Loading ...
manojrana...
Business & Economics
Documents
217
0
Try Now
Log In
Pricing
<p>On our way to sustainability Virgin Trains’ corporate responsibility journey We issued our first corporate social responsibility (CSR) report in 2008 and I’m pleased to welcome you to this updated version. ‘On our way to sustainability’ is Virgin Trains’ corporate social responsibility report that reflects our ongoing commitments to a sustainable business during the franchise extension period, which runs until 2017. Our original report set out strong commitments in a number of business sustainability and environmental aspect initiatives which are as valid today as they were back in 2008. Some commitments have been completed; others are longer term evolving targets that build on what we’ve learnt. Since 2008, we’ve developed our energy management programme to a level that led to the prestigious BS EN ISO: 50001 award in 2012. Additionally, this has been reinforced by BSI Kitemark certification of the data we use to monitor energy use and CO2 levels. The Kitemark award is based on a 2.5% reduction in CO2 emissions and we have chosen to use this as our target during the franchise extension period. But energy is only part of the story – a sustainable and environmentally efficient business involves many aspects in areas as diverse as waste management and prevention of pollution to community engagement. Our 2008 report recognised this, setting out a framework for future development. We intend to continue work in these and other areas and reinforce this by committing to the achievement of the British Standards BS EN ISO: 14001 Environmental Management. We will deliver this during the franchise extension period. We believe much of the 2008 report still forms the right basis of our sustainability commitments and we will continue with this programme of development until November 2017, and hopefully beyond The report describes our activities around minimising our impacts; whether it’s the sourcing of food, working to reduce our carbon footprint, or managing our waste in a responsible way. It also describes the charitable activities that we undertake in partnership with Virgin Unite and our engagement with communities. Our vision for a sustainable and environmentally responsible business, through compliance to legal requirements and related industry standards will continue to be based on challenge, innovation, and always ‘wanting to be better’. This desire for continual improvement is what we strive for, and through our people and our customers, we will work toward delivery of this vision. Please have a look at the report and let me have your thoughts. Chief Executive’s Foreword 1 Our Targets 2 A positive experience 8 Environmentally sustainable 12 Driven by people 18 Stakeholder comment 22 Sustainable Development 25 CO NT EN TS Tony Collins CEO 1 Sustainable stations Ongoing until 2017 Where possible, we will encourage car-sharing amongst station staff going to, and coming from work. We will continue working to form partnerships with local stakeholders to increase share of customers using sustainable modes to access the station (i.e. by bus, train, cycling, walking, car sharing, and taxi). We will continue to create improvements in accessibility for the mobility impaired (including parents with small children). Ramps/lifts are available at most areas of Stoke on Trent station; lighting, surfaces and signage have also been improved to provide accessibility and security for mobility impaired users. We will assess the benefits of any further reasonable improvements to station accessibility for our other stations. Sustainable sourcing Ongoing until 2017 Facilities energy Working with Lorne Stewart we will source innovative methods and technology to reduce energy usage at our stations and offices. Waste & Recycling We will continue to prevent and reduce waste at all locations through the waste hierarchy, throughout the product life cycle. Provenance We continue to source local products and will always provide healthy, seasonal products that are environmentally and economically sustainable. Ethics We always work to apply the Virgin Trains Supplier Code of Conduct agreement to the entire supply chain. Safety and security By 2014, with ongoing improvements until 2017 • Workforce lost time accidents not to exceed 16.1 per 1000 employees • Passenger injuries not to exceed 7.5 per million passenger journeys • Significant SPADs not to exceed 0.1 per million train miles • Train safety defects not to exceed 0.50 per million train miles OU R TA Rg ET S 3 2 Delivering an Environmentally sustainable experience Achievement of a BS EN ISO:14001 accredited Environmental Management System by 2014 Building on our success in the achievement of BS EN ISO:50001 Energy Management accreditation and Kite-Mark awards for Energy Reduction verification, we are looking at our broader environmental impacts and seek to demonstrate processes that meet BSI’s stringent standards criteria. Energy and climate change Reduction in carbon emissions until the end of the extended franchise period in 2017 Ongoing until 2017 Achieve a 2.5% reduction per annum in CO2 emissions from the trains we operate. We will make use of the metering equipment now fitted to our electric train fleet to promote the benefits of eco-driving with our driver colleagues. Stations energy management Ongoing until 2017 Achieve a 2.5% reduction per annum in CO2 emissions from the stations we operate through delivery of station energy management strategy and enhanced energy efficiency awareness from our people. Waste Onboard recycling Ongoing until 2017 We will continue our programme of on board waste segregation working with Network Rail to increase the amount of on board recyclable waste at terminating stations. Reduce