60-64: 4.4% 136-190-39:: 2.9% 24.7% 50-65+:59: 1 15.9%.6% 240-0-29:49:16-19 24.9%25.6%: 2.9% 60-64:50- 4.59:4% 15.9% 30-39:20- 24.7%29: 24.9% 65+: 610-.6%64: 4.4% 30-39: 24.7% 65+: 1.6% 40-16-1949:: 2.9%25.6% 50-59: 15.9% 16-1940-: 2.9%49: 25.6% 50-59: 15.9% Group 300u Meteor has reviewed its recruitment practices to ensure the best people are employed from the outset. 20-29: 24.9% 60-64: 4.4% 216-190-29:: 2.9%24.9% 60-50-64:59: 4.15.9%4% 30-39: 24.7% 65+: 1.6% 320-39:29: 24.7%24.9% 60-5+:64: 1 .6%4.4% 40-49: 25.6% OUR RESPONSIBILITY: CREATING A OUR RESPONSIBILITY: EMPLOYEE 340-16-190-49:39:: 2.9%24.7%25.6% 50-65+:59: 1 .6%15.9% HEALTHY WORK ENVIRONMENT COMMUNICATION AND REDUCING 05/06 2140-6-190-29:49:: 2.9%24.9%25.6% 4,69260-50-64:59: 4.15.9%4% Reducing time off work is good for employees STAFF TURNOVER 06/07 30-20-39:29: 24.7%24.9% 4,85760-5+:64: 1 .6%4.4% and good for our business. Both Meteor and Both Meteor and aviance UK have introduced a 05/06 340-39:49: 24.7%25.6%4,692 65+: 1.6% 05/06 4,692 Gender06/07 breakdown*40-49: 25.6% 4,857 aviance UK have comprehensive programmes more open style of management and a greater 06/07 4,857 that are designed to understand the underlying emphasis on career development for existing Male 05/06 4,692 causes of time off work and to offer employee staff. Recruitment practices have also been 05/06 4,692 06/07 4,857 0065/06/07 4,6924,857 benefits and access to medical support that can reviewed to ensure that the best people are 05/06 1,282 help prevent illness. employed from the outset and that they Female06/07 4,857 0506/06/07 14,692,668 receive the necessary training and development 05/06 1,282 056/06/0705/06 1,2824,6924,857 This year, aviance UK further developed its to keep them interested in their roles and the 06/07 1,668 06/0706/07 41,857,668 programme with IPRS, a provider of employee company. Meteor also continues to actively 05/06 1,282 Group 100% magenta health services.This gives employees at aviance recruit older workers and has introduced a 05/06 1,282 0605/07/06 1,66848.39 UK and Plane Handling’s operations at loyality bonus in the security business. 0506/06/07 1,282 1,668 06/07 36.91 Group 100% magenta Heathrow access to specialist physiotherapy for 06/07 1,668 05/06 1,282 48.39 05/06 48.39 musculoskeletal injuries.This year, the service 06/07 36.91 0506/06/07 1,282 1,668 was extended to airports at Southampton, Staff 06turno/07 ver (%)* 36.91 06/07 1,668 Cardiff and Birmingham. Meteor0505/06/06 29.78 48.39 0606/07/07 28.89 36.91 0506/06/07 36.91 48.39 Group 300u 05/06 29.78 “Meteor has an in-house training 06/0705/06 329.786.91 0506/06/07 28.89 48.39 and development team, which aviance06 UK/07 28.89 0506/06/07 36.91 48.39 05/06 29.78 develops bespoke programmes 06/07 36.91 0605/07/06 28.892.8 0506/06/07 28.8929.78 for its employees.” 06/07 3.3 Group 300u 06/07 28.89 05/06 2.8 05/0605/06 29.782.8 06/07 3.3 0506/06/0706/07 28.8929.78 3.3 0605/07/06 28.89 5.6 05/06 2.8 0606/07/07 3.3 5.1 0506/06/07 2.8 3.3 05/06 5.6 Staff06/07 05absenteeism/06 (%)*3.3 5.6 06/07 5.1 Meteor05/0606/07 2.8 5.1 0506/06/07 2.8 3.3 05/06 5.6 Group 100% magenta 06/07 3.3 5.1 0506/06/07 5.15.6 aviance06/07 UK 5.1 05/06 5.6 0506/06/07 5.15.6 06/07 5.1 *All data relates to aviance UK and Meteor.

