Passenger Transport: November 3, 2023

FO EV RT ER NI Y GH T

ISSUE 300 3 NOVEMBER 2023

NEWS, VIEWS AND ANALYSIS FOR A SECTOR ON THE MOVE

Bee Network journeys rose 8% in first month

One month after bus franchising began, Transport for Greater Manchester is reporting passenger growth, increased revenue and improved punctuality A month on from the launch of the Bee Network, Transport for Greater Manchester has revealed that the newly franchised bus services are operating at a level at least the same or better than deregulated services - and passenger numbers are up 8%.

On September 24, Greater Manchester became the first area to start taking control of bus services since deregulation in 1986. The transition - literally overnight - in Bolton, Wigan and parts of Salford and Bury, saw new ticket machines and software installed on hundreds of buses, as well as the transfer of around 1,000 drivers. It also ushered in

earlier and later, more frequent and better integrated bus services, cheaper multi-modal fares and 50 new electric buses.

Given the scale of change, the first few days brought operational challenges as the new arrangements bedded in, but TfGM has worked closely with the operators to resolve issues.

Patronage has grown steadily, with the number of passengers

“There are already so many benefits to franchising” Andy Burnham

being carried on Bee Network buses up by 8% each weekday.

Money generated from fares is also above forecast by between 10% and 15%. Bus punctuality has risen from 70.7% to 74.4%.

Mayor of Greater Manchester Andy Burnham said: “There are already so many benefits to franchising. We brought in the £2 cap; we have earlier, later and more frequent bus services; the quality of our buses has improved; they are now integrated through multi-modal, cheaper ticketing with our Metrolink tram system; and passengers have a voice that will be listened to.”

CONTINUED ON PAGE 11

NEWS

New owners pledge to back Arriva growth

04

I Squared Capital will buy UK-based group

NET ZERO

Lumo is ‘22 times greener than flying’

14

Train operator reveals carbon impact data

INNOVATION & TECH

Council takes a data-driven look at buses

17

East Riding will use CitySwift’s platform

COMMENT

Reform fares before ticket office changes

18

Norman Baker’s view on government u-turn

COMMENT

Leadership and poor morale ADL’S ELECTRIC VISION Paul Davies, president and managing director of Alexander Dennis, spoke at this week’s launch in Farnborough of two new electric buses engineered entirely in-house. See pages 12-13 for the full story

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20

Alex Warner says it comes from the top

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CONTENTS

PASSENGER TRANSPORT PO Box 5496, Westbury BA13 9BX 020 3950 8000 editorial@passengertransport.co.uk

Franchising - is it better to go with the flow?

Taking back control of bus services in one of the UK’s largest city regions was never going to be achieved without hiccups. It’s no surprise that the overnight transfer of bus services from one bus operator to another one, and the start Robert Jack of a new franchising system, saw operational Managing Editor difficulties. Lessons will need to be learned as Greater Manchester takes control of the rest of the region’s buses, in two phases, and other parts of the UK will be watching closely.

However, one month after the launch of the Bee Network, the signs are positive - patronage is up, revenue is ahead of expections and punctuality has improved. Meanwhile, to make up for its decision to deprive the North of high speed trains, the government has re-asserted its commitment to improving the region’s buses.

After almost four decades, deregulation has been reversed. The tide has turned, and the question now is how far will it rise. It looks certain to reach Merseyside and likely to reach West Yorkshire (despite the efforts of bus operators to provide a compelling partnership-based alternative). Wales and Scotland are making plans, with McGill’s, Scotland’s largest privately-owned bus group, angrily rebuking Greater Manchester mayor Andy Burnham for advising the Scottish Government. However, a growing number of operators now believe that what they lose from franchising will be offset by long-term gains. It’s easier to swim with the tide than against it.

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IN THIS ISSUE 16

STRATEGY FOR SEAMLESS JOURNEYS

22

A CURIOUS SHIFT IN TRANSPORT POLICY

24

EXTRACTING NEW UK OIL- A GOOD IDEA?

25

NOBODY COMES OUT SMELLING OF ROSES

Transport for the North has launched its Connected Mobility Strategy for the North, aimed at supporting simple and seamless journeys for the region. It will enable TfN and its partners to collaborate on improving passenger experience.

ORGANISATION

PAGE

Alexander Dennis 1, 12-13 Arriva 4 Arriva Cymru 11 Bee Network 1, 11 Best for West Yorkshire 6 Campaign for Better Transport 4 County Councils Network 6 CPT (UK) 9 Deutsche Bahn 4 East Yorkshire Buses 7 Elizabeth Line 9 First Glasgow 15 FirstGroup 14 First Norwich 15 Hull City Council 7 I Squared Capital 4 Kleanbus 15 London Underground 9 Lothian Buses 15 Lumo 14 Luxfer Gas Cylinders 15 McGill’s Bus Group 7 Mellor 12-13 Metrolink 11 National Express 6 Network North 5 Ricardo 15 ScotRail 15 Stagecoach East 6 Stagecoach Hull 7 Stagecoach North East 15 TransPennine Express 8, 14 Transport Focus 4 Transport for Greater Manchester 1, 11 Transport for London 9 Transport for Wales 10 Transport Scotland 7 Wrightbus 15

The government has announced an end to the so-called war on the motorist, but its plans raise questions for passenger transport. “The simple fact remains that cars are an inefficient use of finite road space,” notes Nick Richardson.

Oil Market Report: If the Rosebank Oil Field needs to go ahead, then so be it, but it won’t help Britain’s energy security and it shouldn’t be subsidised, says James Spencer.

“Great Britain does not own the oil that is extracted in its waters,” he adds.

Great Minster Grumbles: Our Whitehall insider imagines what’s going on inside the minds of the mandarins at Great Minster House, home of the DfT. As the fallout from HS2 continues, questions are being asked about how costs increased exponentially.

REGULARS NEWS NET ZERO INNOVATION & TECH COMMENT GRUMBLES CAREERS DIVERSIONS

04 14 16 18 25 26 28

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NEWS ROUND-UP

New owners pledge to support Arriva growth Arriva CEO says deal ‘will deliver significant benefits’ ACQUISITIONS

Deutsche Bahn has agreed the sale of Arriva Group to I Squared Capital, the global infrastructure investment manager.

The transaction, which includes all of Arriva’s operating businesses across 10 European markets, is expected to complete in 2024, subject to the customary closing conditions. This includes the approval of the DB Supervisory Board and Germany’s federal ministry for digital and transport.

Deutsche Bahn acquired Arriva in 2010 but later announced its intention to sell the UK-based group to enable additional growth in rail transport in Germany and allow it to focus its resources on its core business.

Over the past few years, DB has worked with Arriva to stabilise its business after the Covid impact and to focus the group’s sustainable growth strategy on relevant markets. The sale of non-core markets, including Arriva Sweden and Portugal in 2022 and Arriva

TICKET OFFICE PLANS SCRAPPED Campaigners welcome ‘sensible decision’ TICKET OFFICES

Following around 750,000 responses on plans to close rail ticket offices nationwide, the transport secretary, Mark Harper, this week asked train operators to drop the proposals.

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Gautam Bhandari, I Squared Capital

zero operations and the decarbonisation of its fleet aligns with our strategy to develop and scale assets with technologies that accelerate the energy transition, as well as providing cleaner air in cities and towns ... We are excited to work with Arriva and we will invest to support its future growth as a major European bus and rail operator.”

Mike Cooper, CEO of Arriva Group, said: “We want to see a future where people choose to leave their car at home, a future with less traffic congestion and cleaner air. This transaction marks an exciting next stage for us, and will deliver significant benefits for our colleagues, our passengers and the many passenger transport authorities we partner with across Europe, enabling us to play our role in delivering a better future.

“I Squared has an established track record of supporting companies which provide essential services, and of investing in the energy transition. We are delighted that they have committed to provide Arriva with long-term capital for investment in innovation across our services, our assets, and our people.

“We’re confident that Arriva and I Squared together can play a vital role in delivering innovative and sustainable public transport offerings across Europe.”

to the consultation and in-depth discussions with train companies.

Transport Focus had decided to object to the proposals.

“Some train companies were unable to convince us about their ability to sell a full range of tickets, handle cash payments and avoid excessive queues at ticket machines,” said Transport Focus chief executive Anthony Smith.“Passengers must be confident they can get help when needed and buy the right ticket in

unpopular and the consultation has rightly highlighted the large number of flaws in the plans.

“This announcement echoes the findings of our Fare Future report, which has also been published today, and recommends that no ticket office closures go ahead until fares and ticketing have been simplified and passengers have confidence they are being sold the best value ticket for their journey.”

NORMAN BAKER: PAGE 18

Serbia, Denmark and Poland (Bus) was completed this year.

Dr Levin Holle, member of the management board for finance and logistics and CFO of Deutsche Bahn said that Arriva has good prospects for sustainable growth as market liberalisation in Europe progresses, but the strategic goal of DB is to make record level investments in environmentallyfriendly rail, its core business.

He commented: “The sale to I Squared will give Arriva new options to support its growth potential, for example for the future electrification of European fleets. For us, the agreed sale is an important step to focus even more on additional growth in rail transport in Germany.”

I Squared has extensive experience in providing essential infrastructure, including transport, logistics, energy, utilities, and digital infrastructure around

the world. The firm is already is an investor in transport and logistics and in decarbonisation technologies, and invests significant capital in companies to support their transition to sustainable modern public utilities.

Examples of I Squared’s prior investments include TIP Group, the freight services specialist, where it has invested significantly in fleet transformation, Aggreko, the Glasgow-based global energy solutions company, and renewables and energy transition companies Conrad Energy and Energia.

“Transport accounts for around one-fifth of global CO2 emissions.

Three-quarters of this is from road transport, and a greener public transport sector is critical to the shift to lower-carbon infrastructure,” said Gautam Bhandari, global CIO and managing partner of I Squared.

“Arriva’s strategy for net

“We are excited to work with Arriva and we will invest to support its growth as a major European bus and rail operator” time for the right train.”

Transport Focus is supportive of the principle of redeploying staff from ticket offices to improve the overall offer to the passenger. It will continue to work with the train companies to help them resolve the issues raised by passengers during this process.

Commenting on the government’s decision to scrap the plans, Norman Baker from Campaign for Better Transport said: “This is a sensible decision. These proposals were widely

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01/11/2023 15:55

Nobody comes out smelling of roses. Page 25

HS2 cancellation to fund bus improvements £150m allocated for 2024/25 with promise of more to come FUNDING

In a move aimed at bolstering bus services in the Midlands and North of England following the cancellation of the second phase of HS2, transport secretary Mark Harper has unveiled a £150m Bus Service Improvement Plan funding allocation for 2024/25.

The cash is the first allocation of a £1bn investment into bus services across the North and Midlands as part of the Network North Plan and it has been confirmed that further allocations will be disclosed in due course.

The government added the funding, which it claims could support up to 25 million miles of new bus services across the North and Midlands, has only been made possible “thanks to this government making the right long-term decisions for a brighter future”.

“The reallocation of HS2 funding as part of Network North ensures that we can deliver our new £36bn plan to improve the daily transport connections that matter most to people, benefitting more people, in more places, more quickly,” it added.

Prime minister Rishi Sunak emphasised that this announcement signifies the start of the Network North plan that would include substantial support for buses. “We’re backing buses with one of the biggest ever support packages and keeping bus fares down to ensure the country’s favourite mode of transport remains affordable for millions of www.passengertransport.co.uk

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people,” he added.

Notably, the top two critics of HS2’s second-phase cancellation, metro mayors Andy Street and Andy Burnham, have secured the highest funding allocations for their respective combined authorities. In the West Midlands, Street is set to receive £16.6m, slightly ahead of Burnham in Greater Manchester, which is slated to receive £16.3m.

Other combined authorities are also set to benefit, with West Yorkshire receiving £13.4m and the soon-to-merge North East and North of Tyne combined authorities jointly receiving £11.2m. Liverpool City Region has been allocated £8.8m, and South

Yorkshire will receive £7.8m. The Tees Valley Combined Authority is earmarked to receive £3.9m.

Harper explained: “We are providing this funding directly to local authorities, empowering them to collaborate with bus operators to determine how best to utilise it, ensuring the delivery of improved services tailored to each local area’s needs. This new funding can be applied to reintroduce evening services to support the night-time economy, establish more affordable fares through ticket price caps, enhance service frequency, reducing passenger wait times, or introduce new routes.”

