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Strategic objectives

Our overall strategy is to leverage our scale and the breadth of our global expertise for the benefit of our local markets. We aim to execute our strategy in our markets by focusing our experience and energy at key points in the transport service value chain, which we recognise in our five strategic objectives:

Our five strategic objectives:

  • Focused and disciplined bidding in our contract businesses – Approximately half of our revenues are derived from around 1,400 contracts competitively procured on behalf of passengers by government bodies and other parties. Formulating innovative and attractive bids with appropriate levels of risk and managing the delivery of our commitments in a range of constantly changing circumstances is a core strength of the Group.
  • Driving growth through attractive commercial propositions in our passenger revenue businesses – Our other main source of revenue is directly from our passengers, who represent a broad demographic mix and use our services for a variety of business, commuting, social and recreational reasons. Understanding and responding to their changing needs locally is therefore critical to our success. A key part of our strategy is to use technology to innovate for our customers in the areas of ticketing, real-time information and to enhance our ability to offer value for money.
  • Continuous improvement in operating and financial performance – Our goal is to operate reliable, convenient and safe transport services on comfortable vehicles staffed by helpful and qualified employees, every day, in all weathers, and despite sharing increasingly congested road and rail infrastructure with other users. To do so we must constantly reinforce standards and seek out best practice from across the Group and beyond. We bring the same focus on discipline and continuous improvement to our financial performance to ensure efficient use of our resources and best value for our customers.
  • Prudent investment in our fleets, systems and people – To continue to deliver over the longer term, using the considerable cash generated from operating activities to reinvest appropriately in our key assets is vital. Our most important assets are our people – we invest substantial sums in supporting and developing our employees, and recently have enhanced our recruitment processes in response to shifts in employment markets. The more than 50,000 vehicles we own across the Group are our most significant capital assets, which we must invest in to offer the reliability and comfort our customers want. We also invest in our systems and processes to support our other strategic objectives.
  • Maintaining responsible partnerships with our customers and communities – By its nature, the transport industry involves the risk of injury to passengers, employees and third parties, which is why it is central to our culture to keep safety front of mind. We aim to build long term, responsible partnerships with our customers and communities, including by managing our impact on the environment. Ultimately the sustainability of our business is tightly entwined with the aspirations, opportunities and success of our customers and communities.