Passenger Transport: March 8, 2024

Tackling ‘a stronghold of gender imbalance’

Women in Bus and Coach founder Louise Cheeseman joins others in setting out the diversity challenge and the initiatives that can help to fix it

Advocates of gender equality in the passenger transport sector have said that much more needs to be down to achieve a more diverse workforce - and unlock the benefits that will bring.

Published on International Women’s Day, this edition of Passenger Transport contains a special section - Women in Passenger Transport - devoted to discussion about gender equality in the sector. This includes an article by Louise Cheeseman, founder and chair of the Women in Bus and Coach initiative.

Cheeseman writes: “In a world that constantly strives for inclusivity and gender equality, the

transportation sector remains a stronghold of gender imbalance.

She adds: “As the initiative continues to gain momentum, it serves as a powerful reminder that a truly successful and sustainable industry is one that embraces the talents and perspectives of all, irrespective of gender.”

Organisations used International Women’s Day to launch new initiatives aimed at

improving diversity. The Society of Operations Engineers teamed up with the Bus Centre of Excellence and the Confederation of Passenger Transport to address the under-representation of women in engineering. Meanwhile, under the banner of ‘Go-Ahead Women’, Go-Ahead Group is poised to recruit 1,500 new women bus drivers.

MORE ON PAGES 27-39

“A truly successful and sustainable industry is one that embraces the talents and perspectives of all”

Louse Cheeseman, Women in Bus and Coach

Speculation on Bee Network winners

03

Stagecoach could face major upset

Lumo makes green case and eyes Glasgow

14

Operator outlines its positive impact

INIT wins £160m deal to upgrade iBus

10-year contract will enhance system

Norman

Jason

Labour should get on board with open access

Robert Jack

Managing Editor

As a resident of Edinburgh who often travels to London I have tried just about every land-based passenger transport option there is. When it arrived back in October 2021, Lumo was a welcome addition. The open access operator offers me a quick and affordable way to make the journey (the fare is capped at £81, no matter how late you book). Eyebrows were raised about the decision to grant the FirstGroupowned open access operator rights to provide services on a corridor that already has frequent, direct connections. This is not like Hull Trains, the other open access operator in the FirstGroup stable, which identified and served a market that the railway had previously overlooked. However, Lumo’s arrival seemed to reinvigorate state-run LNER, an operator that was already providing a good service.

Long distance routes like this benefit from a bit of competition, with different operators offering different service propositions. London-Edinburgh rail use is well ahead of pre-Covid levels unlike, for example, London-Leeds. Passengers like using open access operators, as evidenced by the high satisfaction ratings they receive in the National Rail Passenger Survey. So why, at last month’s George Bradshaw address ‘election special’, did shadow rail minister Stephen Morgan find it so hard to back them? Would an incoming Labour government really ditch a popular and self-funding part of the rail network? It’s time for Labour to get on board with open access.

IN THIS ISSUE

27 WOMEN IN PASSENGER TRA N SPORT

To mark International Women’s Day (March 8), this edition of Passenger Transport contains a special section - Women in Passenger Transport - devoted to discussion about gender equality in the sector.

22 T HE WORLD IS OPEN TO CONNECTING WITH US

Alex Warner writes about his recent experiences of field marketing for a bus service in a seaside town which showed that businesses are ready to collaborate. He was nervous about the response but “I need not have worried, the response was incredible.”

24 W HAT ATTRACTS NEW CUSTOMERS TO TRAINS?

Nick Richardson writes: “After the Covid-19 pandemic, life continues to return to normal except that it hasn’t entirely. The demand ... has seen many rail commuters coming back for their regular journeys but some are not as regular as they used to be.”

41 A RE WE WITNESSING A SHIFT IN ATTITUDE?

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Our Whitehall insider imagines what’s going on inside the minds of the mandarins at Great Minster House, home of the Department for Transport. “The core to increasingly ridership on public transport largely comes down to extra funding.”

REGULARS

Speculation mounts over Tranche 3 winners

Stagecoach could face major upset in final franchising phase

CONTRACTS

As Greater Manchester’s franchised Bee Network prepares to launch its second phase, speculation is mounting regarding who the successful bidders for the third and final phase will be.

Industry rumours hint at a potential shake-up for Stagecoach in Tranche 3, which takes in the south of Greater Manchester with five large and four small franchises that cover Stockport, Tameside, Trafford, and the rest of Manchester and Salford.

While Stagecoach currently holds a dominant position in the deregulated setup of the area, speculation suggests it could walk away with just one of the large

franchises. First Manchester and Rotala’s Diamond Bus operation are expected to make strides with the small franchise contracts. Additionally, there are murmurs of a newcomer to bus operation in the region clinching some or all of the remaining large contracts.

Transport for Greater Manchester (TfGM) has refused to be drawn on the speculation. A spokesperson added that an update on Tranche 3 will be provided in the coming weeks.

Meanwhile, the second phase of the Bee Network will launch on March 24, pushing the franchised portion of the bus network to about 50%. Tranche 2 encompasses three large franchises and three small franchises across Rochdale, Oldham, and the remaining parts of Bury. These contracts cover 30% of the Greater Manchester

bus network, including 500 buses, approximately 1,000 drivers, and three depots transitioning into franchising.

Stagecoach has secured the three large franchises based on operations from First Manchester and Go North West’s depots at Oldham and Queens Road respectively, plus its existing Middleton depot. First has secured two of the three small franchises in Rochdale, while Rotala subsidiary Diamond Bus has been awarded the Oldham small franchise.

TfGM has provided updates on depot acquisitions and improvement plans. The Oldham and Queens Road depots have been purchased, while the Middleton depot acquisition via lease is progressing. Plans for Oldham and Queens

Road include short-term improvements such as enhanced toilet facilities and roof repairs at Queens Road. TfGM admits the latter depot will eventually need a replacement roof.

Electrification efforts at the Oldham depot are progressing well, with infrastructure commissioning slated just before the second tranche of contracts launch. However, industrial action at ADL’s Falkirk factory has delayed the delivery of 50 zero-emission Alexander Dennis Enviro400EV double deckers. Only two buses were delivered by January 26, with 26 to 32 expected by March 24. To mitigate this, a small fleet of Bee Network specification Euro 6 buses will temporarily supplement the new zero-emission fleet.

Similarly, the small franchises have faced delays in vehicle production, prompting the acquisition of an interim fleet to maintain services until new buses arrive between March and June 2024. Overall on March 24 60% of vehicles will have, as a minimum, external Bee Network Livery.

Stagecoach does not expect any agency drivers will be required, but TfGM has said a risk remains that the number of staff who have indicated they are willing to transfer to the new operators via TUPE will change as the operational commencement date approaches. To mitigate this risk, Stagecoach has seconded 80 members of staff from elsewhere within the group to operate on the network if required.

The group has also launched a comprehensive training package for staff in partnership with trade union Unite and TfGM and is seconding 60 drivers to both First Manchester and Go North West to ensure drivers can be released for training ahead of the launch of the Tranche 2 contracts.

DIAMOND BUS BUZZING WITH NEW BUSES Bus manufacturer Alexander Dennis is in the process of delivering 67 Enviro200 buses to Rotala subsidiary Diamond Bus for use on Tranche 1 and Tranche 2 services of Greater Manchester’s franchised Bee Network. The first of the vehicles were handed over to the operator on February 27 at the operator’s Eccles depot in the presence of Vernon Everitt, Greater Manchester’s transport commissioner.

Wrightbus owner in ZEBRA challenge

Procurement process at the centre of bus manufacturer dispute

PROCUREMENT

It is understood that Jo Bamford, the owner of Ballymena-based bus manufacturer Wrightbus, has launched a legal fight against one of the councils awarded funding from the Zero-Emission Bus Regional Areas (ZEBRA) programme.

The case surrounds the procurement process for a new fleet of zero-emission buses destined for Blackpool Transport. A total of £20m was awarded in March 2022 from the scheme to support the introduction of 115 battery-electric buses.

