Sustainability
Strategy
2013–2018
2
Page 1
Delivering sustainable transport
solutions
Page 2
Sustainability leadership
Page 3
Communication
Page 4
Passenger experience
Page 6
Our people and our communities
Page 8
Improving environmental
performance
Delivering sustainable transport solutions
The purpose of this document is to set out our sustainability strategy for the ensuing
five years. This strategy is designed to promote our vision to:- deliver the benefits of a
sustainable transport system through supporting economic development, community
wellbeing and continual environmental improvements.
Introduction
The purpose of this document is to set out the
strategy and vision for the management of
sustainability within Arriva Trains Wales for the
next five years.
Rail plays a central role in a sustainable transport
system for Great Britain. To do so, sustainability
has to have a central role in rail companies. It is
our clear intention that this strategy and vision is
embraced by all employees within the company
and that appropriate ownership and
accountability is allocated to all levels throughout
the organisation.
To underpin this strategy and vision, we have
used the Rail Industry Sustainable Development
Principles, and tailored our approach to support
the sustainable development vision of key
stakeholders, such as the Welsh Government.
This programme will actively involve Directors and
Senior Managers who will ensure sustainability is
embedded throughout the business functions to
make sustainability a central organising principle.
This Sustainability Strategy provides the overview
and guiding principles through which
sustainability is woven into Arriva Trains Wales’
operations, processes and activities. It addresses
the three key areas of sustainability:• Environmental - reducing impact on the
environment from our operations, and
reducing use of natural resources
• Social - engaging the community, building
workforce diversity, and providing an
affordable, accessible service
• Economic - Supporting the economic
development of the region and providing
good value for money.
This strategy will be delivered through the
appropriate procedures, functions and
departments within the business. These key
principle areas will therefore be translated into
actions to be delivered within our appropriate
work streams. The environmental objectives will
be translated into actions within the annual Safety
and Environment Plan and progress will be closely
monitored through our periodic sustainability
working group meetings. This strategy will be
reviewed after year 1- (2013) year 3 - (2015) and
year 5 - (2018).
Ian Bullock
Managing Director
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1. Sustainability leadership
The public and stakeholders are demanding more sustainable transport solutions and
sustainable business practices. We must understand these demands and embed
sustainability into our business strategy.
Directors and senior managers have the collective and individual responsibility for
delivering sustainability. Directors and senior managers must champion sustainability
and be held accountable for delivery.
During 2013 – 2018 our objectives will be:
1.0
1.1
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We will promote strong leadership and lead
by example. Directors will lead focused
discussions with staff to identify relevant
sustainability issues. All leaders will seek out
and champion sustainability actions and
initiatives, and challenge or be challenged
on unsustainable behaviours or conditions.
We will actively work with our key
stakeholders such as the Welsh Government
and Department for Transport to
understand their sustainability drivers and
priorities, as well as key performance
targets, to enable our strategies to develop
and deliver in parallel.
1.2
We will proactively engage and support
strategic industry partners, such as Office of
Rail Regulator, Network Rail, Railway Safety
Standards Board, and other Train Operators
to develop shared objectives to improve
industry sustainability performance.
1.3
A Director will be identified to champion
and support Sustainability. This will
demonstrate to staff that senior
management at the highest level are
committed to sustainability.
1.4
To use regular sustainability meetings to
ensure to ensure that management at the
highest level are committed to delivering
sustainability. All heads of functions are
required to present on sustainability issues
for discussion and resolution by the group.
2. Communication
Providing information to the public, passengers and stakeholders on the benefits of Rail
as a sustainable transport solution.
Embedding a culture of sustainability through communicating the strategy and business
benefits to staff.
Measuring, monitoring and reporting publicly on our progress towards rail sustainability.
During 2013 – 2018 our objectives will be:
2.0
2.1
2.2
To work with key stakeholders to provide
information on our sustainability
performance and that of the wider rail
industry, to prove the benefits of rail as a
sustainable transport solution.
To provide training and other
communications to enable staff to
understand the sustainability strategy and to
deliver leading sustainability performance
and business benefits.
2.3
To monitor KPIs within appropriate forums
to enable corrective actions to be taken
should performance not deliver continual
improvement.
2.4
To report performance internally to enable
staff to understand and deliver changes to
the businesses culture and performance.
2.5
To work with key stakeholders to determine
appropriate sustainability indicators for
external reporting, both industry-wide and
publicly.
To determine, and keep under review,
appropriate key performance indicators
(KPIs) to measure and monitor our
sustainability performance. To ensure senior
managers are held to account for
performance against agreed targets.
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3. Passenger experience
Understanding and responding to the requirements and expectations of our
customers, we will position rail as an inclusive, affordable and accessible transport
system, through provision of information and accessible facilities.
