People and partnerships

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TfL is only as good as the people who work for it and with it. This was starkly apparent on July 7 when TfL's staff and those of its contractors responded immediately and unhesitatingly to the terrorist attacks. The July 7 response was only one example of the importance of TfL's frontline staff to the successful operation of its business. The outcome of the Spending Review (SR2004) funding bid - supported by key external stakeholders - demonstrated the crucial importance of working together with a range of London partners.

TfL people

'People are our business. Investing in our people is every bit as important as investing in buses, trains or stations.'
Maggie Bellis, Managing Director, Group Services

TfL's success depends on the excellence of its 19,400 employees and those employed by its partners and contractors. Whether at an Underground station, on a bus or providing advice and information by phone, these staff are at the heart of TfL's business. Having the right people is not only essential to the continuing improvements in TfL's bus, Tube and train services, it is also key to delivering the investments necessary for a transport system fit for the 21st century.

At the heart of TfL's approach is its strategic focus on human resources. This is integral to the cultural, process and business integration of TfL as a whole. This positions TfL to ensure it attracts, retains and rewards the right people: people who work in an organisation which has the right structures and people policies, ready to approach challenges such as preparation for the 2012 Olympics.

HR Services is a good example of the practical differences the new HR function is making to the business. This 'one stop shop' went live in January 2005, developed and delivered in 12 months - from design to implementation - and is delivering efficiencies and best practice more often seen in the private sector.

Diversity, equality and inclusion

TfL is proud of progress made in equality and inclusion, providing better services and increasing workforce diversity. Thirty two per cent of the workforce is from London's black and minority ethnic communities, well above the 25 per cent target that reflects London's demographic make-up. People from minority ethnic backgrounds are less well represented at senior management level. The aim is to double representation in senior management from seven to 14 per cent by 2008. TfL has worked hard to increase the numbers of women employees, particularly at operational level. At 21 per cent of the workforce, this was up on 2003/04 but below the 25.4 per cent target.

Together with the bus contractors and the Transport & General Workers Union, TfL is working to increase the number of women in the bus
industry, running special women's open days, developing best practice guidelines and monitoring recruitment and retention figures for each of the bus companies. London Underground succeeded in raising the numbers of women train operators from 2.6 per cent in 2002 to 6.6 per cent in 2004. LU also continues its Managing Diversity Competence Programme, key to its efforts to end harassment and ensure fair opportunities for all.

TfL plans to increase the number of disabled people in its workforce over the next three years. The current figure of 244 disabled people equates to 1.4 per cent and is unacceptable. A high rate of change is needed and TfL intends to achieve a rate of 4 per cent by 2008. These targets are ambitious but achievable. They are also necessary in ensuring that TfL meets the Mayor's objectives for equality and inclusion throughout GLA workforces.

Health and safety

Major injury rates for TfL Corporate, Rail and London Underground were below 65 per 100,000 employees, significantly lower than the average of 239 for the UK transport sector. Surface Transport, with 225 major injuries per 100,000, was also below the UK average. TfL deeply regrets that a member of London Buses staff died of natural causes as a result of medical complications following an injury sustained at work. This is the first employee fatality since TfL was established in 2000. Physical assaults on LU staff dropped 8 per cent but concern remains as verbal abuse rose steadily.

TfL is committed to improving staff health, reducing the number of days staff are absent for illness. Overall average sickness absence per staff member rose slightly to 12 days a year. The main causes were stress-related, colds and influenza and musculoskeletal injuries. TfL's 5 Year Occupational Health Plan addresses stress and musculoskeletal injuries as a priority. The Health Plan used on the Underground meant that stress-related absences fell by 5 per cent and
musculoskeletal-related absences dropped by 4 per cent.

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General Counsel directorate

There were major changes to the General Counsel directorate during the year. The Legal department was restructured and an Information Access and Compliance team was established to meet the requirements of the Freedom of Information Act. The directorate includes Legal, the Company Secretariat, Group Health, Safety and Environment, Internal Audit and the Information Access and Compliance team. Staff within General Counsel are responsible for the key processes providing assurance for the Board and the Commissioner, as well as acting as key advisors to support the whole of the TfL Group.

Transport for London Board

The TfL Board is made up of individuals with a broad range of experience in areas such as transport, finance, government and trade unions as well as an interest in transport for women and those individuals with mobility problems. The Board and its Committees play a key role in the strategic development of TfL as well as in monitoring its performance.

Working in partnership

'TfL's pro-active spirit of partnership and joint working is particularly encouraging. It contributes to the future success of achieving joint authority objectives for the improvement of transport in the borough.'
Chris Hamshar, Head of Highways and Transport, Royal Borough of Kingston upon Thames

The achievements set out in this Annual Report would not have come about from TfL working on its own. Delivery of the transport network London needs and deserves depends on a close working relationship between TfL and London's boroughs, businesses, voluntary organisations and local communities.

TfL continued to develop its positive partnership with London's boroughs during 2004/05. The boroughs are statutory local planning and highway authorities, so they are particularly important for successful delivery, whether installing new bus lanes on borough roads, developing transport to support major developments such as Stratford City or discussing London's strategic challenges.

High-level engagement continued with the Commissioner's and Chief Officers' programme of visits to individual boroughs. This programme will be on-going in 2005/06. The Commissioner also met regularly with borough Chief Executives and officers of the Association of London Government Transport and Environment Committee (ALG/TEC).

There was regular engagement at a senior level between TfL and London's business community through the London Business Board, London CBI, London First and the London Chamber of Commerce and Industry. Good working relationships continued with user organisations such as the London Transport Users Committee (LTUC) and voluntary and community bodies.

TfL also engaged directly with local communities through consultation and dialogue on projects and programmes, including the West London Tram, Greenwich Waterfront Transit and the westward extension of the central London Congestion Charging Scheme.

The importance of positive working with TfL's stakeholders was clearly demonstrated by the outcome of SR2004. TfL's bid for additional resources was strongly supported by boroughs, business and voluntary organisations. The fact that London was so united behind the case for funding to improve London's transport system was a crucial factor in the successful outcome of TfL's bid.