At that time, it was anticipated that they would enter service between 2023 and 2025. However, there had been mounting speculation in the industry regarding the absence of any order being placed with a manufacturer

ADL CONFIRMS

BYD EV RECALL

Manufacturer states EV technology not to blame

ELECTRIC BUSES

Alexander Dennis (ADL) has responded to media reports suggesting that an urgent recall of over 2,000 buses, produced in collaboration with Chinese manufacturer BYD, is rooted in battery-electric technology.

A spokesperson for the manufacturer clarified that the recall stems from concerns surrounding the heating, ventilation, and air conditioning (HVAC) system

following the award of funding.

The business case published in January 2022, which was produced by Blackpool Council in partnership with the municipal operator, envisaged this would have comprised a mix of 57 double deckers and 58 single deckers. Funding for the fleet was based on a shareholder loan from the council, the sale of the operator’s entire ‘Palladium’ Euro 6 bus fleet

and the ZEBRA grant funding.

During a market engagement exercise, a total of five manufacturers expressed interest in the project. All were asked to consider three detailed vehicle specifications that would form the basis of the order - a low floor double decker; a single decker of between 11 and 12 metres in length and a single decker of between 9.7 and 10 metres in length.

Blackpool Transport planned to sell Euro 6 ‘Palladium’ bus fleet

provided by Hispacold for certain BYD–ADL battery-electric buses, following an incident earlier this year.

“The investigation is still ongoing and the root cause has not yet been identified,” they continued. “As the safety of our customers’ team members, bus drivers and passengers is of the utmost importance to us, a safety bulletin has been issued to all affected operators with temporary precautionary measures to ensure the highest levels of safety are met.”

ADL said that updates will be communicated to operators upon the completion of the investigation, conducted jointly by ADL, BYD, and

Informed sources have confirmed to Passenger Transport that media reports suggesting the procurement process initially resulted in Chinese manufacturer Yutong being awarded the contract are correct. However, the procurement process was re-run last year following an appeal from a rival manufacturer. That led to Alexander Dennis (ADL) being selected as the new preferred bidder for the deal.

The Sunday Times last weekend reported that Bamford had launched a challenge to Blackpool’s procurement process in a story that focussed on the fact that half of the vehicles awarded funding from the ZEBRA initiative are being supplied by either Chinese or overseas bus manufacturers.

However, it is now understood that the most recent and successful ADL bid was made based on its new battery-electric bus range that has been engineered in-house rather than vehicles produced as part of ADL’s joint venture with Chinese manufacturer BYD. Blackpool Council has not responded to a request from Passenger Transport for comment on the case.

relevant suppliers in collaboration with the DVSA. A permanent solution to rectify the issue is expected.

“To our knowledge, the issue does not impact core driveline components such as electric motors or traction batteries,” added the spokesperson. “Additionally, there is currently no indication that this issue is related to recent bus fires that garnered media attention, as those incidents involved different vehicle types and technologies.”

Media attention surrounding battery-electric buses has intensified following a fire involving a Switch Mobility Metrodecker operated by Go-Ahead London in January.

NEW ENVIRO400EV ‘MOST EFFICIENT’

Zemo accreditation follows Millbrook test programme

ELECTRIC BUSES

During zero-emission bus certificate accreditation testing conducted by Zemo Partnership at the Millbrook proving ground, Alexander Dennis’s latest generation Enviro400EV battery-electric double-decker, averaged energy consumption of 0.67kWh per km. It makes the new product the most efficient battery-electric doubledecker yet tested by Zemo, giving a theorectical range of 620km.

HS2 funds redirected to new £4.7bn fund

Government redirects funding planned for HS2 towards ‘unprecedented’ fund aims at creating transport improvements in smaller towns and cities

FUNDING

The government has unveiled the new Local Transport Fund (LTF), aimed at bolstering transport investment in the North and Midlands, with a particular emphasis on smaller cities, towns, and rural areas.

Starting from April 2025, Local Transport Authorities (LTAs) in the North will receive £2.5bn, while those in the Midlands will be allocated £2.2bn as part of the Network North initiative, which redistributes funds resulting from the partial cancellation of HS2. Payments will be released from 2025 and run until 2032.

LTF targets communities outside the City Region

Sustainable Transport Settlements (CRSTS) programme, which is tailored for larger city regions. The allocation ensures neighbouring authorities previously ineligible for CRSTS can now spearhead similar infrastructure enhancements. Consequently, all local authorities in the North and Midlands will benefit from long-term

“This funding boost will make a real difference to millions of people” Mark Harper

Midlands Rail Hub wins £123m funding

Move aims to kickstart plans for capacity enhancements

As part of the Network North initiative, the government has announced funding for the next stage of development of the Midlands Rail Hub.

Funding worth £123m has been secured that will enable design work to commence. This will focus on infrastructure interventions and operating plans that will allow an additional train every hour in both directions between central Birmingham and locations including Bristol, Cardiff,

Cheltenham and Worcester.

More London to Birmingham services will be extended from Birmingham Moor Street to Snow Hill station, creating an improved service to Birmingham’s Snow Hill business district.

In addition, Kings Norton station will be made more accessible, while platforms at Snow Hill, Moor Street, and Kings Norton stations will be upgraded. Passengers will also have greater access to HS2 services via Curzon Street station.

settlements under Network North.

Lancashire is the biggest beneficiary from the additional LTF allocation. It will receive £494.4m over the seven-year life of the LTF. Other big winners are the recently established York and North Yorkshire Combined Authority with £379.7m; Staffordshire with £285.9m; Lincolnshire with £262.3m; and Leicestershire with £238.2m.

The North East is separately receiving £3.7bn from CRSTS from now until 2032, which includes an uplift of more than £1bn from Network North, boosting local transport across the Tees Valley and the North East.

When delivered in full, the hub will see services on most routes increase by between 50% and 100%. Birmingham’s CrossCity line will also see a train every 10 minutes.

The number of trains between Birmingham and Leicester will be doubled from two to four per hour, while additional trains are planned between Birmingham and Nottingham, and the new Birmingham to Worcester trains extended to Hereford.

“This announcement marks a major milestone in this transformational, nationally significant project,” said Maria Machancoses, chief executive of Midlands Connect.

The government claimed the LTF would deliver an unprecedented, long-term funding boost across the North and Midlands over seven years.

Described as the first transport budget of its kind, it aims to give local leaders the certainty to invest in transport projects tailored to their communities’ needs. This initiative aims to stimulate job creation, economic growth, and promote nationwide levelling up.

However, it’s worth noting that the funding isn’t ringfenced for public transport. Eligible transport projects span a spectrum that includes new roads, pothole repairs, and the installation of EV charging points.

The Department for Transport will provide guidance for local councils and LTAs to maximise the use of this significant funding. Collaboration between councils and local MPs will be essential, with accountability measures in place to ensure efficient and timely spending of the allocated funds. Local councils will also be required to publish their delivery plans outlining the projects they intend to invest in.

Over the seven-year life of the LTF funding stream it will deliver, on average, at least nine times more than these local authorities currently receive through the local integrated transport block which is the current mechanism for funding local transport improvements in their areas.

Transport secretary Mark Harper described LTF as “game changing”. “This funding boost will make a real difference to millions of people, empowering local authorities to drive economic growth, transform communities, and improve the daily transport connections that people rely on for years to come,” he added.

“It is likely there will be a full recovery to pre-pandemic levels in four to seven years”

Research suggests rail patronage could double

Pre-Covid patronage to be surpassed within four to seven years

PATRONAGE

New research by consultancy Steer for the Railway Industry Association (RIA) has found that rail passenger numbers could double by 2050.

Research on Long-Term Passenger Demand Growth concludes that passenger numbers could grow between 1.6% and 3.0% per annum, representing between 37% and 97% of the pre-pandemic peak. Up until the pandemic in early 2020, rail had seen sustained growth in passenger volumes of 3.7% per annum on average since privatisation.

Steer probed four prediction models based on underlying growth, customer offer (in other words customer service improvements), behavioural changes (such as greater environmental awareness) and

MILESTONE FOR HS2 TUNNELLING

First bore of 10-mile Chiltern Tunnel completed

HS2

A tunnel boring machine working on the HS2 project has successfully completed its three-year 10-mile journey under the Chiltern Hills. Named Florence, the TBM is one of 10 machines excavating the 32 miles of tunnel on the new railway.

