The Go-Ahead Group Plc Environmental & Social Report 2006 Chief Executive’S Statement
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Employment and Working Conditions in the Air Transport Sector Over the Period 1997/2010
Study on the effects of the implementation of the EU aviation common market on employment and working conditions in the Air Transport Sector over the period 1997/2010 Final Report Report July 2012 Prepared for: Prepared by: European Commission Steer Davies Gleave DG MOVE 28-32 Upper Ground Unit E1 London SE1 9PD DM 24-5/106 B-1049 Brussels Belgium +44 (0)20 7910 5000 www.steerdaviesgleave.com Final Report CONTENTS EXECUTIVE SUMMARY ...................................................................................... I Background ............................................................................................ i Scope of this study ................................................................................... i Conclusions ........................................................................................... ii Recommendations .................................................................................. xi 1 INTRODUCTION ..................................................................................... 1 Background ............................................................................................ 1 Key findings of the 2010 Working Document .................................................... 1 The need for this study ............................................................................. 1 Structure of this report ............................................................................. 2 2 RESEARCH METHODOLOGY ....................................................................... 3 Objectives -
Countdown to Launch of France's First Urban Cable
International Edition – 14 November 2016 Countdown to launch of France’s first urban cable car On Saturday 19 November, Keolis will launch France’s first urban cable car in the city of Brest in north-west Brittany. The system features the vertical crossing of cabins – a world first – and will link the left bank station, situated on a hill above the naval base, to the right bank station located inside the Ateliers des Capucins. The new Capucins eco-district, structured around former French Navy workshops, will house shops and restaurants as well as cultural and leisure facilities. The cable car is operated automatically and the system is supervised by Keolis Brest teams at the Bibus network control room. The two, 60-passenger cabins provide breath-taking views of the harbour during the three- minute crossing over the river Penfeld. This new, economical and environmentally-friendly urban transport mode will be integrated into the city’s existing public transport network, and passengers can access the tram, bus and cable car with a single Bibus transport ticket. Contact: [email protected] Operational Excellence AUSTRALIA & NEW ZEALAND Germany: Quality Week 24-28 October as well as the addition of CCTV and a roof. Over 60 cycle surgeries have been held at stations across G:link trackside at the network: a total of 1,332 bikes were security marked and 397 high security bike locks were GC600 Super Car Championship given to passengers, contributing to a 19% reduction in cycle crime network-wide. UNITED KINGDOM Contact: [email protected] Safety Safety Following Punctuality Week in March this year, Keolis Deutschland recently organised a second CORPORATE KeoLife initiative: Quality Week. -
Infrastructure Delivery Plan
Tunbridge Wells Borough Council Infrastructure Delivery Plan March 2021 1.0 Introduction .................................................................................................................... 1 2.0 Background and Policy Context ..................................................................................... 2 National Policy ...................................................................................................................... 2 Local Policy .......................................................................................................................... 3 Local Plan policy context and strategy for growth ................................................................ 4 Policy STR 1 - The Development Strategy .............................................................................. 6 What is infrastructure? ......................................................................................................... 8 Engagement ....................................................................................................................... 10 Prioritisation of infrastructure .............................................................................................. 11 Identified risks .................................................................................................................... 12 Timing ................................................................................................................................ 12 Costs ................................................................................................................................. -