corporate waste and increase recycling Ongoing until 2017 We successfully developed and implemented our driver PDA application, paving the way for devices to be used in-cab, particularly from a safety perspective and proving the successful operation and application of remote applications necessary to make the system work. We will build on this scheme to find new ways to minimise the use of paper based systems through the franchise extension period. Ongoing work will also continue to establish recycling facilities at all offices and depots through a green network of environmental champions. The experience that is driven by people Employee and passenger engagement Ongoing until 2017 We will continue to engage with all front line colleagues to provide support, coaching, empowerment and communication improvements to help develop team & individual potential – aimed at improving the customer experience. Green Network Ongoing until 2017 Establish a communications network within the regions to utilise existing channels and with support of likeminded colleagues. Working alongside Virgin Unite in ‘Changing the game for good’ to promote our plans for delivery and operation of an BS EN ISO:14001 accredited ‘environmental management’ system. Community Investment, Virgin Trains UK charity partnership Ongoing until 2017 Our successful Charity partnership with CLIC Sergeant which raised over £500,000 came to an end in 2012. Whilst we operate during the franchise extension period, we will encourage our people to support local projects and community initiatives across our network. Virgin Trains set out to make a better journey possible and we like to think we’ve made a difference. But better is not just faster trains and more features; it’s also ethically sourced products, organic and easier access. All of which we’ve introduced. 4 5 Our vision for a sustainable and environmentally responsible business will continue to be based on challenge, innovation and always wanting to be better. “ “ We want more people to travel by train, where it’s possible, rather than plane or car. We passionately believe rail transport is good for business, good for the planet and good for the people who live on it. Our customers expect us to get them to their destination, on time and in comfort, at reasonable cost. This is the basic promise that we must, and do, deliver as a successful business. But we go further. Our brand and our strategy are based around giving people the most valuable use of their time. If we’re going to be a sustainable business, then we need to maximise ease of access, and quality of the journey. What we’re doing Getting to the station Stoke-on-Trent station, which is managed by Virgin Trains, was chosen to be one of the pilots in a national Station Travel Plan (STP) project. Working with Stoke City Council, we promoted a range of travel options to improve access and reduce traffic. The plan involved the promotion of sustainable modes of travel (such as walking, cycling, public transport, car clubs and car sharing) as alternatives to single-occupancy car use. Integrated transport – that’s what our plans at Stoke were all about. It’s jargon for looking at the whole journey, from your front door to the door you want to get to. We want people to make the bulk of that journey by train, and we want to make the whole journey easier and more sustainable. That’s why we’re taking practical actions such as working toward integrating the rail timetable with bus services, publishing walking routes, and promoting the use of secure cycle storage. Our partnership with Brompton Docks has proved successful, with docks located at Stoke-on- Trent and Manchester Piccadilly stations. We believe that electric cars will continue to expand and develop, and so we’ve got the ball rolling to install electric car sharing points to a number of our managed stations. There’s little point in having an electric car if there’s no where to charge it – don’t worry we’ve got it sussed! Once you’ve made your low carbon journey to our stations we want the rest of your journey to be one of ease and comfort. That’s why we’ve made access to stations, like Preston’s subway, easier; we’ve made our service information during disruption clearer and we’ve made improvements to lighting and security so you feel safer. All this is continually reviewed and transferred throughout the route. We will continue to work with interested parties, such as Local Authorities and the Department for Transport, to share ‘what’s worked and what hasn’t’ so policy makers and operators can learn the lessons from this approach. A PO SI TI VE Ex PE RI EN CE 8 9 The on-board experience We were the first train operating company to introduce Fairtrade drinks on all trains and at stations, and in 2009 we launched our sustainable First Class offer, featuring British produce as the cornerstone of the menu. We are uncompromising in our commitment to using free range poultry, eggs, outdoor reared meat and sustainable fish stock approved by the Marine Conservation Society. Our ethos has lead to recognition by Compassion in World Farming who have awarded us with their prestigious good Egg, good Chicken and good Pig awards, from the RSPCA with their good Business award and MIDAS (menu innovation & development awards) award for our innovative menu concept. Our catering supplier provides the food on all our trains as such they can have an important impact on sustainability. As part of our contract with them, we agreed a series of sustainability incentives, these included: • Reducing energy use • Reducing packaging waste and moving towards recyclable on board packaging • Providing healthy, seasonal products, that are environmentally and economically sustainable Our supplier also signed up to implement our Supplier Ethical Code of Conduct