Meanwhile, the transport

secretary has announced extended financial support for community transport operators, who were previously granted the same level of Bus Service Operator Grant (BSOG) as they received prepandemic, irrespective of their actual service levels. This support will continue with an increase in their Bus Service Operator Grant claims by 60%. Eligible operators can access this support from July 1, 2023, through the end of March 2025, matching the timeline of the BSOG+ support scheme.

“This enhanced funding comes as part of the government’s nearly £260m annual BSOG to support bus services in England outside of London,” added Harper.

“Taken together, this is one of the biggest ever packages of support for buses and bus users we have put in place - vital support for our most used public transport.”

INDICATIVE ALLOCATIONS FOR LTAS TO DELIVER BSIPS COVERING 2024/25 REVENUE LTA FUNDING West Midlands Combined Authority £16,604,000 Greater Manchester Combined Authority £16,309,000 West Yorkshire Combined Authority £13,373,000 North East CA and North of Tyne CA* £11,202,000 Liverpool City Region Combined Authority £8,825,000 South Yorkshire Mayoral Combined Authority £7,820,000 Lancashire County Council £7,025,000 Staffordshire County Council £4,982,000 Nottinghamshire County Council* £4,691,000 Derbyshire County Council* £4,519,000 Lincolnshire County Council £4,370,000 Leicestershire County Council £4,051,000 Tees Valley Combined Authority £3,851,000 North Yorkshire Council* £3,500,000 Worcestershire County Council £3,433,000 Warwickshire County Council £3,394,000 West Northamptonshire Council £2,421,000 Cheshire East Council £2,268,000 Leicester City Council £2,096,000 North Northamptonshire Council £2,045,000 Cheshire West and Chester Council £2,031,000 East Riding of Yorkshire Council £1,946,000

LTA Nottingham City Council* Shropshire Council Cumberland Council* Hull City Council Derby City Council* Stoke-on-Trent City Council Westmorland and Furness Council* Warrington Borough Council City of York Council* Herefordshire Council Telford and Wrekin Council North Lincolnshire Council North East Lincolnshire Council Blackburn with Darwen Borough Council Blackpool Council Rutland County Council

REVENUE FUNDING £1,840,000 £1,840,000 £1,554,000 £1,519,000 £1,486,000 £1,469,000 £1,289,000 £1,200,000 £1,153,000 £1,064,000 £1,055,000 £965,000 £893,000 £880,000 £802,000 £233,000

* After the merger of North East and North of Tyne CAs into a mayoral combined authority, and the creation of mayoral combined authorities in the East Midlands, York, and North Yorkshire, future funding will be assigned to their respective successor combined authorities.

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NEWS ROUND-UP

95% of DRT schemes operating at a loss County Councils Network calls for more bus funding DRT

A survey of England’s largest rural councils has found that three in four of them are introducing Demand Responsive Transport (DRT) services to compensate for the diminishing traditional bus services. However, 95% of these services are currently operating at a financial loss.

The County Councils Network (CCN) conducted a study involving 37 councils, with 24 providing responses. Of these, 16 reported that they operate DRT services, with almost half of them running up to five different DRT services in their regions, while 20% manage more than five services. A smaller 15% of

OPERATOR SEEKS COMMUNICATION Stagecoach East blasts developer for roadworks DISRUPTION

Bus operator Stagecoach East has reiterated the need for improved communication and collaborative planning of roadworks. It follows the installation of temporary traffic lights at the Cherry Hinton Road roundabout in Cambridge for a four-day period last month.

David Boden, Stagecoach East business development director, expressed frustration over the lack of advance notice or discussion, despite previous efforts to establish communication, including sharing his contact details with the developer of a new housing development 06 | 3 November 2023 PT300p06-07.indd 6

authorities are operating over ten DRT services.

The annual number of journeys taken on these networks varies, with the highest reaching 300,000 in one county, followed by 98,000 in another, and 71,000 in yet another location. In contrast, the lowest number of yearly journeys in one county was just under 2,000.

Despite DRT services bridging the gap in areas where mainstream bus services have significantly declined, their high operational costs have led to all councils reporting a loss in this sector. Specifically, 95% of councils respoonding said that their DRT services are running at a loss, with only one council reporting a mixture of profit and loss. Consequently, just 16% of councils believe their DRT

linked to the disruption. Boden only became aware of the planned roadworks when a flyer was delivered to his own home.

“Cherry Hinton Road is served by our Service 1, the busiest bus service in Cambridge with over 150,000 passengers per month,” said Boden. “Any disruption to that service, however slight, means that we cannot offer the punctual level of service that our customers deserve, especially when we operate at least 98% of our scheduled mileage.

“Recently, unplanned road works and congestion have led us to have to cut the frequency on the 1 Service from every 10 mins to every 12.”

He urged the developer to take a more proactive approach in involving Stagecoach East to ensure the smooth operation of services.

services are financially sustainable in the long term, 25% consider them unsustainable, leaving 63% uncertain about their viability.

With 88% of councils highlighting the importance of long-term funding for sustainability, the CCN is urging the government to allocate fresh funding for rural bus services.

“While this survey shows DRT services play an increasingly important role, they are there to complement existing bus services - not a substitute for them,” said Stephen-Giles Medhurst, transport spokesperson for the CCN. “With councils facing unprecedented financial pressures, sustainable investment from government in traditional bus services remains the priority in ensuring a comprehensive local transport network.”

OPERATORS SET OUT PARTNERSHIP

Alternative to West Yorkshire franchising plans REGULATION

Bus operators in West Yorkshire have laid out a partnership-based alternative to plans set out by mayor Tracy Brabin to franchise the local bus network.

The Best for West Yorkshire campaign sets out the case for an Enhanced Partnership Plus (EP+), which operators are confident will deliver benefits for customers including accelerating public control without the burden and financial risk of a franchise model.

The move aims to build on existing partnership efforts in the region that have already delivered a number of

IN BRIEF ASYLUM SEEKERS FREE TRAVEL Scotland’s next budget will allocate £2m to progress free bus travel for asylum seekers, building on a commitment made in the 2022-2023 Programme for Government. The Scottish Government aims to explore options for offering free bus travel to asylum seekers, refugees, and displaced individuals from Ukraine. At present one-third of asylum seekers in Scotland are potentially eligible for various National Concessionary Travel Schemes.

MORE AIRPORT LINKS National Express has launched a new route connecting Peterborough, Cambridge, Luton, and Heathrow Airport. This service will offer up to six daily journeys. Earlier this year, National Express launched another service connecting Peterborough, Cambridge and Stansted Airport.

improvements to the local network.

EP+ would see the network controlled through a Network Management Group, overseen by WYCA. It will deliver all the benefits of Bus Reform: a better bus network, including improved reliability, more frequent services, simpler ticketing, unified customer service and electrification of the fleet.

Operators claim it would provide immediate improvements to bus services, whereas Brabin’s preferred franchising route would not come into operation until 2027 at the earliest. The operators’ option also ensures there is less financial risk to West Yorkshire’s public purse.

“We recognise there needs to be reform and firmly believe we can go faster to bring about change,” said a spokesperson. www.passengertransport.co.uk

01/11/2023 15:56

“I suggest Burnham works on his Labour leadership campaign and keeps his nose out of the Scottish bus industry”Sandy Easdale

McGill’s owners blast Burnham ‘interference’ Sandy Easdale warns of court action over any franchising move

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Local bus operator blasts decision to slash priority BUS PRIORITY

REGULATION

Scottish ministers have been warned that any increase in public control over buses in Scotland could lead to a courtroom fight.

Scotland’s biggest private bus operator McGill’s issued the warning after it was confirmed that ministers are talking to officials in Greater Manchester and other areas about the future of local bus services.

It followed the news that Greater Manchester mayor Andy Burnham had approached ministers in Scotland following the launch of the first phase of the Bee Network in September. He is understood to have lobbied the Scottish Government about the benefits of bus franchising.

Transport Scotland confirmed ongoing discussions with Greater Manchester and other English local authorities as they develop legislation for partnership working and franchising. Last month, regulations were enacted in the Scottish Parliament, granting local transport authorities more options to enhance bus services.

However, Sandy Easdale, co-owner of McGill’s Bus Group, contested Burnham’s intervention and highlighted what he claimed were “the dire financial dynamics we are facing in Scotland”.

He continued: “I will fight this tooth and nail in the courts. This would be nothing more than business confiscation. I suggest Burnham works on his Labour leadership campaign south of the

HULL BUS LANES TO RETURN TO PEAK TIMES ONLY

Andy Burnham is advising Scottish ministers on franchising

border and keeps his nose out of the Scottish bus industry of which he is totally ignorant.”

McGill’s chairman, James Easdale, added: “Burnham wanted London-style control and London-style bus services.

Unfortunately, he wasn’t willing or brave enough to impose Londonstyle decisions upon his voters.

Things like ULEZ, congestion charges, parking regulations, bus priority levels and more are all in place in London to suppress car use and create road space for the system to function. There is a political cost to pay for that and Burnham wasn’t willing to risk it.

“A better result would have been achieved by allowing the operators to plan it and for his administration to sign it off.

Instead, he started from scratch with an inexperienced team and the people of Manchester will be paying for the mess for many years to come.”

McGill’s chief executive Ralph Roberts also highlighted what he perceived were significant challenges in Greater Manchester with the first phase of the Bee

Network, including a large TUPE transfer of drivers when there was already a driver shortage. He pointed out that the tenders did not address terms and conditions and claimed that the period leading up to the launch witnessed driver poaching, but once the network went live many drivers returned to their former employers.

“Poor planning saw the 50 new electric buses initially being charged by generators,” said Roberts. “Vehicles were swapped around between companies like the drivers. Vehicle condition wasn’t uniform, and unreliability caused issues. Not enough pre-auditing and condition monitoring took place. There was lots of inexperience at play.”

Sandy Easdale concluded: “The lesson in all of this is that if control of the services which are already in place is the end game the government needs to work with the industry rather than make an enemy of us.We know what we’re doing and can save them money with a lot less pain in the process.”

Hull City Council has approved plans to restrict bus lane enforcement to peak hours. In 2020, the previous Labour administration had implemented all-day bus lanes to alleviate traffic congestion.

However, this move faced criticism from some road users who believed it exacerbated traffic issues.

Mike Ross, the Liberal Democrat leader of the council, said the decision balances the needs of all members of the travelling public.

“The public wanted to see the bus lanes revert back to peak hours only [and] we want people to get around the city safely whether they go by car, bus, or bike,” he said.

“Today’s decision demonstrates the council’s commitment to addressing traffic issues and congestion, while continuing to support residents to make active travel choices... and a wider ambition to invest in more off-road cycle facilities.”

However, bus operators said they were disappointed by the decision.

In a letter to Ross ahead of the decision, Ben Gilligan, managing director of East Yorkshire Buses, said both his company and Stagecoach Hull had provided strong evidence that demonstrated all-day bus lanes have had a clear impact on reducing journey times.

“I am also disappointed about the lack of engagement by members with bus operators on this issue,” added Gilligan. “I feel there has been very little desire to understand the impact of this decision on our colleagues and customers, many of whom are Hull residents and who will be directly impacted by slower and less reliable journey times.”

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NEWS ROUND-UP

TPE plans to refurbish its fleet of Class 185 diesel multiple units

TPE firms up plans for recovery and the future

TransPennine Express has unveiled its ‘Make Journeys Better’ recovery plan to address past issues and improve reliability and passenger experience PERFORMANCE

TransPennine Express (TPE) has unveiled its ‘Make Journeys Better’ recovery plan, aiming to address issues that have impacted passengers over the past two years.

The recovery plan delves into the challenges faced by TPE since the pandemic and outlines its strategies for improvement under the operator of last resort. It has also laid out the train operator’s plans for the future, following completion of the Transpennine Route Upgrade (TRU).

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across the towns and cities the train operator connects.

“After a challenging few years, our plan sets out the steps we’re taking to make journeys better for all our customers,” he said.

TPE’s plan for the future focuses on three phases: Stabilising the operation to deliver better reliability and punctuality. This will see changes from December to deliver a more reliable service. It will mean the company runs 300 services a day instead of 320;

Re-engaging with its customers, colleagues and stakeholders. TPE will focus on giving passengers confidence to travel by delivering a reliable service, that gives value for money and a better journey experience; and Transforming its network through innovation and investment in better facilities.

TPE will seek to unlock the benefits of rail in the North by supporting the delivery of the TRU and other network improvement projects. This will

“For years TPE was known for outstanding customer service and reliability - we will return to that position” Chris Jackson

facilitate the introduction of a new fleet of greener, faster trains that operate at up to 125mph between Manchester and York.