Sustainability Report for the Year Ended 1 July 2018 CONTENTS ABOUT US
Sustainability Report for the year ended 1 July 2018 CONTENTS ABOUT US About us Performance in 2017 Our business is based on 2 Chief Executive’s Review strong fundamentals 3 Our strategy 4 Our business model 6 Our strategic objectives Go-Ahead is one of the UK’s 8 Our performance 10 Our sustainability approach leading public transport providers, responsible for more than a billion journeys each year on our bus and rail services. Better teams Cleaner Responsible Stronger environment Business communities 12 Read about our responsible business priorities 12 Better teams 14 Happier customers Smarter Happier 16 Stronger communities technology customers 18 Smarter technologies 20 Cleaner environment 22 Our stakeholders 24 ESG data Regional bus London bus Rail We run fully owned We operate tendered Through Govia, a 65% commercial bus contracts for Transport owned joint businesses through our for London (TfL). venture with Keolis, seven bus operators This comprises 164 Go-Ahead currently predominantly in the routes from 17 depots in operates two UK rail south of England. We the capital. Around 85% franchises for the employ over 7,500 of these depots are Department for people and run around freehold. We are Transport (DfT), GTR 2,800 buses within these the biggest bus operator and Southeastern and Watch our video that summarises our businesses. We have in London with 23% operates over 4,800 daily performance last year at: operations in Brighton, share of the market, services. Until December www.go-ahead.com/sustainability Oxford, East Yorkshire, running over 2,100 buses 2017, Go-Ahead ran the Plymouth, East Anglia and employing more than London Midland and on the south coast 7,000 people. -
Two Oxford Bus Company Engineers Retire After 97 Years Service
Oxford Bus Company Managing Director Phil Southall sending off Dave Cook and Ray Leach Jan 11, 2021 09:42 GMT TWO OXFORD BUS COMPANY ENGINEERS RETIRE AFTER 97 YEARS SERVICE Mechanics Dave Cook and Ray Leach have downed tools after almost a combined century servicing buses at Oxford Bus Company. They have both retired after spending nearly 50 years each keeping buses in top condition. In careers spanning six decades, Mr Cook and Mr Leach experienced significant developments in the transport industry. Mr Cook joined Oxford Bus Company in August 1971, when Edward Heath was prime minister and How Can You Mend A Broken Heart by Bees Gees was Number One in the charts. He completed 49 years’ services in total. Mr Leach joined the company a year later in August 1972, when School’s Out by Alice Cooper was Number One in the charts, the average bus fare was 3p and a pint of beer 15p. Mr Leach completed 48 years’ service in total. The pair were at the forefront of ever-developing transport technology during their careers, which has included a recent transition from diesel vehicles to hybrid. Phil Southall, Oxford Bus Company Managing Director said: “Dave and Ray have been part of the Oxford Bus Company team for many years and will be sorely missed by colleagues. We wish them both a happy and long retirement with their families. “They have both experienced so much development in the bus industry and always kept abreast of engineering advancements. We are fortunate to have many loyal and hard-working colleagues and who are a credit to the company.” The Oxford Bus Company has kept the people of Oxford moving since 1881. -
Transport with So Many Ways to Get to and Around London, Doing Business Here Has Never Been Easier
Transport With so many ways to get to and around London, doing business here has never been easier First Capital Connect runs up to four trains an hour to Blackfriars/London Bridge. Fares from £8.90 single; journey time 35 mins. firstcapitalconnect.co.uk To London by coach There is an hourly coach service to Victoria Coach Station run by National Express Airport. Fares from £7.30 single; journey time 1 hour 20 mins. nationalexpress.com London Heathrow Airport T: +44 (0)844 335 1801 baa.com To London by Tube The Piccadilly line connects all five terminals with central London. Fares from £4 single (from £2.20 with an Oyster card); journey time about an hour. tfl.gov.uk/tube To London by rail The Heathrow Express runs four non- Greater London & airport locations stop trains an hour to and from London Paddington station. Fares from £16.50 single; journey time 15-20 mins. Transport for London (TfL) Travelcards are not valid This section details the various types Getting here on this service. of transport available in London, providing heathrowexpress.com information on how to get to the city On arrival from the airports, and how to get around Heathrow Connect runs between once in town. There are also listings for London City Airport Heathrow and Paddington via five stations transport companies, whether travelling T: +44 (0)20 7646 0088 in west London. Fares from £7.40 single. by road, rail, river, or even by bike or on londoncityairport.com Trains run every 30 mins; journey time foot. See the Transport & Sightseeing around 25 mins. -
The Go-Ahead Group Plc Annual Report and Accounts 2019 1 Stable Cash Generative