Two identical TBMs were used to create the twin-bore Chiltern Tunnel. The second machine, named ‘Cecilia’, is due to break through in the coming weeks.

‘sluggish’ growth.

Socio-economic factors, motoring costs and rail fare inflation are some of the factors that have influenced Steer’s conclusions, but even the most pessimistic ‘sluggish’ growth model suggested a return to preCovid rail patronage by 2036.

“The rail market has already recovered to around 90% of pre-pandemic volumes and our scenarios show it is likely there will be a full recovery to prepandemic levels in four to seven years,” said the consultant.

“The level of growth over time and in different markets will be influenced by a range of factors including the economy, sociodemographics, modal competition, the customer service offer (including fares and ticketing, timetable), new/ upgraded infrastructure and other policies that directly or indirectly impact on rail.”

Steer added that it is “confident

that under any scenario rail demand in the UK will grow beyond today’s network, growth that government policy, rail services and operators will need to accommodate”.

“This landmark report sets out a range of scenarios for future rail passenger growth, yet under all of them passenger numbers grow, which will have clear impacts on capacity in the future,” said RIA chief executive Darren Caplan.

He said even if the government does nothing and “lets the industry drift along as it is”, under the lowest growth scenario passenger numbers still grow by a third in the 25 years to 2050.

Caplan continued:

“Alternatively, if a future government adopts a bold and ambitious strategy, passenger numbers could double by 2050, dramatically increasing revenues. So there is clearly a huge opportunity to expand rail travel.”

IN BRIEF

SOUTHERN CHANGES

Train operator Southern will roll out a significantly revamped timetable for its West Coastway services in Hampshire and West Sussex in June. The enhancements to both weekday and Saturday schedules encompass new and more frequent services, along with increased capacity on high-demand routes. Additionally, the updated timetable will feature evenly spaced departures and improved reliability and punctuality.

ELIZABETH LINE SHORTLIST

Four bidders have made the shortlist for a new seven-year contract to operate the Elizabeth line. They are French transport group Keolis, GTS Rail Operations (a joint venture between Go-Ahead, Sumitomo Corporation, and Tokyo Metro Company), and Arriva UK Trains. The fourth bidder is the current incumbent, MTR Corporation UK, whose contract is set to expire next year. Tender documentation is scheduled to be released in April, with submissions anticipated by July.

THAMES VALLEY ACTION PLAN

Network Rail has pledged to rectify issues on the Great Western Main Line out of London Paddington within the next 18 months, unveiling a £140m plan aimed at resolving the challenges affecting both the Elizabeth Line and GWR services. The infrastructure controller said it had identified 1,000 actions along the 53 miles of route between London and the Thames Valley that will help it pre-empt and address ongoing problems and delays averaging more than 200 hours per week.

HS2 staff and contractors watch the breakthrough of Florence

Green shoots after Stormont restoration

The restoration of the power sharing government has seen deal with trade unions and new investment in cross-border trains. Rhodri Clark reports

INVESTMENT

Green shoots are starting to emerge for passenger transport in Northern Ireland following the restoration of the power sharing government in Stormont in early February. The restoration triggered the release of £3.3bn of funding from the UK Government.

The most immediate change was that the unions which represent Translink employees were offered an improved pay deal. Three days of bus and train strikes in the last week of February were called off as a result. Services had been hit by strikes on several days in December.

In a separate development, funding under the Shared Island initiative was announced last month for a range of cross-border transport projects, including €25m to increase the frequency of the Enterprise train service

to hourly. Currently there are only eight trains per day in each direction on weekdays between Belfast and Dublin.

Translink and Iarnród Éireann are developing the new timetable, with the aim of launching 15 services per day before the end of this year.

“An hourly service will double current frequency and significantly enhance sustainable transport connectivity between the two largest cities on the island of Ireland,” a Translink spokeswoman told Passenger Transport

Last year, the Enterprise celebrated 75 years of service. A record number of passengers

journeys (1.1 million) used the cross-border service in 2022. The current Enterprise timetable offers over two million seats per annum.

Translink believes that the Enterprise provides a huge opportunity for growth in the Belfast-Dublin economic corridor. Approximately 3.3 million people live within a 40-mile commuting distance from the Belfast-Dublin railway corridor. This is projected to grow to over four million by 2030 and represents around half of the island’s population.

Translink is also planning to divert the Enterprise to the rebuilt Belfast Grand Central station, which is due to open operationally

“An hourly service will double current frequency between the two largest cities on the island of Ireland”

this autumn. Currently it terminates at the city’s Lanyon Place station. The spokeswoman said that the change of terminus would take Enterprise closer to the city centre and improve connectivity with other bus, coach and train services.

Belfast Grand Central station will be the largest integrated transport hub on the island of Ireland and, when fully complete, its footprint will exceed that of London King’s Cross station. It is designed for around 20 million passenger journeys per annum. Compared with the Great Victoria Street interchange which it replaces, Grand Central will increase the number of bus stands to 26 and the number of rail platforms from four to eight.

Later this decade, both governments aim to deliver infrastructure enhancements to improve Enterprise journey times, electrification and new rolling stock to replace the push-pull Enterprise sets supplied by De Dietrich in the mid-1990s.

There are also plans for public transport investments elsewhere in Northern Ireland. Phase 2 of Belfast’s Glider bus service is being designed as a north-south service to complement the original Glider routes, launched in 2018 and primarily focused on eastwest movements. Phase 2 could commence operation in 2027.

Railway reopenings are also proposed. Last autumn a study for Armagh City, Banbridge & Craigavon Council and the Department for Infrastructure (DfI) found that reopening the line from Portadown to the city of Armagh would be feasible. The DfI said the findings would help with prioritisation of the recommendations in the All-Island Strategic Rail Review, which is due to be finalised this spring.

An Enterprise train at Lanyon Place station

Khan launches off-peak pay as you go Fridays

Move aims to stimulate patronage and economic growth

FARES

London mayor Sadiq Khan has launched the mooted trial of off-peak pay-as-you-go fares on Fridays across the capital’s Tube and rail networks.

The initiative, which was initially proposed last month (PT306), aims to provide valuable insights to Transport for London and rail operators regarding the potential positive impact of off-peak fares on Fridays. It is also hoped it will stimulate patronage growth and contribute to London’s broader economic recovery by encouraging more commuters to return to their offices on Fridays.

Running for a three-month

TfL WEIGHING UP WEST HAM OPTIONS

Review follows Stagecoach move to quit bus garage

FACILITIES

Transport for London has said it is reviewing its options about the future of West Ham Garage following Stagecoach London’s proposals to close the facility and move operations elsewhere within its bus business in the capital (PT307).

“The bus network plays a vital role in allowing Londoners to travel affordably and sustainably,” said Tom Cunnington, TfL’s head of buses business development. “We are considering our next steps for the future use of West Ham Bus Garage and our operational needs within our wider property estate.’’

period until May 31, the trial has garnered significant attention, with Khan highlighting its importance to rejuvenate the capital’s economy postpandemic. It follows the recent announcement of Khan’s decision to freeze TfL fares until March 2025.

During the trial period, peak pay as you go fares, applicable between 06:30 and 09:30, and between 16:00 and 19:00 on both TfL and National Rail services, will be waived on Fridays, with the exception of journeys to and from Heathrow Airport via Zone 1. Additionally, the daily fare cap will be adjusted to reflect an off-peak rate specifically for Fridays.

The trial will also allow holders of the 60+ London Oyster photocard and Older Persons’ Freedom Passes to include

travel on TfL and National Rail services before 9am. London’s bus and tram services will remain unaffected by the trial, maintaining a flat rate fare of £1.75 regardless of the time of travel.

A total of £24m has been allocated from Khan’s recently approved mayoral budget to fund the move. This will be allocated to compensate TfL and rail operators for any potential loss of fare revenue during the trial period and cover the associated operational costs.

“Encouraging more people back into the city on Fridays could give a much-needed boost to the hospitality, business and leisure sectors, supporting London’s wider economic growth as we continue to build a fairer, greener and more prosperous London for everyone,” said Khan.

TfL REVISES PENALTY FARES FOR CONSISTENCY

Move aims to align with recent National Rail change

ENFORCEMENT

Transport for London has increased the penalty fare for fare evasion across its networks from £80 to £100, with a reduction to £50 if paid within 21 days. The decision to increase penalties aligns with the Department for Transport’s move to raise the penalty fare to £100 across National Rail.