As part of the long-term plan, TPE will implement various short-term initiatives to provide a more reliable service to passengers. Those initiatives include a ticket sale to thank customers for sticking with TPE and to encourage others to travel by rail, an amended timetable (from December 2023) and fleet to simplify operations and boost reliability, a programme of toilet improvements on trains, the recovering of all seats on trains, and a refresh of the older Class 185 diesel multiple units to include the replacement of carpets and an interior deep clean.

Furthermore, TPE has released a prospectus outlining its future plans for the latter two phases.

The ‘re-engagement’ phase will run from 2024 to 2027, focusing on improving customer service, particularly in catering and onboard services. This phase will involve deploying more staff on Anglo-Scottish trains and offering “more substantial dining options.”

The third phase, called ‘transformation’, runs until 2032.

It will see TPE introduce new trains to take advantage of higher line speeds resulting from the completed Transpennine Route Upgrade (TRU). This major investment will enable TPE to operate up to six trains per hour between Leeds and Manchester on its core route, enhancing connectivity across the North.

“For years TPE was known for outstanding customer service and reliability - we will return to that position,” said Jackson. “Our ambition is to ensure that, from buying a ticket to leaving the station at the end of a journey, our customers have the best journey experience possible.” www.passengertransport.co.uk

01/11/2023 15:56

“Government must seize this opportunity to unlock the full potential of bus”

Industry renews calls for long-term funding Bus patronage ahead of pre-pandemic levels for the first time FUNDING

Data from ticketing data has revealed that bus patronage in the UK has reached prepandemic levels, prompting the Confederation of Passenger Transport to renew its call for sustained government support.

On October 12, passenger volumes surpassed figures from a typical weekday in March 2020, marking a notable milestone in post-pandemic recovery. Prior to this, various Sundays had also witnessed bus usage surpassing pre-Covid 19 levels.

The dynamics of passenger behaviour have shifted since the pandemic, notably with reduced commuting, but a surge in leisure

TfL PATRONAGE AHEAD OF BUDGET Passenger income also exceeds forecasts FINANCIALS

Transport for London has disclosed a cumulative year-to-date journey growth of just over 6%. It had set its sights on achieving a 6% year-on-year journey growth for the entire year, building on the 31% increase observed in 2022/23.

Passenger journeys have shown resilience, currently standing at 89% of pre-pandemic levels, which represents an improvement from the 85% recorded at the close of 2022/23.

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TFL WARNS ON PROJECT FUNDS

Decision on 2024-25 capital business case awaited FUNDING

travel has contributed to the rebounding bus patronage.

“The growing number of bus passengers demonstrates the central role buses play in so many people’s lives,” said CPT chief executive Graham Vidler.

“Operators have worked tirelessly to make the bus as attractive as possible for passengers, keeping fares low and investing over £2bn in cleaner, greener vehicles over the last eight years, making it the sector’s greenest and most modern fleet.

“With the majority of bus journeys outside of London capped at £2, there has never been a better time to give the bus a try.”

CPT has reiterated its call, initially madeat the start of October in anticipation of the government’s Autumn Budget Statement, for a lasting financial

commitment for the sector.

While CPT acknowledged the additional £930m designated for bus services in the North of England and the Midlands, stemming from the reallocation of HS2 budget funds (see story on page 5), it has urged the government to recognise the essential role of buses nationwide. It added a longterm, comprehensive funding commitment for the sector is seen as crucial for future prosperity.

“Government must seize this opportunity to unlock the full potential of bus with a longerterm funding settlement,” added Vidler. “The payback of such investment could be huge, with buses being key drivers of economic growth, levelling up our communities and reducing our carbon emissions.”

Transport for London has warned that significant capital projects could face delays if the Department for Transport does not promptly approve TfL’s capital business case for 2024-25. It stressed that while it is on course to achieve financial sustainability in its operations, the government has said that TfL should not be funding major capital projects through its operational revenues.

The 2024/25 capital business case was submitted to the DfT on September 22, and discussions with the government are ongoing, with an expected decision in the autumn.

It continued: “Failure to confirm this well in advance of March 2024 would force us to reprioritise our business plan... and mean we would again need to start making difficult choices relating to reducing service levels, asset renewals and delaying non-committed investment.”

figures by 10 million. This strong performance is primarily driven by London Underground and rail travel, which have outpaced the slower growth observed in the bus sector.

London Underground and Docklands Light Railway journeys have outperformed projections, with the assumed impact of new Elizabeth Line services being less significant than initially anticipated.

In Period 5 (April 1 to August 19), Tube patronage increased by 5%, surpassing TfL’s budgeted 2% rise. In contrast, the Elizabeth Line, although performing strongly, achieved 21% growth, falling short of the 34% budgeted figure. London Buses saw 2% growth in the same period, exceeding the budgeted 1% increase.

Total revenue remains in line with the budget. Passenger income has

exceeded budgeted figures by £28m, partly offset by reduced revenue top-up from the government, which TfL attributes to favourable timing adjustments over the year.

Overall, underlying passenger income for the year so far stands at £1,910m against a budget of £1,883m. TfL has received £96m in top-up funding from the Department for Transport this year, resulting in an overall operating surplus of £47m without DfT support. This contrasts with the budgeted deficit of £38m at this stage in this finacial year.

Despite a backdrop of 11% year-onyear inflation, like-for-like operating costs have increased by 7% from the previous year, signifying a decrease in real terms. Operating costs are 2% lower than budgeted, largely attributed to unused contingencies.

However, TfL has experienced some cost pressures linked to bus operator payments due to improved performance, and timing discrepancies have impacted savings delivery. Nevertheless, TfL is committed to achieving savings of nearly £230m for the year.

The year-to-date operating surplus (excluding revenue top-up from the government) stands at £47m, exceeding the budget by £85m and reflecting an £87m improvement from the previous year. The headline surplus for TfL currently stands at £143m, surpassing the budget by £72m. After accounting for timing discrepancies, this surplus is £25m better than the budgeted figure.

Overall, TfL is expected to achieve an underlying operating surplus in 2023/24.

3 November 2023 | 09

01/11/2023 15:56

NEWS ROUND-UP

Large in-year subsidy increase for TfW Rail Continued investment to stimulate passenger growth seen as the only way to reduce the railway’s future subsidy requirement. Rhodri Clark reports FUNDING

The Welsh Government has reduced revenue funding for education, social justice, local government and other areas in order to provide in-year increases for “two portfolios”, the NHS and TfW Rail.

The £125m top-up for TfW Rail this year compares with about £71m of total Welsh Government revenue support for public bus services over the same period, an amount said to be about £8m below what would have sustained the bus network as it stood at the start of 2022/23.

TfW is funded from the climate change budget, which will receive an additional £82.6m this year.

The remainder of the £125m top-up comes from “other savings within the portfolio”, said finance minister Rebecca Evans.

The £125m is a large uplift for TfW, which received £263m of rail franchise subsidy last year.

The government said the increase would ensure the programme of rail transformation continued, despite passenger revenue being lower than was forecast when the programme began in 2018.

Another relevant factor is that the government owns TfW Rail.

“We took a very difficult decision to take rail services into public control during Covid,” said a government spokesman. “TfW is not a privately-owned company, it is a public body wholly owned by the Welsh Government and there are therefore limited funding options available. Ultimately 10 | 3 November 2023 PT300p10-11.indd 10

responsibility falls to us, and not supporting TfW would inevitably lead to significant loss of staff and services.”

Similar prioritisation has been evident in the Welsh bus sector this year. The government top sliced its £46m Bus Transition Fund to ensure there were no reductions in TrawsCymru services, which the government subsidises.

The government’s support for TfW Rail is reflected in strong rail revenue growth, despite the disruption caused by rolling stock problems and continuing modernisation works on the

Core Valley Lines. TfW chief executive James Price said TfW’s rail ticket revenue was now back to its position before Covid-19, but this was significantly below the revenue which was expected this year when the transformation programme began.

The government spokesman enlarged on this: “The original, ambitious revenue growth targets that TfW are working to were originally set in 2018 and included year-on-year growth targets. The impact of Covid resulted in three years without passenger growth, rather than the strong growth that was previously predicted.

“Ultimately responsibility falls to us, and not supporting TfW would inevitably lead to significant loss of staff and services” Welsh Government spokesman

New TfW train at Cardiff Central

“Whilst revenue has recovered to pre-Covid levels, we must now build on this and deliver the passenger growth needed to reduce future subsidy need and [ensure] long term financial stability of rail services. This is only achievable if we continue to invest - not investing now would just extend the pressure for years to come. We have set TfW the challenge of using this support to close the gap as quickly as possible.”

The Welsh Government appears to acknowledge that a significant and rapid reduction in rail costs is difficult or impractical and the only realistic strategy to reduce subsidy is to pursue passenger growth. Some commentators have suggested that the UK Government, in its oversight of English and cross-border rail services, has not acknowledged this reality and has too often put cost reduction ahead of revenue growth strategies.

The Welsh Government spokesman said that TfW’s £800m fleet of trains costs more to lease than the legacy fleet, and some rail costs had increased as a result of inflationary pressures. “Where cost increases were known from the outset, they were expected to be offset by predicted rises in passenger revenue which have not yet been achieved,” he said.

He did not, however, refer to the 19% increase in wages and salaries paid by TfW last year, compared with 2021/22, primarily because of the increase in the number of rail employees.

Passenger Transport asked why none of the £125m of additional funding would be used to address the rapid decline in the number of Welsh bus services this year. The government spokesman replied: “In recognition of the importance of bus services we have protected funding for the industry.” www.passengertransport.co.uk

01/11/2023 17:19

‘Some 20mph roads should revert to 30mph’ Arriva has asked for speed limit to be reconsidered in places OPERATIONS

Welsh deputy climate change minister Lee Waters has acknowledged that some of the roads where the speed limit was recently changed to 20mph should revert to 30mph. At least one bus operator, Arriva, has already asked for the 20mph limit to be reconsidered in some of the places where it is adding critical minutes to bus journey times.

Speaking in the Senedd last week, Waters said: “We do think there are some examples, where, with the benefit of hindsight and experience, the wrong decisions have been made, and I’ve encouraged local authorities to think about how they can use their powers of discretion to make exceptions.”

He said the government was looking into whether any changes are needed to the guidance on the exceptions process for the 20mph default limit. All local authorities had the discretion to choose which roads would be excepted

BEE NETWORK IMPROVEMENTS Continued from page 1

“We didn’t expect everything to be perfect, but everyone involved has rolled up their sleeves and has been working hard to make things better.

Burnham continued: “Pleasingly, we have already seen an increase in passenger numbers on www.passengertransport.co.uk

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when the default limit changed on September 17. The government’s guidance was designed to help them during this process.

Waters also said that the approach to exceptions varied from county to county, and some authorities may need help to be confident in applying more exceptions. He has previously referred to authorities having possible legal concerns.

The government will be flexible with the funding for councils this financial year and the next, said Waters. This would ensure they have “the resources they need to continue supporting the delivery of this important change”.

Passenger Transport asked whether this meant the government would provide additional funding to help local authorities with the increased costs of bus contracts, including school transport. A government spokesman replied:

“We have been clear from the outset that we would monitor any impacts of the 20mph limit on bus services. We are working closely with bus operators, local authorities and TfW to tackle the challenges the industry is facing.”

Some bus operators amended their timetables last month to allow for expected increases in journey times. Arriva chose to wait until it had data on the outcome of the 20mph default limit.

While some routes have seen little impact, Arriva’s flagship service 5 between Caernarfon and Llandudno via the university city of Bangor now needs an additional 12 minutes. In the absence of additional government funding to offset the impact on buses of the 20mph limit, Arriva has limited options to make service 5 sustainable again. For the short term, it may add one extra vehicle.

Rather than reduce the

“We do think there are some examples, where, with the benefit of hindsight, the wrong decisions have been made” Lee Waters, deputy climate change minister franchised services too.

“I’m pleased to say we are seeing improvements day-by-day; performance and reliability is up with [Leigh-Manchester] busway services operating at a higher-level year on year, and I’m confident this will soon be mirrored across other services.

“This is just the start, and there is much more to come and much to be excited about. I have no doubt the Bee Network will be

transformational for everyone living, working and visiting Greater Manchester.”

Greater Manchester is now responsible for 188 bus routes, equating to around 20% of the overall Greater Manchester bus network. The next phase of franchising will see buses in Oldham, Rochdale, and parts of Bury, Salford and north Manchester come under local control on March 24, 2024,

20-minute frequency, which is already a reduction from the four buses per hour before the pandemic, Arriva is talking to local authorities about changes to the route, including fewer buses diverting from the A55 Expressway to serve Dwygyfylchi, Penmaenmawr, Llanfairfechan and Abergwyngregyn.