Annual Report and Accounts for the year ended 29 June 2019 Taking care of every journey Taking care of every journey Regional bus Regional bus market share (%) We run fully owned commercial bus businesses through our eight bus operations in the UK. Our 8,550 people and 3,055 buses provide Stagecoach: 26% excellent services for our customers in towns and cities on the south FirstGroup: 21% coast of England, in north east England, East Yorkshire and East Anglia Arriva: 14% as well as in vibrant cities like Brighton, Oxford and Manchester. Go-Ahead’s bus customers are the most satisfied in the UK; recently Go-Ahead: 11% achieving our highest customer satisfaction score of 92%. One of our National Express: 7% key strengths in this market is our devolved operating model through Others: 21% which our experienced management teams deliver customer focused strategies in their local areas. We are proud of the role we play in improving the health and wellbeing of our communities through reducing carbon 2621+14+11+7+21L emissions with cleaner buses and taking cars off the road. London & International bus London bus market share (%) In London, we operate tendered bus contracts for Transport for London (TfL), running around 157 routes out of 16 depots. TfL specify the routes Go-Ahead: 23% and service frequency with the Mayor of London setting fares. Contracts Metroline: 18% are tendered for five years with a possible two year extension, based on Arriva: 18% performance against punctuality targets. In addition to earning revenue Stagecoach: 13% for the mileage we operate, we have the opportunity to earn Quality Incentive Contract bonuses if we meet these targets. -
Govia Thameslink Railway
Autumn 2020 WE’RE WITH YOU FOR EVERY JOURNEY Looking ahead We’ve introduced lots of changes across our stations and trains to keep you safe – plus, find out the little things you can do to help protect yourself and others. Contents A welcome back We’re saying thanks to our to the railway railway and NHS heroes How we’re keeping you safe Protecting yourself and Get to know our on-board and in our stations others on your journey Customer Service Director What we’ve changed based on Three new tools to help colleague and student feedback you travel safely Our recent projects to Supporting vulnerable people The latest on our help the local community across our network station upgrade What this means Using our apps for a for you safer and quicker journey Where we’re investing Latest customer service and to help you on-time performance targets Autumn 2020 | 2 Hello from Patrick, our Chief Executive Officer On behalf of the whole team For our part, we are determined The next few months will almost at Southern, Gatwick Express, that everyone who would like to certainly have challenges of their Great Northern and Thameslink, travel is supported to do so. We own, but getting people back on I am delighted to welcome you have implemented an enhanced trains, buses and bikes and not back to the railway. cleaning regime, new smart stationary in cars in bumper-to- ticketing and even more ways bumper traffic, will be critical to To say this has been a challenging for passengers to access the our health and our future. -
The Demand for Public Transport: a Practical Guide
The demand for public transport: a practical guide R Balcombe, TRL Limited (Editor) R Mackett, Centre for Transport Studies, University College London N Paulley, TRL Limited J Preston, Transport Studies Unit, University of Oxford J Shires, Institute for Transport Studies, University of Leeds H Titheridge, Centre for Transport Studies, University College London M Wardman, Institute for Transport Studies, University of Leeds P White, Transport Studies Group, University of Westminster TRL Report TRL593 First Published 2004 ISSN 0968-4107 Copyright TRL Limited 2004. This report has been produced by the contributory authors and published by TRL Limited as part of a project funded by EPSRC (Grants No GR/R18550/01, GR/R18567/01 and GR/R18574/01) and also supported by a number of other institutions as listed on the acknowledgements page. The views expressed are those of the authors and not necessarily those of the supporting and funding organisations TRL is committed to optimising energy efficiency, reducing waste and promoting recycling and re-use. In support of these environmental goals, this report has been printed on recycled paper, comprising 100% post-consumer waste, manufactured using a TCF (totally chlorine free) process. ii ACKNOWLEDGEMENTS The assistance of the following organisations is gratefully acknowledged: Arriva International Association of Public Transport (UITP) Association of Train Operating Companies (ATOC) Local Government Association (LGA) Confederation of Passenger Transport (CPT) National Express Group plc Department for Transport (DfT) Nexus Engineering and Physical Sciences Research Network Rail Council (EPSRC) Rees Jeffery Road Fund FirstGroup plc Stagecoach Group plc Go-Ahead Group plc Strategic Rail Authority (SRA) Greater Manchester Public Transport Transport for London (TfL) Executive (GMPTE) Travel West Midlands The Working Group coordinating the project consisted of the authors and Jonathan Pugh and Matthew Chivers of ATOC and David Harley, David Walmsley and Mark James of CPT. -