TfL said the move aims to establish clear and consistent rules and penalties across different transport networks in London, ensuring that the penalty fare remains an effective deterrent.

TfL estimates that 96% of passengers pay the correct fare in London but fare evasion is still estimated to cost the organisation around £130m-£150m each year. However, recent statistics have revealed a 56% increase in fare evasion prosecutions in 2023 compared to 2022.

“Fare evasion is a criminal offence which robs Londoners of vital investment in a safe, frequent and reliable transport network,” said Siwan Hayward, TfL’s director of security, policing and enforcement, “It also impacts our customers and our staff, and can make public transport feel unsafe.”

NEW NAME FOR ABELLIO LONDON BUS Abellio London Bus became Transport UK London Bus on March 2 in a move that marks a year since the management buyout of Abellio UK from Nederlandse Spoorwegen, the Dutch state rail operator. Buses are now appearing with the branding and a change programme has commenced to extend the branding across the business.

Buses could be axed where they parallel rail

Welsh Government could use bus franchising to end competition with rail, but bus operators believe the proposal is flawed. Rhodri Clark reports

STRATEGY

Lee Waters, the out-going Welsh deputy minister for climate change, has revealed that Wales-wide bus franchising could result in public transport routes being axed where they are deemed to compete with each other. He announced this week that he will leave his ministerial post when the new first minister of Wales is elected on March 16.

During a transport debate in the Senedd on February 27, Waters acknowledged that the funding the government was willing to put in and the balance between rail and bus were critical. “We can deliver far more value from bus than we can from train in terms of number of passengers and those areas that are not connected by a railway line,” he said.

The work on bus network reform, which Transport for Wales is leading, would allow strategic planning of how bus and rail can properly integrate. “At the moment we are effectively subsidising a railway line to run in parallel with a bus service. They’re competing against each other while other parts of an area have no service at all,” said Waters.

“What we’ll be able to do with bus franchising in place is to move away from that and say, ‘We will serve that route by rail, and we will serve that route by bus, and we won’t have them competing’. That way, we can have a genuinely joined-up, integrated transport system.”

Bev Fowles, vice-chair of the

Coach and Bus Association Cymru, said the government appeared to misunderstand that parallel rail and bus routes served different needs. Where a railway had six stops, the parallel bus route might have 60.

“The bus is usually a slower journey because it penetrates the areas that the train is never, ever going to get to,” said Fowles. “I don’t see that they compete.”

He instanced the frequent trains

and buses between Pontypridd and Cardiff, and said the buses served important places which the train could not reach. These included the Treforest Industrial Estate and the Coleg y Cymoedd further education campus in Nantgarw, which are both on the opposite side of the river Taff from the railway.

The policy has already been put into action in North Wales, with the removal last year of the

“At the moment we are effectively subsidising a railway line to run in parallel with a bus service”

Lee Waters, deputy minister for climate change

TrawsCymru T19 route which paralleled the Blaenau Ffestiniog to Llandudno railway. Bus and train were timed to offer a service approximately every 90 minutes. There is now only the train, which runs every three hours, and residents have lost the direct access to places such as Llandudno hospital which the bus provided but the train does not.

Passenger Transport asked the government which rail and bus routes it had in mind for withdrawal, whether the savings would include infrastructure costs from closing railways, whether it accepted that removing bus routes would cause difficulties for some passengers and cost increases for users of free bus passes, and whether the policy had been designed by relatively affluent people who had little understanding of the needs of those living in poverty or with limited mobility.

A government spokesperson responded: “The deputy minister was setting out some of the opportunities that having rail and bus under public control will bring - through better integration, improved connectivity and maximising scarce resources using a social partnership approach.

“No detailed work has taken place to look at places where deconflicting rail and bus could be an option, and it would be churlish to suggest otherwise.

“In Wales, decisions on local transport networks will be taken in partnership with local government, who have a place at the top table as part of the ‘guiding mind’ on regional transport.

“We’ve maintained investment in bus services despite incredibly severe budget pressures, and we’re the only place in the UK that has increased, rather than reduced, rail services post Covid.”

The infrequent T19 bus paralleled the infrequent Conwy Valley rail service before it was withdrawn last year

“To improve the bus network, we have to end the deregulation of the bus sector”

Welsh bus franchises expected in 2026-28

Government has published its bus reform roadmap

FRANCHISING

The Welsh Government this week set out its plans for bus franchising, including the expected timescale. The legislation will be passed next year, if the Senedd backs it, with initial franchise procurement in 2026. The transition to franchising in all areas of Wales will take several years.

Lee Waters, who holds the transport ministerial brief, said last month that he expected the legislation to be introduced to the Senedd in September.

The government’s newly published bus reform roadmap explains: “Under franchising local authorities, Corporate Joint Committees, bus operators, Transport for Wales and the Welsh Government will all work together to design better bus networks and services. Within the funding available, we will prioritise services that best meet people’s and communities’ needs.” Corporate Joint Committees are regional groupings of local authorities. Franchising will be rolled out from 2026 “with the first franchise zones procured, mobilised and running under management by Transport for Wales”. From 2028 to 2035 “once Wales’s bus network has been franchised, franchise packages will be reviewed, refreshed and improved”. Nine franchise zones are proposed but these will not equate to franchise packages. Each zone will include a number of franchise opportunities. The zones to be franchised first will be

decided later, taking into account the complexity of the network (including cross-county and cross-border movements), current levels of control and competition, “ability to grow revenue in the area” and the bus decarbonisation opportunities available.

The roadmap says: “We envisage that Transport for Wales will ultimately purchase and own the buses used by operators to run franchised services, but in the short term there will be a mix of Transport for Wales and operator owned buses. Where buses are provided by Transport for Wales, the franchise operator will be responsible for operating and maintaining them.”

Depots are envisaged as “mixed economy”, including private and public ownership. “We will take a case-by-case approach to determine where public ownership of depots would deliver the best value. We will consider the impact of facilities on competition, and the interaction with the facilities needed for coach and school transport operations.

“Public ownership of depots is also a key enabler of decarbonisation. It can stimulate a wider low-carbon economy for Wales as the investment would also include the equipment needed for electric charging or hydrogen refuelling.” The government also says there will be equitable access for operators.

The government says there will be a place in the franchised bus network for small to medium sized enterprises (SMEs) and municipal operators. “The procurement process will seek to allow operators to compete for contracts most suited to their size and nature of business,” says the roadmap. “The procurement routes for each of these package types have not yet been determined.”

It also promises that procurement will be “accessible for SMEs”. This could be a response to SMEs’ concerns that navigating the qualification process and bidding could be beyond their resources and skills.

The roadmap appears to be uncertain about protection for staff where services change operator. “The Transfer of Undertakings (Protection of Employment) Regulations (TUPE) may apply,” it says. “Transport for Wales will engage with trade unions to align on the approach for developing social partnership commitments under the franchising model. This will ensure an inclusive and productive working environment for existing and new operators as they enter into social partnership arrangements.”

In his foreword to the roadmap, TfW chief executive James Price says: “Future funding will be a challenge, which means the improvements we can make will be done incrementally. We’re changing the fundamental plumbing of the system, which means there will be more control over how public funds are spent on bus services. When the funding becomes available, we

can make the exciting changes the people of Wales deserve.”

Lee Waters uses his foreword to explain that “drastically increasing the number of people using the bus” is essential if Wales is to meet its sustainability goals. “To improve the bus network, we have to end the deregulation of the bus sector. Under the franchise model we would be able to run bus routes that work for local communities. People could travel the length of Wales using one ticket. A single timetable could be efficiently aligned with other buses and the rail service. Any profits could be fed back into the bus network.”