Service 5 and service 4 (Bangor-Holyhead) may also save time in future by omitting the bus stop at the main entrance of the regional hospital, Ysbyty Gwynedd in Bangor. The alternative stops on the main road are several minutes away, for those who can walk at normal speeds.

Service 4 requires an additional 11 minutes, and Arriva has suggested that some roads on the island of Anglesey be returned to 30mph to address this. It has also identified places in Conwy county where the 20mph limit causes significant delay.

Arriva’s initial analysis covered only the services operated from Bangor and Llandudno depots.

It has subsequently assessed its operations based in Rhyl, Wrexham and Chester.

A spokesperson for Arriva Wales said: “We are continuing to work with the relevant local authorities and Transport for Wales and will provide any updates when we’re in a position to confirm them.”

with the remainder of Greater Manchester bus services joining the Bee Network in January 2025.

Further improvements continue to be made to the Bee Network App including additional travel information and the addition of a Metrolink Zonal Map. Apple and Google Pay functions will be coming online in November, with a journey planning feature being added in the new year.

McGILL’S CRITICISM: PAGE 7 3 November 2023 | 11

01/11/2023 17:20

NEWS EXTRA ALEXANDER DENNIS

ADL goes it alone with new electric bus range

After several years working with Chinese manufacturer BYD, Alexander Dennis has launched two new electric buses engineered fully in-house

Alexander Dennis (ADL) has worked closely with Andrew Garnett Chinese Deputy Editor battery and electric vehicle giant BYD since 2016 when the first batch of 51 Enviro200EV electric single deckers first entered service with Go-Ahead London on the now defunct ‘Red Arrow’ commuter network in central London.

Since then the partnership has gone from strength to strength with ADL and BYD delivering their 1,500th bus this summer.

Although ADL stresses this partnership will continue, it has now decided to strike out on its own with a new range of electric buses that have been engineered in-house from the ground up.

Of course, there have been experiments before. In 2018 ADL partnered with now-troubled US electric bus manufacturer

Enviro100EV is part-built in Zhuhai, China

12 | 3 November 2023 PT300p12-13.indd 12

Proterra to offer an electric version of the Enviro500 for the North American market.

Meanwhile, ADL has also struck out on its own and developed a hydrogen fuel cell version of the Enviro400 that has won orders from the Liverpool City Region Combined Authority.

ADL is currently focusing on two products: the Enviro100EV midibus and Enviro400EV double decker, both featuring “a stunning new design language that emphasises their zero-emission credentials”. That look was first seen earlier this year with the launch of the Enviro500EV double decker for the Asia Pacific market.

Launching the two new buses at a special event in Farnborough this week, ADL president and managing director Paul Davies added: “We’re giving authorities and operators more choice, more flexibility and more value with our next generation of batteryelectric buses.”

Clean sheet approach While the new zero-emission driveline for the Enviro400EV is an in-house creation, ADL has collaborated closely with technology partners. It’s evident that a fresh perspective has been taken to address some deficiencies with the Enviro400EV design that was developed in partnership with BYD. Overall dimensions are 11.1 metres by 2.55 metres with a wheelbase of 5.9 metres, giving a maximum passenger capacity of 96 passengers with up to 80 seats (51 upstairs and 29 on the lower deck). Commentators will be pleased to note the ‘dickey seat’ style awkward seating arrangement at the rear of the lower deck on the BYD-derived Enviro400EV has been replaced with a more conventional layout.

Meanwhile, passenger and driver comfort is ensured with a heating and cooling system that uses forced air circulation and a zero-emission heat pump. The cab area has also been improved with a new steering wheel and configurable dashboard display.

A redesigned geometry of the vehicle front provides drivers with better direct vision and protects vulnerable road users. Chris Gall, ADL’s group engineering director, said the manufacturer was applying proven principles from the car industry to buses, creating angles that “deflect rather than impact” and improve visibility for the driver. The design meets current and upcoming targets of

Transport for London’s stringent Bus Safety Standard.

There is a choice of charging systems on the new Enviro400EV for different applications with dual-sided CCS2 DC connectors charging at up to 150kW or an optional roof-mounted charging system for up to 300kW of opportunity charging via roofmounted rail and pantograph.

The electric motor in these buses is the Voith Electrical Drive System HD, boasting an impressive 410kW peak power and a continuous power output of 310kW. Regarding the battery system, the new Enviro400EV is equipped with Impact’s NMC lithium-ion battery. Two options are available: a 354kWh battery or a larger 472kWh variant. The battery packs are mounted within the chassis and rear of the vehicle as well as under the staircase.

In terms of range, that battery capacity translates into up to 195 miles on a single charge, or an even more substantial 260 miles with that larger battery option when brand new.

Evolving battery technology, especially solid-state batteries, could significantly impact EV ranges and charging times.

ADL highlights the battery packs’ easy replaceability to accommodate this and Impact is already planning upgraded NMC batteries for ADL that are expected to further extend range.

However, analysis suggests that the typical Enviro400EV will be able to cover two consecutive seven-year contract terms on a typical Transport for London route without a battery change.

Outside London, a 20-year operational life would require one mid-life change of batteries.

Interestingly, ADL claims it will be in the position to offer its customers a 20-year total cost of ownership calculation. www.passengertransport.co.uk

01/11/2023 15:31

ADL said the two new products feature a ‘stunning new design language that emphasises their zeroemission credentials’

“We’re giving authorities and operators more choice, more flexibility and more value” Paul Davies, Alexander Dennis Small bus: big ambitions The Enviro400EV will be assembled at ADL’s Larbert facility where the manufacturer has introduced digital support tools and streamlined the build process, reducing the number of stages involved. These changes aim to enhance material, process, and quality control.

These updated methods will be gradually implemented across all of the manufacturer’s facilities, including Scarborough.

In Scarborough, the single deck production hall is being expanded, and an off-site kitting and logistic facility has been recently announced. These developments are intended to substantially www.passengertransport.co.uk

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improve the production process.

These changes will also have a positive impact on the production of the new Enviro100EV midibus, a product ADL claims is a “small bus that feels just like a big bus”.

It’s a new market segment for ADL, which has perhaps felt the increasingly flexed muscles of competitor Mellor and its Sigma range of electric midibuses - and increasingly full-sized buses - that are part-produced in China but finished in the UK. ADL has drawn inspiration from Mellor’s production process.

For the Enviro100EV, the chassis and bodyframe will be made

by Guangtong Manufacture, ADL’s established contract

manufacturing partner in China where ADL has churned out over 4,000 buses, mostly for the Hong Kong market, over the last 15 years. However, it stresses that high-value components like axles, drivelines, batteries, doors, seats, and destinations will be fitted at the ADL factory in Scarborough.

“Taking a more global view to our manufacturing strategy will allow us to increase our overall capacity and keep us competitive,” added Davies.

Overall dimensions of the Enviro100EV are 8.5 metres by 2.3 metres with a 4.5-metre wheelbase. It can carry up to 45 passengers, including 25 seated.

The electric motor used is the Voith Electrical Drive System MD, offering a peak power output of 260kW and continuous power at 230kW. The Impact NMC batteries are available in two options: 236kWh or 354kWh.

This gives a range of up to 190 or 285 miles on a single charge when they are brand new. The charging specifications of the Enviro400EV are carried over to the Enviro100EV.

First deliveries ADL has so far secured over 100 confirmed orders from customers, including Stagecoach and Transdev Blazefield.

An international version of the Enviro100EV is under development, as is the autonomous Enviro100AEV and an open-top variant of the double deck Enviro400EV. Meanwhile, work continues on a next generation Enviro200EV single decker that will also be fully engineered and built in house.

Where does this leave the partnership with BYD? ADL stresses it is still live, but it’s clear where the direction of travel lies.

3 November 2023 | 13

01/11/2023 15:31

NET ZERO

Lumo is ‘22 times greener than flying’ Train operator calculates how much greener rail travel is MODAL SHIFT

FirstGroup’s 100% electric rail operator Lumo has published operational carbon emissions data proving its environmental value over flying for the first time.

The open access train operator, which set out to convert users of the popular London to Edinburgh flight path to rail, has published the data to mark its second year of service. It looks at all direct emissions from Lumo operations; emissions from the grid-supplied energy it uses; and other emissions in its supply chain.

Lumo has now carried over two million passengers since launching. The figures reveal that a single Lumo passenger could take 22 one-way rail trips between London and Edinburgh before creating the same emissions as a single flight on the same route.

A one-way Lumo trip between Edinburgh and London emits approximately 6.8kg of carbon dioxide emissions equivalent (kgCO2e) while the equivalent

TRANSPENNINE’S GREEN RECRUIT Operator welcomes first sustainability apprentice PEOPLE

Train operator TransPennine Express has welcomed its first ever apprentice into the sustainability team. Lucy Lightbown, an 18-year-old from Bolton, joins the most recent cohort of apprentices who’ll have the opportunity to work across different 14 | 3 November 2023 PT300p14-15.indd 14

journey flying emits 149 kgCO2e.

Lumo launched in October 2021 and has now run over 6,000 services. Its affordable fares encourage people to use its 100% electric trains, with an average ticket still costing less than £40.

Martijn Gilbert, managing director of Lumo, said: “Lumo was launched with a promise of affordable, green travel between Edinburgh, Newcastle

and London. Our new carbon emissions data proves the environmental benefits of choosing our 100% electric trains.

A single passenger would need to travel with us 22 times before breaking even on the carbon emissions from a single flight on the same route. Given we carry up to 4,000 passengers a day, that gives you some idea of the scale of the carbon savings we are

THE POTENTIAL FOR MODAL SHIFT FROM AVIATION TO RAIL Source: Lumo/Arup 25,600 1,200

178,500 151,700

Current

After 15% modal shift

areas of the business, seeing first-hand how everything comes together to keep customers on the move, all whilst gaining the skills required for a career on the railway.

Lucy Lightbown said: “When I finished college, I knew that University was not the right option for me. I have a real passion for the environment, so when I heard about the apprenticeship opening at TPE it seemed like the perfect fit for me.”

Lightbown will also acquire a

Research conducted by Arup for Lumo found that if just 15% of passengers who flew from Heathrow to Edinburgh had instead travelled via Lumo rail, 25,600 tonnes of CO2e could have been saved over a year. This is equivalent to a million trees or 3,650 hectares of forested land needed to offset these emissions - or planting an area the size of Blackpool with trees.

Flying Flying, after 15% modal shift Lumo Saving

level four professional qualification in Corporate Responsibility and Sustainability via LDN Apprenticeships Ltd and will gain first-hand experience of applying her knowledge in the working environment.

She said: “I hope to help TPE continue to lower its carbon footprint, become as sustainable as possible, and encourage more people to take the train over less environmentally friendly travel options.”

delivering.”

Over the last 12 months, rail’s share of passenger journeys between Edinburgh or Newcastle and London now stands at 56%.

This means rail is established as the preferred choice for passengers along the East Coast Main Line.

Lumo’s carbon emissions data was analysed in an independent report produced by consultancy firm Arup. A return trip from Edinburgh to London on Lumo saves the equivalent of up to 11 trees worth of annual carbon when compared to flying.

Gilbert added: “Rail has a critical role to play in decarbonising our transport network. The time has come to look at ways to further incentivise rail travel over flying - otherwise we will all feel the environmental cost. There are affordable and convenient alternatives to flying between Edinburgh, Newcastle and London and we hope to encourage many more to passengers to choose Lumo in future.”

“The time has come to look at ways to further incentivise rail travel over flying” Martijn Gilbert, Lumo

Lucy Lightbown, TPE sustainability apprentice

www.passengertransport.co.uk

01/11/2023 15:29

Hydrogen bus GERMAN ORDER vision progress ROUND-UP

Clean fuel pioneers join forces in bid to make 150-strong hydrogen bus fleet a reality HYDROGEN BUSES

An ambition to deploy 150 zero emission hydrogen-powered buses on UK routes by 2024 could be a step closer, thanks to a partnership between Luxfer Gas Cylinders and global engineering consultants Ricardo.

Joining forces for the first time, gas cylinder manufacturer Luxfer supplied its alternative fuel expertise to Ricardo, supplying a fit-for-purpose hydrogen storage solution for a Stagecoach North East prototype double decker bus.