Group 300u 26 Go-Ahead Environmental & Social Report 2007

THE ENVIRONMENT AVIATION SUPPORT SERVICES AND PARKING – OUR RESPONSIBILITIES ALL COMPANIES HAVE A RESPONSIBILITY TO WORK TO ALLEVIATE CLIMATE CHANGE. DEMONSTRATING ENVIRONMENTAL IMPROVEMENT IS A PARTICULAR CHALLENGE FOR GROUND HANDLING COMPANIES.

As an integral part of the airport, OUR RESPONSIBILITY: REDUCING aviance UK estimates that energy usage has aviance UK is dependent on the EMISSIONS IN OUR GROUND been reduced by around 20% based on last HANDLING OPERATIONS year’s limited figures. surrounding infrastructure to deliver The most significant source of emissions for its services, so in many situations it is aviance UK comes from its fleet of over 1,500 OUR RESPONSIBILITY: REDUCING not possible to isolate the company’s vehicles. aviance UK operates cars, vans, buses, EMISSIONS aircraft tugs, de-icing rigs, towing buggies and Meteor uses Ultra Low Sulphur (ULS) Diesel environmental impact. conveyor belts powered by diesel and as its fuel of choice. ULS Diesel is a high electricity.This year, aviance UK operations at specification diesel that is considered to be For Meteor, environmental London Gatwick piloted a monthly fuel usage more environmentally friendly than the management of car parks normally monitoring scheme.This helped reduce the fuel standard European grade. used and the plan is to extend the scheme falls within a broader separate facility across the company in 2008. At London Last year, Meteor added two hybrid electric brief and, as such, usually falls outside Heathrow, aviance UK is currently reviewing buses to its fleet to test their performance and its contractual remit.The main vehicle idling and investigating how this might reliability. New hybrid electric vehicles have two be reduced. power sources: one that converts diesel fuel environmental responsibility for into usable energy and a second that uses an Meteor, therefore, relates to the A major area of focus for aviance UK has electric motor to lower the demand placed on environmental impact of the 70 been energy savings in buildings. Data capture the first power source. However, to date, the vehicles it operates.This is reported has been improved to cover over 90% of the test results have indicated that these vehicles buildings and significant opportunities for do not currently perform to the level of on as part of the bus section of this energy savings have been identified. reliability required by Meteor. As such, they no report, but some examples of its longer form part of the Meteor fleet. Instead, work are detailed below. next year, Meteor will be investing in seven new vehicles powered by Euro IV engines.These engines have high standards of fuel efficiency, which will help Meteor reduce its emissions profile next year.

In line with other Go-Ahead bus companies, Meteor also operates a rigorous maintenance schedule including a regular emissions test. Its systems are independently assessed by VOSA, which carries out annual and random emissions tests. In addition, Meteor ensures that its driver training includes steady driving and techniques to help reduce emissions, such as ensuring engines are not running idle unnecessarily.

aviance UK piloted a monthly fuel usage monitoring system to help reduce fuel usage. Go-Ahead Aviation Support Services and Parking 2007 27

THE COMMUNITY AVIATION SUPPORT SERVICES AND PARKING – OUR RESPONSIBILITIES OUR COMPANIES ARE PART OF THE FABRIC OF THE AIRPORTS, HOSPITALS,TOWNS AND SHOPPING CENTRES WHERE WE PROVIDEGroup 100% magenta GROUND HANDLING SERVICES OR MANAGE CAR PARKS. Group 300u