A

WELCOME SIGNAL

INTENT AARON HILL DIRECTOR, CPT CYMRU

This roadmap is a welcome signal of intent from Transport for Wales and Welsh Government, recognising the importance of a strong bus network to the wellbeing of Wales. However, bus operators across the country have faced huge challenges in recent years, and regulatory change alone will not change the economic reality of this. Our own research published last year shows that a minimum subsidy franchise - as used in Jerseycould strike the right balance between government control and using the skills and expertise of commercial operators to deliver maximum benefit for the public.

www.passengertransport.co.uk 8 March 2024 | 11

Public transport is in ‘a precarious position’

Urban Transport Group report reveals transport trends

POLICY

Public transport in England’s city regions is in a precarious position, exacerbated by the pandemic, according to a new Urban Transport Group report that reveals the full extent of England’s changing transport landscape over the last decade.

The report, Inside track: The state of transport 2024, reveals a wide variety of transport trends, from train and tram to bus and bike, over the last 10 years, including through the Covid-19 pandemic. It features patterns on population and economic growth, showing that whilst city region economies are growing, they are failing to fulfil their potential -

‘POLICY RE-SET’ NEEDED FOR POST PANDEMIC WORLD

Independent Transport Commission urges change

POLICY

A new think tank report reveals how travel behaviour continues to shift, and includes recommendations to policy-makers, infrastructure planners and industry leaders.

Published by the Independent Transport Commission (ITC), a research charity with a mission to explore all aspects of transport and land use policy, Thelonger-term impactsoftheCovid-19pandemic onTransportandLandUseinBritain, investigates the longer-term legacy of the pandemic on how we travel

with Gross Value Added (GVA) per head of population remaining below the national average (except for London).

While the report exposes major challenges for transport, there are seeds of optimism around the recovery from the pandemic and the acceleration of devolution and, with it, greater transport powers for local areas.

Jason Prince, director of the Urban Transport Group, said:

“The report lays bare the precarious state of public transport in England’s city regions and the country as a whole - fewer people are travelling compared to a

decade ago and the car still heavily dominates how people move.

“While the data shows that there is a recovery in progress, we are still short of where we were before the pandemic.

“More positively, devolution is accelerating - something which we should welcome. However, it will take time for some of the benefits to be realised. Now is the time to lock in the recovery for the long-term by providing greater clarity and certainty over funding, and truly recognising the value that public transport brings to our communities and local places.”

JASON PRINCE: PAGE 20-21

“Fewer people are travelling compared to a decade ago and the car still heavily dominates how people move”

and the built environment. At a crucial time in the electoral cycle, the report shows how policy-makers need to accommodate new trends.

The report maps demand using national transport data across roads, bus, rail and aviation and finds that, across the board, leisure travel continues to increase, while commuting in peak hours appears to be permanently reduced compared with the pre-pandemic situation.

“With the general election on the horizon, these findings point to an urgent need to rethink how best to fund and revitalise passenger transport in Britain,” commented Dr Matthew Niblett, director of the ITC.

He added: “Against the backdrop of shifting travel demand to different times and days of the week, as well as reduced revenue from business

KEY FINDINGS

People are making fewer trips

- The total number of trips made per person in 2022 (862) was 10% lower than in 2013 (942).

Commuting levels have been dramatically curtailed - The average number of commuting trips in 2022 (230) was 24% lower than in 2012 (302).

Rail season ticket journeys have plummeted - The number of journeys made on a season ticket in 2022/23 (204 million) was 66% lower than before the pandemic in 2018/19 (620 million).

The bus has lost one in four passengers - The number of bus trips in 2022/23 (3.4 billion) was 26% below 2013/14 (4.6 billion).

The car is still king - Car or van use has seen only a slight decline from 2013, with 337 trips per person as a driver in 2022/23.

travel, as minimum we will require a policy re-set to reflect these wider trends, or risk damage to levels of passenger transport services and quality. A recasting of the HM Treasury appraisal process for transport schemes to reflect these changes should be seen as a minimum requirement for any incoming UK Government.”

The report shows that reduced ticket revenue for passenger transport will require a rethink of funding assumptions. The government will need to increase public funding for rail and bus services to prevent a decline in the quality of services offered. Failure to properly invest in passenger transport will conflict with longer-term policy objectives on decarbonisation, reducing regional

inequalities and economic growth.

Opportunities exist to reshape fares structures to reflect changing travel needs, and to rethink the timing of network maintenance. Increased ‘off peak’ travel demand and flexible working practices also provide an opportunity to make better use of network capacity.

The report also argues that the appraisal process for UK transport schemes needs a major rethink. With journey time savings, which receive great weight in the UK’s current appraisal methodology, now less relevant than environmental and social/community benefits as drivers of passenger behaviour, HM Treasury appraisal processes require an update. Issues to consider include the need to encourage greater use of public transport.

“This is another huge step towards us getting back the world class bus system we once had”

South Yorkshire bus franchising decision

Combined authority will take over operation of Supertram this month and mayor Oliver Coppard is keen to bring bus services under public control

South Yorkshire’s mayor, Oliver Coppard, has welcomed the conclusion of a Franchising Assessment which states that buses in the region should be taken back under public control with depots and fleet owned by the Mayoral Combined Authority (MCA) as the preferred option.

The Franchising Assessment report is subject to approval at an MCA Board meeting on March 12. If it is approved, the next step is for the MCA to obtain a report from an independent auditor in order to proceed with franchising.

A 12-week public consultation would take place before the MCA takes the decision as to whether to implement the scheme.

Coppard is committed to bus reform, with feedback from 30 public meetings on bus services across all four boroughs in South Yorkshire telling him the current system is not working.

The bus market in South Yorkshire has been experiencing a continuous cycle of decline, with bus mileage falling by 42% over the past decade. What remains of the network is increasingly reliant

on public funding. In 2012/13, 13% of mileage was supported by public funding. By 2022/23 this had grown to 20%, and the forecast for 2023/24 is that it will increase further to 24%.

In terms of investment to improve bus services, South Yorkshire receives just over £10 per head of population of government funding towards buses while West Yorkshire receives nearly £40 per head. Greater Manchester gets £39 per head and West Midlands £36 per head. South Yorkshire was the only MCA not to receive anything

in the first round of Bus Service Improvement Plan funding.

Later this month the MCA will take over the operation of the region’s Supertram network, ending a 27-year partnership with Stagecoach. Coppard is convinced that the MCA should use franchising powers to take back control of the region’s buses.

“We are already getting the tram back under public control, and now this is another huge step towards us getting better buses and getting back the world class bus system we once had,” he said.

“Having seen the full Franchising Assessment, I believe the assessment shows that bus franchising - taking buses back into public control, so we make all the major decisions not private bus companies - is the best way to do just that; to radically transform how our buses work, and to deliver the services we deserve.”

Lumo makes carbon case and eyes Glasgow

FirstGroup open access operator shares data on economic contribution and emissions saved and reveals plans to extend London-Edinburgh route

ADVOCACY

In an industry first, open access train operator Lumo has shared data detailing its economic contribution and emissions saved by its all-electric service.

The data, which is shared across the two reports, revealed that the East Coast Main Line operator saved 60.6 kilotons of CO2 last year - the equivalent of taking 13,475 petrol-powered cars off the road for a year or powering 7,632 homes for the same duration.

The results also established that the FirstGroup-owned operator saved eight times the carbon emissions it produced, as it attracted passengers from other, more polluting, modes of transport.

Two-thirds of the emissions saved were on journeys between the South East and Scotland, with the majority of customers being converted from air travel.

Meanwhile, journeys between the South East and North East of England predominantly converted car users, and made up almost a third of all Lumo’s avoided emissions.

Alongside these sustainability credentials, Lumo claims that it is set to deliver between £470m and £740m in economic benefits through its faster journeys, industry employment and fare savings for customers. With its lower fares alone, it is estimated that rail passengers have saved a collective total of £18m in the last financial year by choosing Lumo.

Speaking to Passenger Transport

at a stakeholder event in Edinburgh last week, Lumo managing director Martijn Gilbert said that the evidence shows that Lumo has made a positive impact on a corridor that was already well-served by rail.

Commenting on the report, which was conducted by Arup, he said: “What we are seeing from this first-of-its-kind report is just how beneficial rail is to the UK. Since its launch, Lumo has been on a mission to convert customers from carbon-intensive modes of transport, like plane and cars, to train - and this report proves the economic and environmental benefits of doing so.

“We’re dedicated to improving the rail industry through innovative thinking and it is exciting to have this information at hand as we continue mapping out Lumo’s future.