The vehicle, which was converted from a diesel engine to run on hydrogen fuel cell technology, underwent trials in Teesside for six weeks, before being put through its paces on hilly routes around Brighton and Hove.

The project, part funded by the Department for Transport, through its Hydrogen Transport Hub Demonstration competition, aims to demonstrate the benefits of hydrogen as a sustainable passenger transport option by extending the life of existing diesel buses.

Jim Gregory, European business development manager at Luxfer Gas Cylinders, explains: “Supporting the UK transport sector’s shift from diesel and petrol to more sustainable fuels means we need to offer options that are not only clean and green, but commercially viable too. Many operators who have invested in diesel vehicles are now left with stock that has a much shortened lifespan. Retrofitting buses to run www.passengertransport.co.uk

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on hydrogen makes sense, and at Luxfer we have the capability to work with partners to bring bespoke projects to fruition.

Ricardo is showcasing the hydrogen fuel cell re-powered vehicle to operators, seeking to offer it at around half the price of a new bus. The aim is to secure 50% match funding investment plus customer commitment for an initial production of 150 buses that could enter service from late 2024.

Andrew Ennever, head of electrification at Ricardo, commented: “This project has real potential to support bus operators in their environmental strategies. With an excellent track record in the sector, we chose to partner with Luxfer because their hydrogen cylinders best aligned with the design we had in mind, and the team had experience of supplying this product to other bus manufacturers for conversion projects.”

The prototype has a fuel consumption of 17km/kg (5.88kg/100km) of hydrogen and produces zero emissions when using green hydrogen.

Ricardo estimates 45,000kg of carbon dioxide emissions can be avoided by extending the life of existing buses rather than building from new.

“Retrofitting buses to run on hydrogen makes sense” Jim Gregory, Luxfer

LOTHIAN DEAL

Wrightbus wins deal for 12 Kite Hydroliners

Ground-breaking project with Kleanbus is agreed

HYDROGEN BUSES

ELECTRIC BUSES

Wrightbus has secured a new order in Europe for its single deck zero-emission hydrogen bus. German-based bus operator West Verkehr has ordered a fleet of 12 Kite Hydroliners after a Europe-wide tender process. The buses will be rolled out across the town of Geilenkirchen.

Last year, Wrightbus signed a deal with German Bus operator Regionalverkehr Köln GmbH (RVK) to supply up to 60 Kite Hydroliner single deck buses.

Kleanbus, the bus repower company, has announced a milestone pilot project with Edinburgh-based Lothian to repower and upcycle 18 of its existing open-top, mid-life, diesel vehicles to electric.

The Volvo B5TL buses will be repowered using Kleanbus’ advanced modular electric platform. Lothian engineering director Colin Barnes said: “Repowering has a vital role to play in our ‘Driving towards Net Zero’ strategy as we transition to an all-zero emission fleet.”

Norwich will go electric next year

NEW ELECTRIC BUS LINK SERVICE Electric buses connect Glasgow transport hubs ELECTRIC BUSES

NORWICH BUSES TURN GREEN UK Power Networks is installing infrastructure ELECTRIC BUSES

Work is underway to turn Norwich buses green and transform a city site into one of the first bus depots outside London to be fully electric.

UK Power Networks is installing new underground cables and equipment at a local substation so that the Roundtree Way depot can be fully upgraded to power electric buses. The work will enable First Bus to run 70 new electric buses in Norwich by the end of March next year.

ScotRail, in partnership with First Bus, has introduced new zero-emission vehicles to operate its Glasgow station bus link service. The new electric buses, branded in ScotRail’s iconic blue livery with Saltire logo, began operating on October 1, and connect Glasgow Central, Glasgow Queen Street, and Buchanan Bus station.

Electric bus outside Queen Street station

3 Novmeber 2023 | 15

01/11/2023 15:29

INNOVATION & TECHNOLOGY

Strategy for seamless journeys across North

Martin Tugwell, TfN

critical to enabling those solutions to be accessible to passengers.

TfN chief executive Martin Tugwell said that the Connected Mobility Strategy builds on and empowers local successes and decision making in delivering more connected journeys.

“The way people travel from point A to point B is changing and the strategy will go a long way towards giving passengers better information on their travel choices,” he said. “It’s not about reinventing the wheel; instead, it’s about helping the wheel move faster for passengers in the North.

“Putting the passenger at the heart of our transport system is central to transforming the North’s transport offering. The evidence base and tools held by Transport for the North will support local decision makers

bring forward solutions that meet their communities’ needs.

In this way the strategy will play a key role in transforming connectivity across the North and help create a transport system that meets the demands of the 21st century passenger.”

Connected Mobility is intended to empower people in their travel choices, encourage greater use of public transport, and help reduce congestion and emissions creating a greener, more inclusive and better connected North.

Matt Smallwood, connected mobility manager at TfN said: “With 95% of the population predicted to have smart phones by 2025, and almost 40% of all payments in 2022 using a contactless card, it is no surprise that smarter, integrated and more connected journeys for passengers remains a shared ambition for many of the North’s transport authorities. Through the implementation of the Connected Mobility Strategy, we can make the case for clear, evidence-led funding to achieve shared outcomes which will help realise this ambition and improve passenger experiences across the North.”

choices, changing the way that people travel, especially in cities.

MaaS brings together all transport options, combined with active travel to enable door-to-door journeys, rather than just station-to-station.

This allows Arriva to provide services beyond its own operations and enable integrated, multi-modal journeys.

Trieste will be the first city in Italy to be served by glimble, with wider roll-out to other cities also being considered for the future. Arriva is one of Italy’s largest bus operators, with a fleet of over 2,500 vehicles.

Sian Leydon, Arriva Group managing director for Mainland

Europe, said: “In a world where everyone is constantly on the move and connection and accessibility is essential, we need to be adaptable and nimble to passenger needs, while also encouraging more sustainable choices. Our glimble brand started its Arriva journey in the Netherlands, but we always knew it had scalability and pan-European potential, so the launch in Italy is a very exciting development for us as a leading European mobility provider.

“We will continue to explore other opportunities in MaaS where data laws allow us to do so.”

Angelo Costa, managing director of Arriva in Italy, added: “A platform

like glimble is essential to encourage the use of local public transport, with all its positive effects in terms of sustainability and modal shift away from cars. We want to encourage people to view buses, bikes and other modes of transport as a single network rather than separate services.”

Moovit is a major technology provider having already developed the world’s leading MaaS platform and boasting 70 million users in 1,400 cities worldwide.

Glimble can be downloaded from Google Play and the App store.

The functionality of glimble in Italy incorporates accessibility features.

Transport for the North’s Connected Mobility Strategy seeks to build on local successes and decision making in delivering more connected journeys INTEGRATION

Transport for the North has launched its Connected Mobility Strategy for the North, aimed at supporting simple and seamless journeys for the region.

Connected Mobility is the ability for different modes of transport to communicate seamlessly with each other to improve the reliability and affordability of passenger journeys, by allowing integrated payment methods, ticketing and journey planning.

The Connected Mobility Strategy will enable TfN and its partners to collaborate on improving passenger experience across the North.

The strategy aims to reduce duplication of processes, streamline payments and enable integration of ticketing across different modes of transport by

ARRIVA LAUNCHES GLIMBLE APP IN ITALY Launch in Trieste aims to boost sustainable mobility MAAS

Arriva is launching its ‘glimble by Arriva’ digital platform in Trieste, Italy, this week as part of its expansion within the Mobility as a Service sector, having developed and inaugurated the glimble brand in the Netherlands.

Developed in partnership with Moovit, glimble is designed with pan-European potential to enable more accessible and sustainable 16 | 3 November 2023 PT300p16-17.indd 16

focusing action on three themes: the future of ticketing; data and infrastructure; and future mobility.

Immediate priorities of the strategy include supporting the delivery of multi-modal ticketing schemes. It also makes a strong case for more and betterstructured regional funding to deliver innovative solutions that improve the passenger experience, as well as highlighting the importance of investment in the required digital infrastructure

“The way people travel from point A to point B is changing”

www.passengertransport.co.uk

01/11/2023 16:45

“Our partnership with East Riding of Yorkshire Council is a significant one”Alan Farrelly, CitySwift

Council takes a datadriven approach to bus East Riding will use CitySwift platform to analyse bus network DATA

CitySwift will be used by East Riding of Yorkshire Council to monitor and analyse local bus network operations, enabling them to support the delivery of bus services to passengers.

East Riding of Yorkshire Council was one of 63 local authorities in England to be awarded first-year Bus Service Improvement Plan Plus funding in May 2023. Granted as part of the government’s National Bus Strategy for England, this funding is now being invested in improving and protecting bus services in Yorkshire and Humber through an Enhanced Partnership.

East Riding of Yorkshire’s Enhanced Partnership facilitates collaboration between the council and local bus operators with

STAGECOACH EAST SHOWCASES TECH ‘World-leading’ ISA system is used on the Busway SAFETY

Some of the leading engineers from around the UK have gathered in Cambridge to learn more about “a world-leading piece of safety technology”.

The ISA system is used on the Busway which links Huntingdon, St Ives, Cambridge and Trumpington.

Delegates from the Society of Operations Engineers heard how these buses are the first such vehicles in the world to use the retarder in the engine transmission www.passengertransport.co.uk

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the objective of recovering bus patronage to pre-Covid levels.

Colin Walker, transportation services group manager at East Riding of Yorkshire Council, said: “Collaborating effectively with local bus operators is crucial to delivering the key objectives set out in our BSIP. “CitySwift will provide our Enhanced Partnership with the data-based insights we need to make informed decisions that will support socially necessary bus services and the successful

delivery of our plans to grow the East Riding bus network.”

Alan Farrelly, CCO and Cofounder of CitySwift, added: “Our partnership with East Riding of Yorkshire Council is a significant one for CitySwift, as we continue our UK expansion into local transport authorities.

“Providing these authorities with reliable, accurate data-based insights to execute BSIP objectives unlocks their ability to deliver a service that truly meets passenger needs.”

EAST RIDING WILL USE CITYSWIFT’S PLATFORM TO: Analyse punctuality and compliance to save time in the bus network and ensure accuracy of investment decisions; Identify where congestion is having the biggest impact on passengers to enable the implementation of focused bus priority measures; Visualise network, route and stop level performance to facilitate datadriven collaboration with operators; Understand passenger movement patterns down to a stop-level to confidently introduce infrastructure, like bus shelters and real-time displays, that improve the passenger experience.

to slow the vehicle down, combined with engine braking.

This is widely considered to be a genuinely ground-breaking step and has won multiple awards. It improves safety for both passengers and pedestrians, and also adds to the smoothness and comfort of the ride.

The ISA technology was developed

by Volvo in partnership with Stagecoach East, and is built upon pre-existing technology which has been ‘taken to the next level’.

Terry Absalom, engineering director of Stagecoach East said: “This was a hugely important event for us ... The ISA is a ground-breaking piece of technology, and a real world-first, which I hope that our

region can be proud of.

“It always takes considerable investment and a huge amount of time in testing to develop a finished system, but if there is something we can do to improve safety still further, then we have a duty to do so.”

A live demonstration on busway

PAYG EXTENSION ON TRACK AT C2C

Work to extend pay-asyou-go nears completion TICKETING

Train operator c2c has confirmed that the extension of contactless pay-as-you-go at its stations across South Essex will soon go live.

As announced by the Department for Transport in July, Trenitalia-owned c2c is one of five train operators working to introduce contactless pay-as-you-go at 53 more National Rail stations in the South East.

This work forms part of phase 1 of the government’s initiative to extend the current contactless pay-asyou-go, a commitment made by the secretary of state for transport to make rail ticketing simpler and more flexible across the network.

With contactless pay-as-you-go ‘tap in and tap out’ already accepted at c2c stations in the London pay-as-you-go area - as far east as Upminster and Grays - the remaining 15 c2c stations are set to be ready to start accepting contactless pay-asyou-go by the end of the year. c2c managing director Rob Mullen commented: “We know that customers have recently experienced issues with the c2c app, purchasing smartcards and at our ticket machines, and while we have worked hard to fix these issues as quickly as possible, we know this isn’t good enough.

“Ensuring we have a reliable retail offering is of utmost importance, and as part of our ongoing commitment to making c2c a more attractive and comfortable railway for all, I believe that the introduction of contactless pay-as-you-go across our entire network - giving customers greater choice, flexibility and simple and easy to understand ticketing and payment options - will make travelling with c2c better and easier than ever before.”