through their whole supply chain. We will continue to work closely with our supplier to ensure these factors are delivered sustainably and consistently. A safe and secure service Safety and security are absolute priorities for us. We publish an annual Safety Plan, available to all our people, which outlines our targets and commitments. This covers a wide range of areas where we have an opportunity (however small) to further improve our safety arrangements. We are extremely proud of our safety performance, which like all our performance, is rooted in the behaviour of our people. Our effort goes into maintaining a safe business. However, when incidents do happen, we properly investigate them and learn lessons to avoid repetition. Security Security is an important issue for both staff and customers. We have a ‘Violence at Work’ policy which focuses attention on security risks and how we control those risks. It also acts as a means of engaging all employees on issues of violence at work. Our Secure Car Parks programme is making station facilities safer for both employees and the public. All the stations and car parks we operate have been accredited under the relevant schemes. The risk of terrorism is an increasingly significant issue for all rail operators. We undertake routine reviews of security at all our stations and on board our trains to ensure our arrangements are working at an optimum level. 10 11 Climate change is possibly the greatest global issue we face. As with all companies we have a role to play. We want to make that role as big as we can, focussing on increasing our efficiency. Waste is an issue - our waste management is good, but there is always room to improve. We have a history of positive environmental innovation. We were the first train operator to introduce regenerative braking to the UK and to run bio fuel passenger trains in the UK. We will maintain the focus on innovation as we move forward. As with many companies though, we control a certain amount of our impact, but only influence other areas. One such area is diesel versus electrification. We support ATOC’s stance in pressing for electrification to be a priority. In the meantime, we continue to use our high speed tilting diesel trains to operate services which diverge from electrified routes and to supplement electric trains where needed to maintain performance. Energy and climate change generally speaking, trains are a lower carbon form of travel than cars or planes, though there are of course different footprints for different services. A successful service can help to reduce internal flights, traffic and carbon emissions. The launch of our high frequency service (we called it VHF) meant an extra 10 million seats a year. This could potentially help take an extra 1.3 million customers out of cars and planes every year, reducing the carbon footprint of the UK. The more recent work to extend our Pendolino electric fleet from nine to eleven carriages and the introduction of new Pendolino trains hugely increases our ability to carry many more customers. getting more people to use trains is great for the transport system within the UK, but it doesn’t mean we don’t have to continue working on reducing our environmental impact. Our main areas of energy use are moving, cooling, heating and lighting our trains; as well as providing lighting and heating in stations, depots and offices. Over the past three years, we have engaged with the British Standards Institute (BSI) and have successfully implemented a BS EN ISO:50001 Energy Management System. The success of this system has been verified through the accreditation to the prestigious BSI Kite-Mark Energy Reduction Verification award. We will continue to work with BSI as we integrate the 50001 requirements into the broader and more challenging BS EN ISO: 14001 Environmental Management System. EN VI RO N M EN TA LL y SU ST AI N AB LE 12 13 We pride ourselves on our people, and with good reason. Virgin Trains employees are the face and the ambassadors for the company. “ “ efficiency and reduce impact where possible, and were delighted that both have achieved the BS EN ISO:14001 Environment Management Standard, an acknowledged gold standard. This will help us as we work towards our own 14001 Environmental Management System. We haven’t left out the offices either. We have completed energy audits at our three main centres, in Birmingham, London, and Crewe. Typically, we identified several improvers including: • Ensuring the energy champion can monitor energy use to determine consumption patterns • Training a group of employees to use the building management control systems so that they can adjust the heating and ventilation • Engaging employees to ensure that lighting is switched off, heating turned down and monitors switched off Waste On trains and at stations Waste onboard the trains and at stations is another big and highly visible impact and is by far the largest part of our waste stream. That’s why we remain focused on tackling this area so can make the largest possible impact. We continue to work with and support Network Rail at their managed stations in ensuring that we can recycle as much of our on board waste as possible. This is achieved through cooperation between ourselves, cleaning contractors and Network Rail employees. At our own seventeen managed stations, we will continue to improve our rate of waste segregation with the ultimate aim of 100% diversion from landfill. In offices and depots There is an impressive level of awareness and enthusiasm amongst our employees on green issues, and in each of our offices, stations and depots we are actively engaging with front line teams to maintain this passion. Champions will be invited to share collective knowledge and experiences and will have the support and