“We have already begun looking towards the next stages of Lumo, exploring options to expand our services with an extra daily return between Newcastle and London, and we are excited for what the future holds.”

Lumo also has Glasgow in its sights. The company’s owner, FirstGroup, has revealed that it is in discussions with Transport Scotland and Network Rail to extend some of its London-

“Since its launch, Lumo has been on a mission to convert customers from carbon-intensive modes of transport” Martijn Gilbert, Lumo

Edinburgh trains to and from Glasgow.

Having identified opportunities to extend a number of daily journeys to and from Glasgow in the timetables for 2025 and beyond, work will now continue with Transport Scotland and track infrastructure manager Network Rail to agree final route options and timings ahead of an application for access rights to the Office of Rail and Road, the industry regulator.

Lumo’s proposed new offering would improve links for customers travelling between Newcastle and Glasgow, giving people a choice of services without needing to change trains. In addition, a significant number of users of Lumo’s current LondonEdinburgh trains go on to travel through to Glasgow via other connections, and through this move, Lumo aims to offer a direct service for these customers.

FirstGroup CEO Graham Sutherland, said: “We are very pleased to be looking at options to grow our popular Lumo train service by extending the service from Edinburgh to Glasgow from next year. We have seen the level of growth and opportunity that is possible with new open access connections, including the significant environmental benefits of passengers switching to rail. We will be working closely with stakeholders as we refine this opportunity and our case for this new offering.”

Once preferred route options and timings have been agreed, discussions will continue with Network Rail and the ORR to secure the required approvals. The journeys would be operated within the existing Lumo fleet of allelectric trains and it is anticipated that the additional services could begin in summer 2025.

Lumo boss Martijn Gilbert says Lumo has had a positive impact on a corridor that was already well served by rail

“This is a huge step forward for the UK coach sector”Andreas Schorling, FlixBus

FlixBus launches first electric coach service

Newport Transport will operate zero emission vehicle

ZERO EMISSION VEHICLES

Travel tech company Flix has announced the launch of its pilot for the first 100% electric long distance coach service in England and Wales. The vehicle will be trialled for three months from March 21 by operator partner Newport Transport on a FlixBus route linking London, Bristol and Newport.

“This is a huge step forward for the UK coach sector, transforming the already low-carbon mode of transport to zero-emission at the tailpipe through innovative technology,” said Andreas Schorling, managing director of FlixBus.

“As the first electric longdistance coach service in England and Wales, we’re sending a powerful message about our continued commitment to bring even more sustainable travel

NAT EX ELECTRIC COACH TRIAL

Tri-axle will be tested on London-Stansted route

ZERO EMISSION VEHICLES

National Express will conduct a four-week trial of Yutong’s brandnew GTe14 tri-axle battery-electric coach on its high-frequency airport route between Stansted Airport and London. Powered by a 140kW charger with electricity from renewable sources at Stansted Airport, the coach will run up to 21 hours a day with top-up charging during scheduled stop times.

The trial will last three months

options for the public, and our determination to drive forward the change needed to reduce the impact on the climate.”

The 46-seat vehicle will save 352kg of carbon emissions per day driven on this route compared to the average diesel-fuelled coach, as well as improving air quality. Newport Transport operates 60% of its daily local bus services with zero emissions at the tailpipe. David Jenkins, interim managing director at Newport Transport commented: “Newport

Transport has been leading the way in bringing in electric vehicles ... and bringing this electric vehicle to the intercity coach market is the next big step.”

The vehicle will be charged at a Transport UK London Bus (formerly known as Abellio) depot in Battersea, London and Newport Transport’s headquarters.

The UK’s first 100% electric long distance coach service was launched by Ember in October 2020 between Edinburgh and Dundee.

OPERATORS SEEK RURAL STRATEGY

Taskforce’s report plots rural zero-emission tactics

STRATEGY

A taskforce of bus industry experts has released a report outlining strategies for rural areas to lead the UK’s transition to a zero-emission bus fleet. The report calls for local transport authorities to develop decarbonisation strategies and emphasises the need for long-term government investment.

Established by the Confederation of Passenger Transport in June 2023, the Rural Zero Emission Bus Taskforce, chaired by former Trentbarton managing director and current Warrington’s Own Buses EV director Jeff Counsell, identified key challenges facing rural bus operators. These include the high cost of zero-emission buses, infrastructure limitations, and inadequate range of current zeroemission technologies.

To address these challenges, the taskforce recommends the creation of local transport energy taskforces, shared recharging points, and sustained government investment of £1bn over five years. Additionally, they urge the government to formulate a hydrogen strategy to ensure a stable supply of green hydrogen for bus and coach operators and facilitate access to shared refueling sites.

Speaking at an event held in the Houses of Parliament to launch the report, Bill Hiron, managing director of Stephensons of Essex, said the range of zero-emission buses remains a significant concern for rural operators. He highlighted instances where their vehicles cover up to 400 miles each day, contrasting sharply with the average range of approximately 150 miles for a battery-electric bus. “There is a huge amount of uncertainty with range,” he added.

INIT wins £160m deal to upgrade TfL’s iBus

New contract will enhance reliability and accuracy of real-time passenger information and increase information on disruptions and diversions

AUTOMATIC VEHICLE LOCATION

Transport for London this week awarded a contract worth £160m over 10 years for the replacement of its existing Automatic Vehicle Location system - iBus - to INIT.

As part of the contract, the Germany-based transport technology specialists will provide both the replacement of on-board hardware and the back-office services for all buses and trams in the TfL vehicle fleet. The current system, operated by Trapeze, has been in operation across London buses for 17 years, and on London’s trams for two.

The next generation of iBus will provide new service control tools for bus operators, and will integrate with the current voice radio system, payments and performance management systems, leading to improved service reliability and information provision for customers.

The new iBus system will also build on the success of the current system, with reliability and accuracy of real-time passenger information set to be enhanced further by including disruption and diversion information both on and off the bus. This will be made available to customers via the bus customer information boards and audio-visual announcements, and on the TfL Go app immediately after disruption affects a bus, allowing customers quick access to up-todate information in order to make informed decisions on how to get from A to B. The information

could include details on the route of the diversion and where the buses re-join their original routes.

Customers will also benefit through improved accuracy of arrival information, especially for the early stops on a route, by using data from journeys taken earlier in the day, better reflecting the impact of recent traffic conditions. The new system will also allow TfL to maintain more reliable information for third party apps used for journey planning.

The new technology will also offer safety enhancements through issuing hazard warnings to drivers for tight turns or narrow roads.

The current iBus system provides real-time journey information for customers and

has made the bus network easier to use and more accessible for all. It has particularly benefited passengers with hearing or visual impairments, who previously may have had to rely on familiarity of a route or assistance from the bus driver to ensure they didn’t miss their stop. The current system also allows TfL to warn customers of planned disruption such as major events, to encourage them to plan their travel in advance. Through a combination of technologies, including GPS, iBus has also helped bus operators pinpoint the exact location of buses at any time which helps bus controllers to regulate the service and prevents customers waiting for a long time for a bus and three

“Our team is looking forward to working with TfL to deliver a world-class on-bus hardware and back office solution”

Jens Mullak, INIT Limited

iBus was introduced in 2007

coming along at once.

Once implemented, bus operators will benefit from the new generation iBus with the ability to change the iBus equipment themselves. This new model will reduce the amount of time that vehicles are out of service and waiting for a repair to be booked in.

Jon Eardley, managing director of Transport UK London Bus, formerly Abellio London, said: “As a TfL operator, we are excited to see the award of this contract and the improvements the new technology will bring to our staff and customers. When it was launched, the current iBus system transformed journeys for customers and operators alike. The next generation of iBus will further enhance realtime information and integrate seamlessly with other business systems to provide a platform for growth in the bus network.

“The new system will vastly improve our driver’s experience of service control to allow them to continue to provide our customers with the very best service.”

Jens Mullak, managing director of INIT’s UK distributer, INIT Limited, commented: “We are very proud to be selected by TfL as the supplier for the next generation of the iBus system. This confirms that our longterm technology strategy has been positively recognised. The new system will have a modular open technology platform that is scalable and accommodates TfL’s future development ambitions.