Vibrant and successful communities local singers from the community theatre, a are in everybody’s interest.We karaoke competition, fire brigade and police displays, and an auction of donated gifts from contribute through cash and in-kind local retailers within Pescod Square. As a result donations and by encouraging of the activities, footfall for the day in the centre page 21 employee involvement.The and the car park exceeded any other Sunday in Go-Ahead Group also provides cash the year. donations on behalf of its operating Meteor also sponsored and printed the Community spend companies. programmes for a production of a local theatre group, extending its support to scenery £43,712 13.2% of total Group spend OUR RESPONSIBILITY: GETTING removal and front of house staff on the day of INVOLVED IN THE BOSTON the performance. (£329,987) COMMUNITY IN LINCOLNSHIRE Meteor has built a strong partnership with AVIANCE UK: EMPLOYEE INVOLVEMENT Boston Borough Council to help the council At a local operating company level aviance UK employees get involved in a range page 27 provide the best possible parking options in community investment is driven of community causes. Employees visit local the town. through ‘support in kind’ activities, further education colleges and invite students while the PLC handles direct financial to see aviance UK operations at UK airports. Meteor plays an active role in the community. donations.The figures above include Employees also raise funds for charities: for The company has organised charity fun days an element of both these community example, employees at London Gatwick raised at the Pescod Square shopping centre and car investment streams. park. Raising over £2,500 for various local funds for Marie Curie Cancer Care and Breast causes including the community theatre, Meteor Cancer Care. organised a charity car boot sale, fashion show,

Priorities for next year

2006 GOAL 2006 OUTCOME 2007 GOALS

Further 5% reduction in accidents and injuries Not achieved Further 5% reduction in accidents and injuries

Reduce energy use by 5% Achieved 20% Further reduce energy use by 5%

What we can do better

2006 GOAL 2006 OUTCOME 2007 GOALS

Improve recognition of employee health and Achieved. Award scheme introduced Investigate how idling times for equipment can safety performance be reduced

Introduce electronic measurement of fuel Achieved Extend fuel usage monitoring to all airports consumption for bus fleet at Meteor served by aviance UK 28 Go-Ahead Environmental & Social Report 2007

COMPANY SPECIFIC DATA TABLE s d e n s s a u

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l m t t e a g o a i n n u l u u i i x e e o r o o o e o r o o o o o o v G M G B H G S G a S L W L S S D M O C

2006-07 data Passenger vehicle kms travelled (million) 20.30 55.01 14.22 75.16 26.29 16.24 5.83 5.92 19.83 31.20 28.72 – 3.31 – 302.03 Passenger journeys (million) 43.12 68.66 12.05 315.94 52.30 17.84 4.91 6.87 21.87 147.44 135.41 43.89 5.02 – 875.32 Bus/Train fleet size at year end 278 656 197 1,376 380 149 101 93 380 344 279 – 47 – 4,280 Average age of fleet 6.80 6.90 10.40 5.40 4.60 6.80 8.14 9.69 9.25 – – – 5.20 – 6.64

Environment Fleet with CRT (%) 59.71 55.95 18.27 96.51 85.60 100.00 0.00 0.00 23.68 – – – 12.77 – 67.52 Electricity usage for traction power (000/kwh) – – – – – – – – – 423,712366,270 – – – 791,543 CO2 process ppj (kg) 0.47 0.77 1.37 0.31 0.61 0.76 1.12 1.06 0.90 1.24 1.25 22.97 0.72 – 0.72 CO ppj (g) 0.19 0.35 0.87 0.05 0.18 0.12 1.37 1.54 0.82 – – – 0.13 – 0.19 NOx ppj (g) 5.02 7.54 13.57 3.10 6.41 7.17 13.08 13.25 10.23 – – – 6.40 – 5.02 PM ppj (g) 0.03 0.08 0.16 0.01 0.05 0.01 0.56 0.47 0.24 – – – 0.03 – 0.04 HC ppj (g) 0.15 0.41 1.23 0.01 0.11 0.06 1.95 1.32 0.72 – – – 0.06 – 0.17