3 November 2023 | 17

01/11/2023 16:45

COMMENT

NORMAN BAKER

Reform fares before ticket office changes

Pushing forward plans to close ticket offices before addressing hugely inconsistent rail fares was putting the cart before the horse

The grand old DfT. They marched them up to the top of the hill and they marched them down again.

The decision to pull the plug on ticket office closures, at least this side of the election, has without doubt irritated rail bosses, not least with Mark Harper shifting the blame onto the train operators, asserting that he was asking them to withdraw their proposals as they “failed to meet high passenger standards.”

As a “senior rail source” told the BBC: “They [the train operators] have been made to sell these plans, defend them and change them to try to get them over the line. All in the face of the inevitable onslaught of criticism. All of these plans were approved by officials and ministers at the Department for Transport.

To say they fell short of their expectations is totally disingenuous.”

It is difficult to argue with that analysis, and noteworthy that it comes from an industry that normally politely sucks up whatever the government throws at it. Maybe after the fiasco of the cancellation of HS2, a decision taken without discussion with the industry and not even with DfT ministers, this was one volte-face too many.

It was in any case a mistake to ask the various train companies to front this exercise. This led to a whole plethora of widely differing presentations and suggestions which only added to the impression of a chaotic scheme not worked out. The exercise, if it was to be carried out, should have been handled by the 18 | 3 November 2023 PT300p18-19.indd 18

Rail Delivery Group centrally, the drifting Great British Railways Transition Team, or better still the DfT itself.

Still, without doubt, it is the correct political decision, as far as the Conservatives are concerned, to pull the plug. The idea of closing just about every ticket office, including in huge stations such as Paddington, Euston and Manchester Piccadilly, was hugely unpopular with the public and generated an enormous consultation response from 750,000 people.

It was also unpopular with many Tory MPs. The Tories, already struggling in the polls, needed this like an aperture in the cranium.

Moreover, in the battle for minds with the unions, it gave the RMT a campaigning point that put them on the side of the passenger against the government and the train operators. In my judgement, ministers had to a degree been winning the argument that reform in the industry was necessary and that that was the way to fund a decent wage increase.

The ticket office proposals did significant damage to that perception.

The concept of ticket office reform is not and should not be dead, but it is now off the agenda for the foreseeable future and it is not clear how it can be politically reactivated.

“The concept of ticket office reform is not and should not be dead”

“Can you tell me how to get to Kilkenny?”

“Well I wouldn’t start from here, if I were you.”

So goes the legendary sardonic exchange.

It was always going to be challenging to persuade the public that the times have changed, and the concept of ticket offices, which after all go back to the birth of the railway almost two centuries ago, has to change too. It is even more difficult now.

People don’t like to see the familiar go. They fight to protect their local post office, though they barely use it except to post parcels at Christmas. They campaign to save their local bank from closure though they have largely switched to internet banking. They object to their local bus service disappearing though personally they use their car.

They want their post office, their bank, their bus there just in case and because it adds in a vague sort of way to a sense of community.

So it is with ticket offices. As the train companies and the government have regularly pointed out, just 12% of tickets are now sold via the ticket office window, and some stations with offices barely sell any from day to day.

Those advocating mass closures point out that 759 stations, or 43% of all stations already have no ticket offices, but these are logically the very lightly used stations where it would be absurd to have a ticket office.

However Paddington has 23.9 million passengers a year, Euston has 23.1 million, and Manchester Piccadilly 19.6 million. So 12% of that is a lot of people. In addition, some stations sell up to 50% of their tickets at the window rather than at a machine or online.

The advocates of mass closures also point out that Transport for London moved all its staff out of ticket offices in 2015 and that created barely a murmur.

And yet it is not quite as simple as that.

For one thing, London had long had a simple fare structure that was widely understood.

People in London happily use contactless or the familiar Oyster card to buy their travel and do so in the absolute confidence that the fare they will be charged will be correct.

Of course London is also a contained area where flat fares and fare caps can operate, and to that extent it offers a good model for other concentrated urban areas. But it does not readily translate to the country as a whole.

Research from the Rail Delivery Group www.passengertransport.co.uk

01/11/2023 16:00

“Why does the cost per mile for an anytime day return cost 15p on some routes, and 62p on others?”

Campaign for Better Transport this week published its detailed review of fares and ticketing

of train operators had revealed that 35% of rail passengers find fares complicated and confusing. That is because they are.

And here is the central flaw in the decision to propose a whole swathe of ticket office closures. Whereas London sorted its fare and ticketing arrangements before closing its ticket offices, this latest exercise is putting the cart before the horse, or perhaps the carriage before the engine.

Getting the sequence right, early last Tuesday, before the ticket office announcement later that morning, Campaign for Better Transport published its detailed review of fares and ticketing. It makes a persuasive case that the hugely inconsistent fares structure that exists needs to be sorted first, as TfL did, before a large closure of ticket offices can be considered.

It is partly the complexity of the fares system that drives people to seek advice from those at the ticket office window. And since Covid, we have seen a drop in commuter traffic and a growth in leisure travel. Many in this latter category are new to the railway and may need more help and reassurance from a human being than those who have been regular users for years.

The industry needs to introduce a Best www.passengertransport.co.uk

Price Guarantee so that passengers can have confidence that the ticket they are buying is the right one for the journey they are making and at the right price. And that the lowest price should be available through all outlets - ticket office, ticket machine or online - with that lowest price ticket appearing first in any search.

The huge variations in the system need to be ironed out as complexity upon complexity has been added to a tottering tower of variables dating back to the days of British Rail.

Why is a peak ticket from Southend to Fenchurch Street just 6% more expensive than the off-peak fare, whereas the peak fare from Brighton to Victoria is 132% dearer?

Why in some cases is a monthly season ticket 43% cheaper than four anytime day returns in each week, yet 20% more expensive in others?

Why does the cost per mile for an anytime day return cost 15p on some routes, and 62p on others?

More fundamentally, is the sharp differentiation between peak and off-peak appropriate any more? It is likely, after all, that some of the growth in off peak travel is not in fact leisure but workers taking advantage of greater flexible working opportunities.

It will be interesting to see what Labour

do if they form the next government. They will face the same logic that led the present government to kick off this process, but they will also have to deal with their union supporters who do not want to see any job losses. Under the now abandoned plans, there could have been a loss of 2,000 jobs, though some would have been reallocated to publicfacing positions outside the ticket office.

There is undoubtedly a case for some rationalisation - some stations with ticket offices really do not need them - and a pilot project which saw some stations relocate staff to new roles could be a way forward.

In the meantime, the government should accelerate the rollout of the contactless pay-as-you-go area round London and hasten its introduction in other urban areas.

And they might want to mend some bridges with the rail industry, the unions and indeed the passengers.

ABOUT THE AUTHOR Norman Baker served as transport minister from May 2010 until October 2013. He was Lib Dem MP for Lewes between 1997 and 2015.

3 November 2023 | 19

COMMENT

ALEX WARNER

Leadership is key to raising poor morale

Morale may never have been this low, but has the industry got the leadership skills and conviction to do anything about it?

‘Morale has never been so low’ remarked an on-train employee as I travelled on his service last week. It’s an old cliché and one which folk used to levy at me as a boss, but it’s something I’m hearing more and more these days and I feel it has some credence. The irony, though, is that, in the case of my journey last week, this was on a train company that, as an outsider looking in, is one of the very best.

Back in February and March 2022 (PT259 and PT260), I grumbled about morale on these pages, so will avoid going over old ground with the same hypothesis, particularly in rail where the current ‘workplace reform’ project to fundamentally change staffing arrangements and the ticket office closure tomfoolery saps spirits like never before. Add this with the fact that even those in charge of TOCs are powerless to make meaningful decisions these days. Their clout has been eroded by the stultifying regime within the industry which they now function.

I have reflected more on morale in these last couple of days, mainly because I have spent some time with a small bus company which operates in a niche, tourism-specific market, within a larger organisation. ‘Small is beautiful’ is another classic cliché and this has been really apparent to me on what I’ve witnessed at this business during the week, where I have facilitated workshops with drivers, management and HQ teams and been utterly overwhelmed by the drive, positive energy, conviction, and collective desire to 20 | 3 November 2023 PT300p20-21.indd 20

create a business plan to transform customer service and get bums on seats. It’s taken my breath away, in truth and it’s not just the chosen few - they’ve had me in the canteen during the morning run out and there’s positivity and a culture that everyone puts down to the fact that the local manager is able to wrap his hands around the team, know them inside out and is surrounded by an ethos that encourages quick, customer-centric decision making and an entrepreneurial approach to put bums on seats.

By comparison, I genuinely wonder whether these big unwieldy organisations are always doomed to fail. Whilst I do regularly come across innovative, dynamic, self-starting individuals in large companies, there’s a cycle they go through where inevitably their enthusiasm is crushed by draining procedures, an over-bearing governance model and corporate clone managers who, if they weren’t protected by the structure within which they reside, would be floundering in a world where time genuinely is money.

There is always an unhealthy tension between depot management and HQ and HQ with their owning group. I have too many failings to mention, but one thing I know I can do is let someone unleash their thoughts and views

“TOCs are powerless to make meaningful decisions these days”

and I can get the gossip. I kid you not, depots are fertile territory for me - within literally 20 seconds of talking to a driver, cleaner, engineer or looking around at staff notices or the state of the loos and I can sniff out a rotten organisational culture from the very top of the owning group down. It’s almost omnipresent.

Textbook talk about morale tends to focus on the usual issues, such as pay and conditions, mess facilities, cost-cutting exercises, managers who have never set foot on a bus or train before and so on, but it fails to examine the capability of senior leadership. I’m not talking departmental heads here, I’m referring to board members, CEOs, chairs as well, many of whom may have got to the highest echelons by making money quickly, writing a winning franchise bid or leading an acquisition. But they trampled on everyone in the process and having the communication skills of either Neanderthal man or the most introverted beancounter. They are individuals whose behaviours have never been challenged because they’ve delivered results - but left a trail of destruction behind, intensely disliked by their people and stakeholders. Their approach has, I kid you not, been condoned at the most senior level because ‘they achieve results and that’s what matters’.

A few years back, MBAs and training at places such as the Institute of Directors (IOD) were all the rage, including the three-week course that Royal Mail sent me on at Oxford Business School, which was so ill-suited to developing business leaders that it was beyond farcical. Fellow colleagues showcased their attendance at it under the qualifications section on their LinkedIn profiles. For me it was a career lowlight, a true nadir, and when I arrived home, we had a ceremony on the front drive as I tore up the certificate and put it in the recycling bin. Many similar programmes, including those by the IOD, did, at least, focus on people skills, as did the plethora of graduate and middle management training schemes that have been in systemic decline. All we have now are the chosen few in organisations bequeathed with supercilious mentors, spouting mumbo jumbo and conning a £1,000-plus day rate in return. It does make me giggle, how many mid-to-late career failures approach me asking if I could win them gigs as a mentor, as though they can just turn up and be some avuncular figure capable of giving wise words.

But, let’s return to the top brass and ask www.passengertransport.co.uk

01/11/2023 15:28

“In some transport organisations, the HR director now wields more influence than the MD or CEO” ourselves what sort of development have they had? Most are so busy that they can ill-afford a day or more to receive tutelage, whilst some will think they are so good they don’t need it.

And where are the HR departments in all this?

And who is holding them to account for the lack of development given to senior leaders, and the organisation per se, or the decline in employee engagement and morale? They are quick, as smiling assassins, to retreat to their beloved policies and procedures, to throw the book at anyone when they step out of line and draw up the ‘compromise agreement’, but what are they doing behind the scenes to transform organisational capability and employee morale?

Of course, they are partly to blame. Before HR functions, leaders had to lead, they were required to deal with people management issues themselves, but now at the slightest sign of trouble, they defer to HR. I kid you not but in some transport organisations, the HR director now wields more influence than the MD or CEO - let that sink in.

A good HR director - and there are some in the industry - will be able to challenge and exert their influence positively because they have a deep knowledge of the sector. Many, though, are fixated with their ‘pet projects or box ticking or overly engineering processes and governance to justify their existence and mask their own lack of sector knowledge or capability.

Sadly, many have almost zero knowledge of, or interest in, buses and trains and the markets they serve. Why do HR directors seldom rise to become CEOs? Is it a capability issue, or because there is a prejudice against them by those at the top and a belief, misplaced or otherwise, that their ceiling is at executive level?

I genuinely don’t know the answer.