“We are delighted that TfL joins our existing customer group of more than 1,100 public transport organisations worldwide. Our team is looking forward to working with TfL to deliver a world-class on-bus hardware and back office solution for London.”

Unicard unveils Ticketing Hub

Universal contactless ticketing platform deployed across UK TICKETING

Unicard this week announced the nationwide launch of Ticketing Hub, a multi-modal, multioperator integration platform, for simplifying the implementation of contactless ticketing. Unicard, an established provider of smart ticketing and payment solutions, says that Ticketing Hub provides a “London-style” experience throughout the UK for passengers across a range of different modes of public transport, allowing them to tap in and tap out using debit or credit cards rather than buying multiple tickets.

The company says that many operators today are held back from delivering a more connected and seamless travel experience by fragmented and complex ticketing infrastructure and a lack of customer payment options. However, customer expectations around ticketing will only increase as urban transport becomes increasingly integrated and multimodal, as travel options expand to include trains, buses, e-scooters, bikes and other modes.

Ticketing Hub is a universal, supplier-agnostic ticketing platform designed to simplify the

“It allows operators to offer a more comprehensive, joined-up customer experience”

Alex Sbardella, Unicard

implementation of contactless EMV card payments. This can be seamlessly delivered alongside operators’ legacy non-EMV ticketing systems.

Unlike other contactless EMV card solutions, it offers published open APIs that provide a standard interface for account-based ticketing engines that accept taps from both EMV cards and other tokens (ITSO, app, barcode). It allows operators to consolidate schemes into a single back office and avoid vendor lock-in, by enabling them to mix card-reading hardware within a single deployment. It is also easily scalable for Mobility-as-a-Service (MaaS) deployments.

Speaking about the deployment, Alex Sbardella, commercial and products director at Unicard, said: “Ticketing Hub reduces the complexity of multi-modal deployments, using APIs to ease integration with an operator’s existing systems and services. With both EMV and non-EMV in a single platform, without the need for additional hardware, it allows operators to offer a more comprehensive, joined-up customer experience. It makes it incredibly easy to travel across different modes of transport and different schemes across the country, without the need for separate tickets.”

He added: “With Ticketing Hub, Unicard has committed to open and transparent industry collaboration with competing suppliers.”

The nationwide launch of Unicard Ticketing Hub follows its deployment by Transport for Wales in September 2023.

ROUND-UP

OMNIBUS DEALS

North

Northamptonshire and Tower Transit sign up

IT SYSTEMS

North Northamptonshire Council has partnered with Omnibus, opting to manage its timetables, NaPTAN database, roadside infrastructure and data exports through a cloud-based solution.

Meanwhile, Tower Transit will improve access to its bus services in the Channel Islands using Omnibus’ GTFS (General Transit Feed Specification).

DIGITAL FLEET MANAGEMENT

Blackpool Transport rolls out new technology

IT SYSTEMS

Blackpool Transport is rolling out a new IT system that is set to transform the management of its buses and trams. The council-owned company operates a fleet of 103 buses and 18 trams and managing the fleet’s maintenance and compliance has long been reliant on paper records. The new system from Freeway Fleet Systems will see a switch to paperless working.

SMART SCOTRAIL

Trial of advanced ticket vending machine

TICKETING

ScotRail is introducing a new ‘Smart Kiosk’ at Glasgow Central station in a trial that could lead to improved ticket options and clearer information for customers at stations across Scotland. The new ticket vending machines are more advanced than regular ticket machines, giving customers additional options to plan their journey and choose a seat preference, as well as purchase tickets for the day of travel. Customers can also plan for future travel.

SELF-DRIVING SHUTTLE LAUNCH

Sunderland

Advanced Mobility Shuttle arrives

AUTONOMOUS VEHICLES

Sunderland is set to embrace a new era of mobility with the arrival of the Sunderland Advanced Mobility Shuttle (SAMS). Following its arrival, the focus now shifts towards operator training, equipping on-board safety attendants with the necessary skills to oversee and manage autonomous operations effectively. This training phase starts in April.

NORMAN BAKER

Rolling stock has remained in sidings

Rolling stock issues have been surprisingly neglected in debates about the future of the railway, but there are big problems to solve

The recent George Bradshaw address ‘election special’ contained few surprises. Rail minister Huw Merriman confirmed that he is well on top of his brief, and able to marshal facts and put a good gloss on what his department is doing, even if he looked a tad embarrassed when trying to explain why No 10 has been so reluctant to introduce the simple Bill to set up GBR, or why we now have just a draft Bill when we have already all been subject to consultation overload on the way forward and unanimity pretty much secured.

Shadow rail minister Stephen Morgan came across as a fully paid up member of the human race albeit severely hobbled by Labour’s omerta and his consequent inability to say anything much about anything.

Unfortunately the Lib Dems were entirely absent, which is a pity both because I think they offer the most balanced rail policy (I would say that, wouldn’t I), and because there is a possibility - I put it at 30% - that we may end up with a hung parliament after the next election. I come to this conclusion both because Starmer doesn’t inspire, and because the ‘blue wall’ Tories who are most vulnerable to the Lib Dems are unhappier than the ‘red wall’ Tories vulnerable to Labour. We shall see.

Most of the questions followed predictable lines, including I suppose my own one, bemoaning the Treasury’s continuing policy of driving up rail fares while freezing fuel duty for motorists. I am writing this ahead of this week’s budget but notwithstanding the very

tight public finances, it is a pretty safe bet that the fuel duty freeze will continue, and we have already had the announcement of a further 4.9% hike in rail fares.

I was pleased to see my old colleagues at Campaign for Better Transport make this linkage, including the calculation that the freezing of fuel duty for 13 years means the Treasury has foregone £100bn in income. Keep going CfBT!

The most useful question actually came from the high-flying Mary Grant, CEO of Porterbrook, who drew attention to the feast and famine approach to provision of rolling stock. This is illustrated clearly by the fact that between 2012 and 2019, 8,000 vehicles were ordered, while in the four years that followed, the figure was a paltry 100.

Rolling stock issues have been surprisingly neglected in consideration of the future of the railway. Even the otherwise commendable recent five-point plan from Rail Partners fails to mention rolling stock, though I suppose nobody ever has six-point plans.

The growth in earlier years encouraged the

“Between 2012 and 2019, 8,000 vehicles were ordered, while in the four years that followed, the figure was a paltry 100”

industry to invest in train-making facilities which are now in danger of running dry. We now have four train-making mouths to feed. The fact that the width of trains in the UK is different from most countries does not help export prospects either. Moreover, the fouryear pause in orders means that the financial sustainability of the supply chain is severely tested.

Huw Merriman, only too aware of the instability of the pipeline of orders, wrote to the train manufacturers and to the ROSCOs on January 31 in an attempt to provide some reassurance.

He referred to the competitions now underway to replace trains on Northern, TransPennine, Southeastern, and Chiltern, “subject to business case approval”.

The average time between the release of the initial Invitation To Tender and the delivery of the first vehicle in passenger service is now six years, and was 7.5 years in the case of SouthWestern Railway. This is absurdly long at any time, and is hardly an instant solution for the situation train manufacturers now find themselves in. We need to fasttrack the procurements underway.

The minister also referred to the major fleet refurbishments underway, such as with GTR’s Electrostar fleet. While this is welcome, personally I would rather the opportunity was taken to replace the ghastly ironing board seats on Thameslink rather than refurbish Electrostars which are pretty good trains as they are.

Of course other avenues for investment exist and it was good to learn of Siemens’ plans to invest £100m in transforming their Chippenham site, particularly through a project to improve operational efficiency on the railway. This follows Siemens’ recent investment in a £200m train manufacturing plant in Goole, in Yorkshire.

Mary Grant aside, one element within the rail family which is keeping pretty quiet are the ROSCOs. Largely under the radar, the big boys saw their profits treble in just one year, with in 2022/23 £409m paid out in dividends to shareholders, up from £122.3m the year before and profit margins up from 14.3% to 41.6%. This at a time when the rest of the industry was being told to tighten its belt. Yet it seems the Department for Transport did not attempt to renegotiate leasing costs during

“By 2030, there will be about 2,600 vehicles in service which are older than 35 years”

or after the pandemic, with the result that the public purse, according to The Guardian, spent £3.1bn of taxpayers’ money in 2002/23 on leasing costs. Good news for people such as Mary Kenny, chief executive of Eversholt, who received a cool £1,075m that year, a figure that makes even the bloated salaries at Network Rail and HS2 look good value for money.