Society Fleet with low floor (%) 76.26 79.12 77.60 96.51 92.12 55.70 39.73 31.18 55.00 – – – 85.25 – 81.12 Scheduled km operated – bus (%) 99.51 99.64 99.05 97.80 98.80 99.14 99.17 99.69 99.35 – – – – – 98.85 Services on time – train (%) – – – – – – – – – 89.00 94.84 – – – 91.92 SPADs – – – – – – – – – 30.00 17.00 – – – 47.00 Women employed (%) 8.77 8.60 6.28 7.31 9.61 9.06 9.61 10.46 11.11 14.94 13.56 26.89 19.24 52.08 14.73 Average length of service (years and months) 7y6 11y2 3y2 8y0 4y9 7y10 8y9 7y9 7y4 11y1 9y8 5y6 2y4 6y5 6y11 Turnover rate (%) 16.44 16.08 25.28 16.75 15.27 18.93 20.30 26.60 23.80 7.11 8.90 28.89 36.91 17.20 17.5 Absence rate (%) 6.80 3.71 3.28 4.37 4.90 4.40 6.99 5.51 5.79 3.96 3.73 5.08 3.30 2.10 4.23 Charitable giving and investment (£) 5,798 7,139 0.00 16,500 10,993 20,303 1,000 10,200 2,840 2,300 63,627 7,594 9,650 172,043 329,987

BITC CR Index For the third year, the Go-Ahead Group came top of the public transport companies that participated in the Business in the Community (BITC) Corporate Responsibility Index.We scored 91% (89% in 2005), a significant improvement, and were ranked in the ‘Gold Band’ by BITC. In the Environment Index we did even better, improving our score to 93.11% (from 91.62% in 2005) which included maximum marks for the Group’s performance on emissions management. Go-Ahead Environmental & Social Report 2006 29

SUMMARY INDEPENDENT ASSURANCE STATEMENT The SMART Company was commissioned by The Go-Ahead Group Interviews were conducted with managers responsible for the internal plc to provide independent assurance of the environment and social reporting and validation of data and sample checks of consolidated information within the Environmental and Social Reports for the data were undertaken. On the basis of the assurance method and period July 2006 to June 2007. scope of the work undertaken we are satisfied that this report is a reliable and accurate reflection of the performance of the company. The assuror conducting the verification did not participate in any part of the data gathering and report writing process.This statement A full verification report, containing a more detailed analysis together represents an independent opinion.The verification was undertaken with recommendations for developing the processes for measuring, with reference to the underlying principles of the assurance standard managing and reporting Go-Ahead plc’s environmental and social AA1000, namely materiality, completeness and responsiveness. impacts, can be found at www.go-ahead.com/corporateresponsibility.

This is the sixth consecutive year that The SMART Company has provided assurance for Go-Ahead as part of a rolling programme The SMART Company, August 2007 of audits, ensuring all operating companies are audited at least once every three years. In 2007, the assurance process included five sample operating companies (incorporating site visits), comprising Meteor, Solent Blue Line, Southern Vectis, Go West Midlands and Southeastern.

GROUP REPORTING Corporate responsibility reports for each of the Go-Ahead operating companies are available from The Go-Ahead Group plc at the address on the back cover. Members of the group operate bus services (in the south of England, the West Midlands, London and the north east of England), commuter train networks, aviation ground handling and parking services. The companies within the group are:

• aviance UK • Brighton & Hove Bus Company • Go North East • Go West Midlands • London Central, London General and Docklands Minibuses • Meteor • Metrobus • Oxford Bus Company • Solent Blue Line • Southeastern • Southern • Southern Vectis • Wilts & Dorset Contacts and feedback More information on how Go-Ahead and each of its operating companies manage their responsibilities can be found at www.go-ahead.com/corporateresponsibility

If you have any comments, views or ideas on how we might improve, or have any thoughts on other issues that we should address in this report, please write to:

Stephen Weldon Corporate Responsibility The Go-Ahead Group plc 3rd Floor 41-51 Grey Street Newcastle upon Tyne NE1 6EE

Telephone: 0191 232 3123 Facsimile: 0191 221 0315 E-mail: [email protected]

This report was put together by The Go-Ahead Group with help from The SMART Company, and designed and produced by Rare Corporate Design, London.

Printed by Beacon Press using their environmental print technology which minimises any negative environmental impacts resulting from the printing of this document. includes the use of vegetable based inks, recycling of 90% of dry waste and 95% of cleaning solvents for future use. Beacon Press holds the Queen’s Award for Sustainable Development together with ISO14001 and EMAS accreditations. Beacon is a CarbonNeutral® company and uses 100% renewable energy, saving 0.38 tonnes of CO2 on the production of Go-Ahead’s 2007 corporate responsibility reports. Printed on Revive 75 Matt which contains 75% recovered fibres, is FSC certified and is CarbonNeutral®.