Development needs for senior leaders extend beyond role modelling and their ability to lead and inspire. There is a requirement for them to be helped in being able to manage workloads and priorities as well as understand their actual role. I know some excellent MDs, but others are literally ‘post-boxes’ - receiving emails, diligently responding to them, and firing them to the appropriate department as well as reporting upwards, though seldom down. These leaders can’t move out of their comfort zone to galvanise and transform organisations - strategy and culture is beyond their capabilities. Many cannot manage their time or prioritise activities where they could www.passengertransport.co.uk

PT300p20-21.indd 21

make a real impression on their people and customers.

Development requirements also extend to being more customer and commercially-led and challenging poor internal behaviours, as well as - without fear of recourse - their parent companies having an ability to see and shape the transformation of the business, set context and momentum and a compelling strategic narrative.

Further down the chain and there are a host of other reasons why morale is supposedly at rock bottom. In recent years, I’ve noticed a downturn in the number of developmental secondments. When I was a lad, well-meaning managers would go out of their way to identify opportunities for progressive stars to be seconded internally or even externally to build their development, keep them motivated and ultimately retain their services. Such managers would invest care and time in looking at how their team’s careers were emerging and take steps to intervene and help nurture and grow them. Today’s leaders are too self-obsessed or ensconced in firefighting such that any ‘secondments’ that occur are ‘needs must’ to plug gaps when someone has resigned in a fit of pique. A lot of companies used to invest in meaningful qualifications for staff - they’d be keen to get brownie points in tenders by saying that they would provide NVQs or equivalent for frontline folk and give day release for training. Sadly this sort of well-intentioned pledge has been seen for what it is - spin.

The current resource shortage across the industry has also led to many companies throwing out the window any due diligence on who they are recruiting, through desperation to get bodies over the line. Basic scrutiny and sifting out those with a pattern of leaping from one job to another in quick succession isn’t done, there is no realisation that their morale saps overly easily under pressure or that they have a pernicious influence on team spirit.

Even reference checking has diminished.

Respect is also a key driver of morale, and the industry doesn’t help itself when it deliberately tries to antagonise its own employees or does so inadvertently. It was instructive to learn at the Transport Select Committee from Directly Operated Railways chair, Robin Gisby, that the ticket office closure plans were designed by the rail industry and not government. I don’t doubt that, in some cases, this was true,

though most senior leaders I speak to think that the proposals were a load of balderdash and frontline employees - closest to the needs of customers and their markets - thought they were the most stupid idea of all time and that’s not necessarily because of ‘job preservation’ on their part (because, after all, we were told by their leaders that they would have been re-deployed elsewhere!).

Gisby is to be commended for his honesty and standing up for being counted and not, like others, passing the buck on to the Treasury and DfT, who are trying to squeeze more out of the industry. However, in doing so, there’s no hiding place for TOC MDs when they are out on the patch and in the firing line from their moralesapped people. It was, as Robin intimated, their idea. Fortunately the preposterous ticket office proposals concept have been sent packing - we saw off the crass idea of killing the One Day Travelcard and this is another victory that should give all lovers of customer service and common-sense renewed hope.

Something’s got to give. If the industry is ever going to thrive it simply must break the cycle of poor morale and its continued failed approaches to managing and inspiring employees. Let’s be brutally honest, in many cases, if you ask a bigwig what they are doing for their people, the summation of their response, will be ‘Tea and Toast Tuesdays where once a quarter, we go into the canteen in the morning and hand out tea and toast’.

It’s not too dissimilar to asking them what customer service initiatives they are doing and listening to them talk, guffaw-inducingly, about a few staff wearing santa hats in the run up to Christmas as though that is going to create a customer satisfaction legacy. Morale may well never have been this low, but has the industry got the leadership skills and conviction to do anything about it? You tell me.

ABOUT THE AUTHOR Alex Warner has over 30 years’ experience in the transport sector, having held senior roles on a multi-modal basis across the sector. He is co-founder of recruitment business Lost Group and transport consultancy AJW Experience Group (which includes Great Scenic Journeys).

He is also chair of West Midlands Grand Rail Collaboration and chair of Surrey FA.

3 November 2023 | 21

01/11/2023 15:28

COMMENT

NICK RICHARDSON

A curious shift in transport policy

The government has announced an end to the so-called war on the motorist, but its plans raise questions for passenger transport The Plan for Drivers is a curious document in many ways, being a policy paper unveiled at the Conservative Party conference to a largely compliant audience rather than launched in the official way. The concept is an odd one in the broadly accepted context of a modally-agnostic approach to transport and overturns the accepted wisdom of past decades; apparently the approach hasn’t been accepted by everyone.

The fact that we have been prioritising cars for decades is the root cause of problems in both urban and rural settings, despite DfT’s hierarchy of road users putting people who walk and cycle above car users. The simple fact remains that cars, especially those that are sole occupancy, are an inefficient use of finite road space and a cause of pollution plus a whole selection of other attributes such as severance, danger to other road users and exclusion.

Over-simplification The debate is not polarised: people who use public transport also use cars and most car users walk or cycle and many of them are public transport users. This is acknowledged in the paper by Mark Harper, secretary of state for transport: being pro-public transport does not mean being anti-car. This doesn’t mean that cars are a scourge but there are lots of them and people become dependent on them to the exclusion of other options.

Furthermore the paper states that “none of this replaces the significant investment we’ve made in public transport and active travel”.

22 | 3 November 2023 PT300p22-23.indd 22

In other words, the government is supporting everyone, regardless of the consequences and neatly overlooking the cause of most of the problems. It assumes that somehow the car-dependency that characterises Britain today is fine, in which case improving roads and helping traffic flow better can be expected to attract more motorists. The policy is then a monumental sidestep from the key issues because it amplifies the problems.

Key ‘actions’ Taking a closer look shows some of the weaknesses of the plan. Many of the actions undermine road passenger transport so do not act in everyone’s interest, for example, on the operational hours of bus lanes. However, many interpeak bus services operate at close to peak period frequencies and a clear requirement to keep bus lanes clear throughout the day is a simple message to convey. The suggestion that motorcycles could use bus lanes is not new, noting that motorcyclists do not want to be behind buses that stop frequently and are difficult for bus drivers to see, especially if they are changing lanes in and out of the bus lane.

This all seems to stem from the culture war in which car users are somehow hard done by even if they are stupid enough to drive into the car traps at the beginning of a guided busway or get fined for driving through a bus gate, both of which are presented as if they are there to annoy. In both cases, signing accords with the DfT’s requirements and is highly visible.

No mention is made of the inconvenience caused to bus users while idiot motorists’ cars are removed. Another strand of the argument is that car use needs to be made cheaper despite fuel taxes having been pinned down for years, although recent support has enabled the £2 fare cap for many bus journeys. Making car use lower cost is hardly a sensible response to an environmental crisis.

Then we get to the crunch with Low Traffic Neighbourhoods (LTNs). There is a potential difficulty in that schemes may fail “to secure the support of local people and businesses” as the paper requires. This implies that traffic schemes are determined by plebiscite which can override the opinions and experiences of those who benefit; local residents can feel empowered and able to use their streets as they wish without intimidation by car traffic.

There is an emphasis on what is perceived as unfair enforcement, notably “so-called ‘15-minute cities’ to police people’s lives” as the paper puts it. Such measures do not restrict anything other than relentless car use - the tone is more red-top newspaper than government. Regarding 20mph zones and noting that these policies apply only in England, we hear a lot about motorists’ liberty but not about the rights of everyone else using streets. Taking a minute or two longer to travel by car is a small price to pay for safer streets.

Inviting chaos If access to the national DVLA database of vehicles is withdrawn as threatened, it would be impossible for local authorities to manage traffic. Enforcement of traffic regulations is not unfair - there is a set of requirements which everyone is expected to follow, without which chaos would ensue. As the paper acknowledges: “The rules of the road are there for a reason.” Penalties imposed are not simply to raise revenue because they cover the costs of enforcement; local authorities are not permitted to generate profit under the statutory framework set by parliament quoted.

An increase in the number of penalties levied reflects the change from police enforcement to civil enforcement of moving traffic offences by local authorities. Similarly for unfair parking rules we should be reminded that parking regulations are displayed on signs and with road markings following the Highway Code. Unregulated parking www.passengertransport.co.uk

01/11/2023 15:29

IN ASSOCIATION WITH: www.ciltuk.org.uk Tel: 01536 740100 @ciltuk

Prime minister Rishi Sunak unveiled The Plan for Drivers at the Conservative Party conference

creates obstructions that impede traffic flow.

Intervention by central government in the setting of public parking prices managed by local authorities as proposed is hardly in the spirit of devolution through which local authorities are supposedly best placed to understand their local circumstances.

Regarding potholes, a large chunk of the Network North funding is to be directed towards road maintenance on top of other funding, not forgetting the billions earmarked for road schemes. In other words, redirection of much of the funding is not for passenger transport at all. Given highway authorities’ inability to do anything other than manage decline in the condition of their roads over many years, reactive maintenance is welcomed but is not a substitute for preventative maintenance. However, buses will benefit from pothole filling.

The rhetoric continues as if traffic signals are a sort of curse that needs to be purged.

Some are certainly less than optimal, but these days they can incorporate features to www.passengertransport.co.uk

PT300p22-23.indd 23

identify bus services and make adjustments as required. However, no system will operate above a certain threshold when demand is high: traffic saturation is difficult to manage with or without technology. Simply enabling more car use puts more pressure on the network which becomes unmanageable.

Not a route to Net Zero The transition to zero-emission driving section includes targeted support for schools to install electric vehicle chargepoints which is totally contrary to measures to promote other means of getting to school that don’t rely on cars for safety, health and wellbeing reasons.

Strangely there is no mention of moving people from cars to public transport, a painless way to work towards Net Zero. Bearing in mind the government’s shifting of the environmental goalposts and its single-minded focus on electric cars, this represents a very muddled and contradictory approach. Overall, replacing cars with other cars is a misguided way of addressing the problem of too many

vehicles on a crowded island.

The fundamental problem with the plan is that it isn’t really a plan at all and instead lists a series of perceived problems that afflict some road users. In doing so, it fails to understand why traffic problems occur – too many cars – the consequences of car-dependency (social, environmental and economic) or provide any rational approach to decarbonising road transport. Getting people out of cars and onto passenger transport (and walking and cycling) is fundamental to transport policy and simply considering one element of the equation is unhelpful at best and misleading at worst.

ABOUT THE AUTHOR Nick Richardson is technical director at transport consultancy WSP and chair of CILT’s Bus and Coach Policy Group and is a former chair of the Transport Planning Society.

In addition, he has held a PCV licence for over 36 years.

3 November 2023 | 23

01/11/2023 17:35

COMMENT

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PORTLAND FUEL ANALYTICS - NOVEMBER 2023

Extracting new UK oil- a good idea?

If the Rosebank Oil Field needs to go ahead, then so be it, but it won’t help Britain’s energy security and it shouldn’t be subsidised

This month, politicians, journalists, environmental activists and energy experts all had their say on the controversial decision to James Spencer approve the development Portland of the Rosebank Oil Field Britain’s biggest untapped oil reserve. Lying 80 miles west of the Shetland Islands and 2,600 metres below sea level, drilling in this wild corner of the Atlantic (think 80 foot waves…) is due to commence in 2025. The field holds up to 240 million barrels and production is expected to peak at 92,000 barrels per day in 2028.

The divided opinions around the decision to allow all this to go ahead, highlights just how complex and polemic the world of oil remains.

The virulent opposition to Rosebank has inevitably focussed on the climate impact of continued fossil fuel usage. As easy as it is to understand, this viewpoint overlooks the unavoidable truth that as long as the world uses oil, we are going to need exploration.

Wishful thinking may tell us that if we stop extracting oil then demand will go down, but this is not how consumption works and if the UK stops extracting oil from the North Sea, then that demand will simply be met by production from elsewhere. Can there be any logic then in moving oil production away from the UK and have that same production take place in countries that have zero desire to decarbonise, use dirty power (fuel oil, coalfired electricity), have no air quality controls, 24 | 3 November 2023 PT300p24-25.indd 24

and where mass methane flaring is the order of the day? In that light, Rosebank starts to look like the best worst-option.

Proponents of Rosebank point to the employment, tax and energy security benefits of the new oil field. That the project will bring significant advantage to the already wealthy Shetland economy is not in doubt and these employment and investment benefits will spread into the wider offshore sector and more broadly around the whole of the UK. However, when it comes to tax, the income from the new oil field will be significantly muted in its early days of operation. Whilst overall, North Sea petroleum taxes (at a headline rate of 65%) bring in over £3bn per year for the Treasury, the so-called “offshore investment-allowance” means that initial 90% tax breaks will be awarded to the developers of Rosebank.