resources from the Safety & Environment team to establish new schemes. This programme, driven by empowered individuals, mirrors our wider strategy to enable action by those who can have the greatest impact. We’ve also been at work developing our communication arrangements to minimise the use of paper. We’re taking a fresh approach to reducing paperwork, for example by further trialling the use of hand held information devices, through which frontline colleagues will be able to access real time information, publications, training and access WiFi. We want to get to the position where minimising waste is the default option for everyone. On Trains We run two different types of fleet - electric class 390 Pendolino and class 221 diesel Super Voyager trains. The class 390 fleet is acknowledged to be efficient in part due to their regenerative braking (Pendolinos return around 17% of the energy they use to the national grid when they brake). We have worked hard to minimise the environmental impacts of our Super Voyagers exhaust emissions by derating engines, which improves engine shutdown procedures at terminating stations. Where we can make a major difference on both types of train is by encouraging more efficient driving. Many people think a train just stops or goes, but as with cars, the way a train is driven can have significant impact on how efficient it is. We piloted energy metering and have rolled out this metering across our class 390 fleet, and together with an extensive training programme, we can improve energy efficiency through better driving techniques. We will improve this saving on our Pendolino trains through a variety of other measures based on efficient use of lighting, heating and air conditioning, what we call Hotel energy. Projects include maximising the efficiency of the heating and air conditioning systems, switching reading lights to a default off position and fitting LED lighting. At Stations As well as our work piloting station travel plans at Stoke-on-Trent, we also commissioned an energy survey at all stations to identify short, medium and long term opportunities. We began monthly energy reporting and a station league table to encourage energy efficiency amongst front line team. Key to this is the appointment of site level energy champions to share best practice and the creation of a ‘bottom up’ approach to energy reduction, empowering people to make decisions where they can have an impact. We have developed an extra 4,000 parking spaces at 17 stations. As well as providing an important link in the chain of integrated transport, we are ensuring that the car parks themselves are as sustainable as possible. We have specified that designs include the re-use of materials, local sourcing and sustainable products where possible. Each of the multi-story sites (Stafford, Preston, Runcorn, Wigan, Birmingham and Rugby) include wind turbines to generate their own energy, at many locations lighting is controlled by photo-electric switches, meaning they come on when it’s dark and turn off when it’s light, to ensure efficient use only when required. In offices and depots 94% of the energy our trains use gets our customers where they want to go. However, some energy is used getting the trains to and from maintenance depots, and while they are at depots. Our depots are run by Alstom and Bombardier. We are working with them to improve 16 17 It’s the Virgin Way to focus on our people, product and partners and we intend to continue to deliver the best in the Railway. We will promote ‘Changing the Business for good’ which emphasises sustainable development, and is driven by our people and customers. People are the centre of change and the heart of our vision for the future. Through this approach, we are providing a platform for change that will be embedded in the culture of the business. We will continue to deliver face to face communication and provide opportunities for involvement, empowerment and engagement. In the workplace We pride ourselves on our people, and with good reason. Virgin Trains employees are not only who the customers see and have a relationship with, but they are the face and the ambassadors for the company. Engaging our people in how Virgin Trains changes and develops is a core part of our philosophy. We believe in an open and honest environment, and we positively encourage the views and opinions of all our people. We want to give all our people the tools to have more empowerment within the company, to engage them in making it even better. We want to not only play the game but change it for good! We encourage our people to engage in workshops to understand the importance of how our business impacts on society and the planet and how their behaviours make an impact. We believe innovation and improvement will be driven by these changes, through a culture where everyone can innovate, making Virgin Trains better, thus benefitting everyone. Benefiting the community Railways join communities. We give people the means to see their friends and families, to visit places, do business, go shopping. We want to offer this to all. Virgin Trains has led the industry in offering easily accessible, value-for-money tickets. We were the first to offer internet bookings, and have since developed our website to make purchasing even easier. We make our Advance fares available as soon as we have train times confirmed to us by Network Rail, usually around 12 weeks in advance. Benefiting the economy We passionately believe that rail transportation has a very positive impact on the UK economy. We provide reliable and frequent services to key commercial centres such as London, Manchester, Birmingham, glasgow, Liverpool, and Edinburgh as well as many regional towns and cities such as Wolverhampton, Stoke, Preston, Carlisle, and Holyhead. DR