To play our part in delivering an end to end journey service, linking ‘hard’ issues such
as station facilities, parking and access, with ‘soft’ issues such as good journey
information about interconnections, timetabling and through-ticketing
encouraging all sections of the community
to see rail as a potential part of their
journey. This includes enhancements to
accessibility and security of our stations, and
support through information provision.
Between 2013 and 2018, our objectives
will be:
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3.0
To deliver best in class customer satisfaction
scores related to customer services.
3.1
To continue to deliver more than 95% PPM
(Public Performance Measure) scores.
3.2
To deliver significant economic benefits to
the communities we serve; getting tens of
thousands of people to employment,
education and leisure opportunities every
day. Furthering these opportunities
alongside our partners and stakeholders.
3.3
To continue to manage capacity to allow an
increase in train travel across the network.
3.4
We will continue to actively work with
stakeholders and special interest groups to
remove barriers to travel by rail,
3.5
To proactively encourage improvement
suggestions from staff and the public for
customer experience, for example through
running communication and consultation
sessions.
3.6
We will encourage other transport
providers, transport authorities and local
authorities to deliver improvements in the
quality of the ‘whole journey’ in response to
customer needs. This includes providing
information on sustainable and acceptable
ways of completing the non-rail legs of the
journey.
93%
Customer
satisfaction
with Swansea
station
Passenger satisfaction at Swansea station
increased from 50% to 93% following
completion of the £7.2m refurbishment project.
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4. Our people and our communities
Providing a safe and secure working environment for staff and a safe and secure
service to passengers and the wider public is our first priority.
We will understand, respect and bring benefits to the communities impacted by our
rail operations.
We will encourage a diverse and inclusive workforce and support staff wellbeing, to
be an employer of choice.
During 2013 – 2018 our objectives will be:
4.0
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Maintaining an industry-leading Safety
Strategy. This will be developed and
communicated in tandem with this
Sustainability Strategy.
4.1
We deliver direct employment opportunities
for hundreds of people and will monitor
staff satisfaction and retention rates and
provide training and development which
achieves our business objectives. All staff
will receive annual performance reviews
which include a sustainability objective.
4.2
To deliver an Equality, Diversity and Inclusion
Plan, including measuring and
benchmarking staff diversity to ensure equal
opportunities are being delivered and are
not just an aspiration.
4.3
To deliver a health and wellbeing
programme for our staff, appropriate to the
occupational health and wellbeing needs of
our job roles and a diverse workforce.
4.4
To deliver community partnerships and
stakeholder engagement plans that enable
the needs of local communities alongside
our network to be involved and included in
the business focus. Our Community Rail and
Adopt a Station programmes involve local
people in the development and promotion
of local and rural routes, services and
stations.
4.5
Cultural heritage, tourism and the Welsh
Language (in Wales) will be supported and
promoted, as appropriate. A Welsh
Language Policy and supporting Strategy
will be developed and delivered.
Arriva Trains Wales is one
of the largest private sector
employers in Wales
We provide access to
employment and leisure
opportunities for tens of
thousands of people
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5. Improving environmental performance
Rail is widely recognised by the public as a low carbon, environmentally-friendly mode
of transport. However, it cannot afford to stand still, or be overtaken as other modes
improve their performance.
The public and our staff expect sound environmental management. In addition, rising
fuel costs, carbon taxes and more onerous waste regulations are increasingly
important business drivers. Continual Improvement is an integral part of an effective
environment management system (programme).
Between 2013 and 2018, our objectives
will be:
5.0
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To implement ISO14001 across the business,
as an internationally recognised
environmental management system.
5.1
To identify and manage ongoing
improvements in the carbon footprint of the
business, through managing reductions in
fuel and electricity use, both traction and
non-traction related. We will use the
ISO 50001 Energy Management Standard
to target a 5% reduction by 2018.
5.2
We will utilise smart metering at all
properties that we manage to identify and
deliver energy enhancements and work
actively with Network Rail and other
partners to ensure all station improvement
works and upgrades enhance sustainability
as part of the works.
5.3
To minimise potable water use, particularly
where non-potable supply is appropriate.
Water saving features to be introduced at all
stations that we manage.
5.4
To reduce waste related environmental
impacts though enhancing waste recycling
and diversion of wastes away from landfill,
following the waste hierarchy. Achieving
leading recycling rates and zero to landfill by
2018.
5.5
To minimise, and wherever practicable,
eliminate pollution incidents, including to
the air, water or ground.
5.6
To actively participate in work with other
stakeholders on climate change, noise,
contamination and other rail related
environmental issues.
5.7
To ensure our key supply chain partners
support our sustainability strategy, through
the contractual delivery of supporting
measures to this programme.
5.8
Driver advisory systems will be installed on
our fleet to provide real time advice to
drivers. This will help promote fuel efficient
driving, optimise journeys, increase
punctuality and reduce our carbon
emissions.
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AW 2102 Published September 2013