It will therefore be some time before UK plc receives any benefit from production.

Then there is the energy security angle, which is an almost entirely bogus argument.

Unlike neighbouring Norway, Great Britain does not own the oil that is extracted in its territorial waters, meaning that it has no control over where the oil is sold. The reality is that North Sea oil (because of its high quality) is

“Great Britain does not own the oil that is extracted in its waters”

almost entirely sold to buyers outside the UK, with UK refineries preferring to import lower quality (non-UK) crudes at lower prices. And in the case of Rosebank, the oil field is owned by Equinor (Norway), Suncor (Canada) and Delek (Israel), none of whom have any refineries in the UK anyway. At a stretch, energy security for Europe and the western world will be broadly improved by the opening up of Rosebank, as “good” oil from the UK can displace some “bad” oil from Russia. But Britain’s benefit will be no greater than any other country abiding by the current sanctions regime and besides, 100,000 barrels a day is a drop in the ocean when compared to the 100 million barrels consumed around the world every day.

Which means we have an oil field in the North Sea that generates marginal benefits whilst at the same time, comprehensively undermining the government’s own commitment to Net Zero. As we lecture the rest of the world about the dangers of climate change, here we are cracking on with the “business as usual” energy model. Of course, many climate activists simply want a complete and immediate halt to all North Sea exploration, but the consequences of such a move would see catastrophic impacts on jobs and government revenue, not to mention levels of compensation (to operating companies) that would be off the scale. It is quite simply not an option. So a mature understanding of our continued requirement for fossil fuels is needed, but then again, encouraging further exploration through subsidy is something altogether different.

If the Rosebank Oil Field needs to go ahead, then so be it, but we should forget the idea that it will help Britain’s energy security and it shouldn’t be subsidised. Growth in the energy sector will be dominated by renewables for the next 25 years, so for an island nation with significant natural advantages, an enviable research sector, a dynamic working population and an economy that evidently can support investment, it is in this area that subsidies (if they are necessary) should be channelled.

Not for oil projects run by companies that are currently literally rolling in billions of dollars of profit. The government’s duty is to protect jobs, revenue streams and existing investments, but it should also be focussing on reducing overall consumption, whilst providing competitively priced green energy alternatives. www.passengertransport.co.uk

01/11/2023 16:01

“How often do we hear politicians say that ‘lessons must be learnt?’”

COMMENT

GREAT MINSTER GRUMBLES

Nobody comes out smelling of roses

Our Whitehall insider imagines what’s going on inside the minds of the mandarins at Great Minster House, home of the DfT

It seems to me that the HS2/Network North saga goes from bad to worse. It’s come to light that there was no consultation with Network Rail on the development of the rail proposals in the Network North prospectus, and now The Sunday Times Insight Team is reporting that there has been serious misconduct within HS2 over the management of the project by deliberately misleading this department on the true costs of the project.

Whistle-blowers have been quoted with some serious allegations in this regard.

I have absolutely no idea whether these allegations are true or not. Even if it turns out there is an element of truth in the allegations that are being made, you have to ask some pretty serious questions about the oversight of the project. And how is it possible for a prospectus proposing billions of pounds of investment in the rail network to be put together without any consultation with the company that will actually have to oversee that investment? I’m even hearing that the Network North prospectus was put together by a small group of some five or so people in a back room somewhere. Again, I have no idea if that is true or not, but given the speed with which some of the proposals in the prospectus were unpicked it does seem to be a reasonable assumption.

The chancellor, Jeremy Hunt, is now saying that “lessons must be learnt” from the HS2 fiasco. I’ll say. But will they be? How often do we hear politicians say that “lessons must be learnt” when a major project goes badly wrong? www.passengertransport.co.uk

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I seem to recall that lessons had to be learnt from the Crossrail experience. Doesn’t seem to me that they have been, given the experience of HS2. And I was astonished to hear the chancellor say that at one stage of the project it was even proposed to have air conditioning on the platforms! Air conditioning on outside platforms and in the UK, whose weather generally never justifies that kind of investment.

Air conditioning on underground stations and in underground trains I can understand, but on platforms that are outside? How did that idea even get beyond the “too stupid for words” category? If ever you wanted an example of how rail engineers and rail planners so like to gold

plate their projects, this is it.

And the claim that the £36bn saved from scrapping the northern and eastern leg of HS2 will be spent on all those projects in the Network North prospectus is falling apart too as it is now admitted that this £36bn is at 2019 prices. I wonder what that is actually worth today after taking account of inflation.

And since construction of many of the projects in the prospectus won’t start for many years, quite possibly not until after 2030, I wonder what the actual cash value of this £36bn will be. Seems to me that this £36bn isn’t going to go very far by the time it is actually spent, and that many of the projects in the prospectus simply won’t be affordable unless that £36bn is uplifted for inflation - and there are no commitments to do that.

Nobody comes out of this sorry saga smelling of roses. An announcement on HS2 that was poorly handled from the outset, subsequent media allegations of serious mismanagement within HS2 on how it disguised the real costs of the project from ministers and officials, and therefore from parliament, a Network North investment prospectus that was cobbled together and is increasingly undermined as each day passes.

You really couldn’t make this up.

Where will it all end, I wonder. The National Audit Office and Public Accounts Committee, as well as the Transport Select Committee, have a lot of work on their hands Whether they actually will remains to be seen and I have my doubts. If and when they do, those responsible will have moved on and will not be held accountable for their “crimes”. The inability of our system of government to really hold to account those responsible for these kind of things is, to my mind, a serious issue. They get off scot-free. It’s plain wrong.

Senior executives get large salaries and then a sizeable severance package when they are shown the door for failure. The former chief executive of HS2 had an annual pay package worth a staggering £677,000, for overseeing a project that was self-evidently out of control and for running a company that is now alleged to have deliberately misled the government, and thereby parliament, as to the project’s true costs. Doubtless he also secured a handsome severance package for his “resignation.”

This culture of rewarding failure is surely unsustainable.

3 November 2023 | 25

01/11/2023 16:01

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Boylan steps down at TfGM Chief executive of Transport for Greater Manchester announces plans to retire next year Eamonn Boylan, the chief executive of the Greater Manchester Combined Authority (GMCA) and Transport for Greater Manchester (TfGM), has announced he will retire next year after a 42-year career in public service.

Boylan has played a pivotal role at GMCA and TfGM, guiding them through significant challenges such as the Manchester Arena terrorist attack, the Covid crisis, and leadership changes at Greater Manchester Police.

Among his key achievements is the trailblazer devolution deal with the government, enabling local policy development in areas like skills, transport, and housing.

Another of his successes was realising the Greater Manchester mayor Andy Burnham’s vision for an integrated London-style public transport system - the Bee Network - that saw the first franchised bus network launched in Bolton, Wigan, parts of Salford

Eamonn Boylan

26 | 3 November 2023 PT300p26-27.indd 26

and Bury in September.

Burnham described Boylan’s decision as “a sad day for GMCA and TfGM and for me personally”.

“He has got us through some of our most challenging times and also our positive times, including overseeing the introduction of the Bee Network,” Burnham added.

Boylan will step down after the May 2024 Greater Manchester mayoral elections. The process to recruit a new chief executive has now commenced.

“The last six-and-a-half years leading the combined authority, and four years leading Transport for Greater Manchester, have been the most challenging but also the most enjoyable in my career, and I am grateful to have been given the opportunity to work with so many brilliant people inside these organisations and across our city region,” said Boylan.

“We have delivered on so many fronts. The trailblazer deal is evidence that we remain at the forefront of the argument for devolution. The sheer determination and tenacity that everyone demonstrated across Greater Manchester during the pandemic shows how much stronger we are when we work together with one voice.

“I am immensely proud of what we have created together in Greater Manchester, and I hope that we continue to grow and prosper and make this city-region the best place to get on, grow up and get old.”

APPOINTMENTS NETWORK RAIL Network Rail has announced the appointment of Lucy McAuliffe as its permanent Sussex route director.

McAuliffe (pictured) was appointed acting route director last December following two years as Southern region’s stations and security director, and since then has been overseeing efforts to improve reliability on the Sussex route. She has previously worked in the bus, coach, rail and aviation sectors and has managed stations as well as worked for Network Rail High Speed before moving to lead signalling, control and incident response operations.

McAuliffe also worked at Gatwick Airport as head of passenger security before returning to Network Rail’s Southern region in 2021.

BRIGHTON & HOVE AND METROBUS Go-Ahead subsidiaries Brighton & Hove and Metrobus have announced the appointment of Chris Stringer as engineering director.

Stringer (pictured) started his career as an apprentice with Oxford Bus in 2004, working his way up to engineering manager. His career took him in an international direction to Singapore where he worked as part of a leadership team to mobilise a new bus operation before joining Go-Ahead Ireland as director of engineering.

He moved to Australia in May 2023 to support the startup of U-Go Mobility, Go-Ahead’s bus joint venture in Sydney, where he held a head of assets role.

FIRST MANCHESTER First Bus has announced the promotion of Paul Townley to the newly created role of general manager of its Rochdale business. The appointment comes as the bus operator continues preparations to begin running Bee Network services from March next year.

Townley (pictured) will report to Zoe Hands, managing director of First Bus Manchester, Midlands and South Yorkshire.

He will lead a management team at the Rochdale depot and be responsible for overseeing all aspects of its operations, engineering, commercial and support functions. Townley will also manage regular engagement with Transport for Greater Manchester (TfGM) and the delivery of franchise commitments.

He joined First Bus in 2010 and has held various roles in its Greater Manchester operations before moving into the commercial team for the expanded Manchester, Midlands and South Yorkshire business unit.

FIRST YORK First Bus has announced the appointment of Tom Donnelly as operations manager in York.

Donnelly (pictured) joins First york following two years in the same role at Aircoach, First Bus’s express coach operation based in the Republic of Ireland. He is no stranger to York as he worked previously in the rail sector with Virgin East Coast and roles with other train operators at York station over a five year period.

www.passengertransport.co.uk

01/11/2023 15:57

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01/11/2023 15:57

DIVERSIONS

Suited for National Express success

possible after the bus operator donated one of its retired vehicles to the charity. Fully refurbished for its new role it will provide free interview skills coaching, employment days, essential employment preparation

skills alongside the provision of professional interview clothing.

Design features include laptop stations, interview coaching booths, a tea and coffee area, rails of suits and workwear and changing rooms where stylists will work with clients to help them pick the job interview-winning outfit ready to make that crucial first impression.

“Suited for Success plays such an important role in supporting local people facing unemployment and we were more than happy to play a part in providing mobility to the valuable work that they do,” said Rachel James, the bus operator’s HR director.

the 270 stations on the London Underground network.

The project was launched in 2013 as part of TfL’s Art on the Underground programme to commemorate the 150th anniversary of the London Underground.

Fast forward to September 2021, and London expanded its Underground family to include Battersea Power Station and Nine Elms stations, courtesy of the Northern line extension. TfL wasted no time in inviting these newcomers to the Labyrinth fun.

Artist Mark Wallinger centred the project around the Labyrinth theme, with each station’s unique design displayed on an enamel panel, depicting the intricate journeys of millions of passengers.

These pieces are prominently exhibited and carry a number out of 270, signifying the total London Underground stations in 2013, initially associated with the Tube Challenge route - the fastest path through all stations.

Keen to find the new additions?

You’ll find them in the ticket halls of the two stations.

Jobseeker charity hits the road with National Express A charitable group called Suited for Success is on a quest to sprinkle a little bit of stardust onto the lives of jobseekers in the West Midlands. It seeks to empower unemployed individuals with confidence-boosting interview skills and clothing. Now it is taking its unique approach on the road thanks to a partnership with National Express West Midlands.

The new Suited for Success Employment Bus has been made

Mark’s tricky Labyrinth

ART GETS TWISTED ON NORTHERN LINE Transport for London recently celebrated a decade of their art installation Labyrinth.This installation features 270 unique works, each dedicated to one of

Next stop success!

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London’s St Pancras shopping centre... oops... station has conducted a feat of temporal gymnastics. We’ve only just got Halloween out of the way and it has pulled off the grand unveiling of its Christmas Tree for 2023.

We’re not exaggerating when we call it grand. Sponsored by Hatchards, this towering 12-metre marvel is wrapped in a spiraling staircase, showcasing 270 shelves stuffed with 3,800 books. And nestled at the base are eight cubby holes that beckon visitors to soak in festive publishing magic.

So get your skates on and remember: there are just 53 shopping days until the big day!

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01/11/2023 15:57