S/C/W/270 18 July 2006 ORGANIZATION (06-3471) Council for Trade in Services
WORLD TRADE RESTRICTED S/C/W/270 18 July 2006 ORGANIZATION (06-3471) Council for Trade in Services SECOND REVIEW OF THE AIR TRANSPORT ANNEX DEVELOPMENTS IN THE AIR TRANSPORT SECTOR (PART ONE) Note by the Secretariat1 TABLE OF CONTENTS LIST OF TABLES, CHARTS, FIGURES AND APPENDIXES......................................................vi LIST OF ACRONYMS ........................................................................................................................ix INTRODUCTION..................................................................................................................................1 I. AIRCRAFT REPAIR AND MAINTENANCE (MRO).........................................................4 A. ECONOMIC DEVELOPMENTS .......................................................................................................4 B. REGULATORY DEVELOPMENTS.................................................................................................13 1. Developments concerning the regulation of Maintenance Repair and Overhaul .........13 (a) General evolution ..............................................................................................................13 (b) Maintenance Steering Group (MSG) rules........................................................................13 (c) WTO developments...........................................................................................................13 (d) European Communities .....................................................................................................14 -
The Value of New Transport in Deprived Areas Who Benefi Ts, How and Why? Karen Lucas, Sophie Tyler and Georgina Christodoulou
The value of new transport in deprived areas Who benefi ts, how and why? Karen Lucas, Sophie Tyler and Georgina Christodoulou An assessment of the value of new transport services to people living in deprived neighbourhoods in England. Regeneration strategies for deprived areas are currently under review. To date there has been little if any direct evaluation of the contribution of transport services to local regeneration. This study evaluates the benefi ts – both monetary and quality of life – of transport services to the people who use them and to the local practitioners responsible for the wider regeneration of these neighbourhoods. It covers: • the policy context; • characteristics of the four case study areas (Braunstone, Leicester; Camborne, Pool, and Redruth, Cornwall; Wythenshawe, Manchester and Walsall, West Midlands); • key fi ndings from interviews with local professionals; • information on use of the services and their value to local people; • an evaluation of the social benefi ts of the services; • key messages for local and central government. This publication can be provided in other formats, such as large print, Braille and audio. Please contact: Communications, Joseph Rowntree Foundation, The Homestead, 40 Water End, York YO30 6WP. Tel: 01904 615905. Email: [email protected] The value of new transport in deprived areas Who benefi ts, how and why? Karen Lucas, Sophie Tyler and Georgina Christodoulou The Joseph Rowntree Foundation has supported this project as part of its programme of research and innovative development projects, which it hopes will be of value to policymakers, practitioners and service users. The facts presented and views expressed in this report are, however, those of the authors and not necessarily those of the Foundation. -
Financial Report
2O14 FINANCIAL REPORT SNCF.COM O1 — ANNUAL MANAGEMENT REPORT PAGE 04 O2 — SNCF MOBILITÉS GROUP CONSOLIDATED FINANCIAL STATEMENTS PAGE 32 O3 — REPORT ON THE SNCF MOBILITÉS GROUP’S CORPORATE GOVERNANCE AND INTERNAL CONTROL PAGE 126 02 — SNCF MOBILITÉS FINANCIAL REPORT 2014 MANAGEMENT S TATEMENT FOR FINANCIAL REPORT LA PLAINE SAINT-DENIS, 12 FEBRUARY 2015 We attest that, to the best of our knowledge, the consolidated financial statements have been prepared in accordance with the applicable accounting principles and give a true and fair view of the assets and liabilities and the financial position of the Group as of 31 December 2014 and of the results of its operations for the year then ended, and that the accompanying management report fairly presents the changes in operations, results and financial position of the Group and a description of its main risks and uncertainties. GUILLAUME PEPY MATHIAS EMMERICH THE CHAIRMAN EXECUTIVE VICE-PRESIDENT, PERFORMANCE SNCF MOBILITÉS FINANCIAL REPORT 2014 — 03 O1 — ANNUAL MANAGEMENT REPORT IFRS – In € millions 04 — SNCF MOBILITÉS FINANCIAL REPORT 2014 SNCF MOBILITÉS GROUP IN 2014 GROUP RESULTS AND FINANCIAL POSITION CORPORATE GOVERNANCE 1. Major events of the year 06 1. General observations on group results 08 1. Board of Directors 30 2. Key figures 07 2. Activity and results by division 11 2. Management team 30 3. Subsequent events 07 3. Net investments and net debt 17 4. Consolidated statement of financial position and ratios 18 5. Financial relations with the French State, RFF (SNCF Réseau as at 1 January 2015) and local authorities 19 6. Employee matters 20 7.