IV EN B y PE OP LE 18 19 Supporting charities As proud partners with CLIC Sargent from 2010 our people came together to raise £500,000 which has gone towards the care for children and young people with cancer and leukaemia. CLIC Sargent provide clinical, practical, financial and emotional support with the aim to help the whole family deal with the impact of cancer and its treatments. Although the partnership has ended we remain passionate about the work achieved by the charity. We support Virgin Unite’s aim of “giving cash, giving time and giving stuff”. This involves every Virgin Trains employee to undertake at least one action that will improve the social and environmental lives of others. This might include ‘giving cash’ through payroll giving and fundraising, ‘giving time’ through team builds and volunteering opportunities, and ‘giving stuff’ through donating items to charitable causes. We have also worked closely with the Princes Trust and Centro, where a group of individuals were selected through a specially designed recruitment event. The selected individuals have been given the opportunity to work within the Princes Trust and Centro to learn and develop new skills that will equip them for future employment. 20 21 ST AK EH OL DE R CO M M EN T Virgin Management (51% shareholder in Virgin Trains) “Virgin Trains provide a low-carbon method of transport that allows its customers to visit some of the most exciting cities in the UK. The extension to operate the West Coast Mainline until 2017 gives Virgin Trains a great opportunity to provide an innovative and customer focused service operating fast and sustainable trains. We support the targets to make Business as a Force for good, because that’s what we are all about.” Virgin Unite “Travelling by train is a low-carbon choice, and Virgin Trains make it easier for everyone to do that. Virgin Unite salutes Virgin Trains for achieving its 2012 goals to reduce its environmental footprint. Virgin Trains has greatly improved energy efficiency, reduced waste and ensured catering and other suppliers live up to Virgin’s high environmental standards. But why stop there Virgin Trains has set ambitious targets for the next four years. They will divert 100% of its waste from landfill and reduce energy consumption by 2.5% each year until 2017.” Stagecoach Group (49% shareholder in Virgin Trains) “growth and sustainability are at the heart of our strategy and our values. It’s right for our business, our customers, our people and our planet. Fairness, respect and a strong commitment to equal opportunities are central to our values and how we work. Our customers come first – and our focus is on new ideas and making things happen. We also believe in helping our people develop their skills and rewarding them for their performance. Every day, we help 3 million people lead more sustainable lives and we are working together to become even more efficient and cut our business impact on the environment. Stagecoach group set itself a set of five-year targets in 2008-09 to help drive improvement. Overall, the group was seeking a 3% reduction in fleet transport emissions per vehicle mile and an 8% absolute reduction in buildings emissions, with specific environmental targets for each of our businesses. The group achieved its targets 12 months ahead of schedule. Compared to the size of its global operations, Stagecoach group has cut the carbon impact of its business in the UK and North America by more than 20% in the past four years. To maintain the momentum of the group’s programme, work is now underway to develop a new five-year strategy. This will include benchmarking our performance against other companies, identifying further cost-effective energy-saving opportunities, continuing investment to support our drive to become an even greener business, and setting new 22 23 targets around carbon reduction and water consumption. We are a major employer in communities in the UK and North America, sustaining 35,000 direct jobs and also supporting thousands more through our supply chain. Stagecoach and its employees pay the UK government over £300 million a year in payroll and business taxes. By attracting more people to public transport, we help fund public services. For many years the group has invested between 0.5% and 1% of its profits in good causes. While we are getting a lot right, we also know we have more to learn and further improvements to make. We are committed to working in partnership with our customers and other stakeholders on our journey to become a more responsible, sustainable and successful business.“ 24 25 How we manage sustainable development We are working toward gaining BS EN ISO 14001 Environmental Management accreditation, which means the Environmental Manager working with top management all the way up to the front line. A new and improved green Champion Working group enables regular communication from across the business to achieve green targets and get engagement from our passionate people. We engage actively with our stakeholders both internally, through initiatives like our green Champions Working group, and externally in the rail sector. We are on RSSB’s Sustainable Development Steering group and are active members of the ATOC Sustainability Forum. Top management engagement Community engagement BSI ISO 14001 Front line engagement External stakeholder engagement (e.g. Virgin Unite, RSSB, ATOC) Environmental Manager Published by West Coast Trains Limited, a subsidiary of the Virgin Rail Group Limited. Registered in England No. 3007940. Registered office: The Battleship Building, 176 Harrow Road, W2 6NB. Head Office: 85 Smallbrook Queensway, Birmingham, B5 4HA Poduced byVirgin Trains Environment And Sustainability Working Group artwork courtesy of the Virgin Trains Brand Team </p>
