Staff Report #16
April 27, 2026
To All Commissioners
Re: Draft 2025 Annual Report
Recommendation
That the Commission:
- APPROVE the Draft 2025 Annual Report, attached as Enclosure I; and
- DIRECT administration forward the approved 2025 Annual Report to Municipal Council for its review and consideration.
Background
The Draft 2025 Annual Report, as set out in Enclosure I, is being presented for Commission review and approval. Subsequent to Commission approval, the final Annual Report will be presented to Municipal Council via the Strategic Priorities and Policy Committee for their review and consideration.
The London Transit Business Plan sets the direction respecting the development of London Transit as an organization and the services it delivers. The Business Plan process, as depicted below serves as the basis for accountability and transparency.
In the 2024-2027 Business Plan, London Transit is defined by its vision which is striving to be a trusted and valued mobility choice for Londoners. The vision is supported by the mission statement which is Moving Londoners with an accessible, reliable and affordable service. The vision and mission are supported by five strategic directions:
- Customer-Focused – be a customer centered organization providing an integrated, affordable, and accessible transportation system
- Employee-Focused – be an engaged, diverse, and respectful workplace
- Fiscal Accountability – demonstrate fiscal accountability amid competing needs and objectives
- Transparency – foster a culture of transparency, openness, and mutual understanding
- Sustainability – sustainable and efficient use of infrastructure
Consistent with the Business Planning Process, each year an annual report is completed and shared publicly. The report provides an overview of how the LTC performed against each of the strategic outcomes identified in the Business Plan.
While the details set out in the Annual Report (see Enclosure I) indicate that work program initiatives were completed within expected timeframes, improvements to service levels were limited to the resources available within the approved operating budget. Customer satisfaction with respect to service improvements varies significantly between the conventional and specialized services. The 18,000 hours of conventional service improvements represented a 2.5% increase in service over 2024 levels. While adjustments in the 2025 service plan were made to the routes experiencing the most significant issues relating to on-time performance and crowding, the available hours were not adequate to address the issues system-wide, and as such, customers continued to express dissatisfaction with on-time performance of the service post changes, with the overall satisfaction rating for the service being 68% in the 2025 Voice of the Customer survey.
The 10,000 hours of specialized service improvements represented a 6.0% increase in service over 2024 levels. These improvements coupled with the replacement of the booking system completed in 2025 which included a customer portal providing the ability to request trips online and manage trips without the need to call a booking agent (noting telephone bookings also continue to be an option). The new system also provides for live trip notification reminders for customers via the method of their choice (phone, email, text). The overall satisfaction rating for the specialized service in the 2025 Voice of the Customer survey was 96%.
2025 also saw the completion and approval of the 2026-2030 Accessibility Plan, which includes accessibility initiatives relating to both the conventional and specialized services based on stakeholder feedback collected via survey and public consultation sessions. Initiatives included in the Accessibility Plan will be scheduled and reported on as part of the annual Work Program process.
In closing, 2025 saw good progress on each of the strategic objectives outlined in the 2024-2027 Business Plan consistent with the 2025 Work Program, many of which are integral to the transformational projects that are currently underway including the launch of the rapid transit corridors scheduled for 2027 (East Leg) and 2028 (South Leg).
Enclosure
Recommended by:
Mike Gregor, Director of Finance
Katie Burns, Director of Planning
Joanne Galloway, Director of Human Resources
Craig Morneau, Director of Fleet & Facilities
Shawn Wilson, Director of Operations – Specialized
David Butler, Director of Operations – Conventional
Concurred in by:
Kelly S. Paleczny, General Manager