The ROSCOs can doubtless take comfort from the fact that Labour has no plans to do anything about any of this, with their “nationalisation” plans limited to former franchises that have in effect already been nationalised. Has Labour not noticed this cash cow?

The ROSCOs do however have to deal with the same hurdles that a stop-start order book generates, as well as uncertainty about the government’s plans for electrification or otherwise. Here is another feast or famine situation.

Virtually no electrification took place during the Labour governments from 1997 to 2010. I recall transport secretary Ruth Kelly (remember her?) pulling the plug on electrification plans and opting for diesel instead.

Then when the coalition came to power, Theresa Villiers for the Conservatives and I for the Lib Dems pushed through a big electrification plan, including the Midland Mainline and GWR lines out of Paddington as far as Swansea. To our dismay, we then discovered after 13 years of nothing much having happened, most of the expertise in the industry needed for electrification was no longer there, not least thanks to the basket case that was Railtrack who got rid of experienced railway people and whose short tenure in charge was a disaster.

Since then, there has been more stop-go, with schemes being announced and cancelled. There is at least one ROSCO that has been cutting up electric rolling stock having been unable to place it. And this when the government is committed to net zero on the railways as well as generally. That means diesel vehicles which need to be replaced by electric ones will continue in service and indeed get increasingly ancient. The average lifespan of rolling stock is around 35 years, and by 2030, there will be about 2,600 vehicles in service which are older than 35 years.

Further uncertainty, though perhaps in

this case a welcome uncertainty, is arising on account of technical innovation. In particular, the vast improvement in battery technology which holds out the real prospect that branch lines can be cleaned up without electrification.

GWR’s fast charge trial, reported in the last Passenger Transport, holds out the once unimaginable ability to recharge a train for its return journey within three and a half minutes.

Overall however, we have an industry where the decisions about the method of traction, the decisions about the construction of new trains, the decisions about the stock to be ordered, and decisions about the number of vehicles required all rest in different places. I understand decisions regarding rolling stock are now being taken by those responsible for the “strategic industrial decision pot”, which sounds even further away from the reality of the railway.

This whole mess can only build in delays, drive up costs, and threaten the viability of the supply chain in particular. As the old saying goes, this is no way to run a railway.

The creation of GBR, if it is allowed to get on with its work free of government interference, should help rationalise all this. It would rationalise matters even further if there was some public control of the ROSCOs.

Meanwhile, as these weighty matters are under review, TfL has decided to spend time and money dividing its Overground network into different lines and giving each a name.

I suppose it makes sense to identify the network as different lines, though TfL are stretching the limits of the colour spectrum. It remains to be seen if this further differentiation makes the map clearer or more complicated.

But why on earth give these lines names like Weaver and Liberty? I take a rather old-fashioned view that a line’s name should tell you something about its geography, like Central, Bakerloo, or Circle. For that reason I was opposed to the relatively recent trend of naming lines after royals, namely Jubilee (which was to have been called Fleet before it changed direction) and Elizabeth - what was wrong with Crossrail?

I hope TfL will think again, but I doubt they will.

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.

SWR’s new Arterio trains are a rare example of new trains entering service

JASON PRINCE

Devolution seeds will bear fruit

Against the precarious backdrop of public transport, mayors and local leaders in our city regions are planting seeds of optimism

I am not sure about you, but this year feels like it is flying by. The start of the new year only feels like yesterday and we are already in the countdown to the big Easter getaway. Given that Easter is early this year, I suppose we can’t expect balmy Spring days - although our climate does seem to be on the change (I will save that for a future column). But what we can expect this year is a lot of election campaigning leading into the mayoral elections across England.

Each devolved city region that covers the Urban Transport Group’s full membership has elections, whether that be incumbent mayors or mayors for the new combined authorities. Now, I may hear some ask ‘why do these elections matter?’. They matter because when we are talking about all things transport, our mayors and the city regions are being granted greater control over funding and powers across their respective areas - and that has the potential to dramatically change the shape of public transport for the better.

Many of you will (hopefully) have read our latest publication, Inside Track - The state of transport 2024. In it, as well as providing a snapshot in time of the state of public transport in 2024 compared to 2014, we also provide an overview of the ‘devolution journey’ for transport across England. What is startling is how devolution is now the norm for our city regions, not the exception.

There are now over 22 million people living in devolved areas in England. In the

city regions of our full members, each has a directly elected mayor with more and more transport and funding powers at their disposal. For example, in the first devolution deal - the Greater Manchester Agreement in 2014 - transport powers included a devolved and consolidated transport budget and the opportunity to take on bus franchising powers (consulted on and granted in the Bus Services Act 2017). Ten years after that agreement, we now see the yellow franchised buses in parts of Greater Manchester, forming the cornerstone of the new Bee Network, with the whole of the city region scheduled to be under a franchised bus scheme from next year. Hot on the heels of Greater Manchester is the Liverpool City Region, which has also decided to move towards a franchised bus system, with other areas considering their next steps on bus reform.

And it is not just on buses that we are seeing a change. Since the evolution of the first devolution deal, we are now in new and exciting territory. The most significant developments have taken place in Greater Manchester and West Midlands through Trailblazer deals.

“Since the evolution of the first devolution deal, we are in new and exciting territory”

These deals, agreed in 2023, have focused on simplifying funding arrangements, providing greater local flexibility, and granting powers that would support the creation of integrated cross-modal transport networks. And from the next Spending Review period these areas will receive a longer-term, streamlined, departmentstyle funding settlement for their area.

And more recently, building on ‘Level 3’ deals that included access to a consolidated longer term local transport funding through the City Regions Sustainable Transport Fund (CRSTS) as well as access to franchising, we have ‘Level 4’ deals. These will offer access to further levers on local transport as well as the promise of a single pot transport settlement. The first areas to move to Level 4, announced by the secretary of state for levelling up, Michael Gove, at the excellent Convention of the North in Leeds recently were West Yorkshire, South Yorkshire and Liverpool City Region.

As exciting as this all sounds however, will it make a difference? Personally, I believe it will.

Firstly, our city regions see transport not just as a means to an end, but as an investment in place-making, an essential ingredient in helping connect communities at a local level. It is thanks to the devolved powers and funds that they can bring this place-led vision to life. In the West Midlands, central to the Combined Authority’s plan is the connection of different towns and cities in the Black Country to support the broader West Midlands economy. And there can be no better demonstration of this than the ongoing work at the Black Country Innovative Manufacturing Organisation in Dudley, where high end manufacturing skills that were a legacy of car manufacturing in the West Midlands are now being applied to develop Very Light Rail. I recently had the pleasure of visiting the site to see the development on the ground - and I was blown away not just by the technology but by the pride that this new innovative mode of transport is being made in the West Midlands.

And in Greater Manchester, my home town, we will soon see the opening of a new transport interchange in Stockport. But this is no ordinary interchange - it is the centrepiece of the Stockport Mayoral Development Corporation, a new partnership that sets out a fresh approach for town centre regeneration. Alongside the new interchange - which will

“Devolution is bringing with it a new accountability and approach to service standards”

have capacity for 164 bus departures an hour (impressive!), is a new active travel route to Stockport railway station, a new town centre park and a landmark residential development made up of 196 high-quality one and twobedroom apartments.

Secondly, I believe devolution is bringing with it a new accountability and approach to service standards for local people. For example, in the Liverpool City Region, local leaders were clear that the new Merseyrail trains would be designed with the input of local people, so that they have a stake in their own transport network. And this has been the same for the development of the new Headbolt Lane station in Kirkby. A step-free station with new passenger facilities as well as a bus interchange, and new active travel routes close to new housing developments.

In Greater Manchester, early indications are that service reliability on Bee Network buses is above what it was prior to franchising, along with increased patronage.

Finally, I believe devolution will bring ambition and new thinking for local areas,

reflecting the needs of the local economy and their communities. In London, we are seeing the introduction of Superloop, a network of 10 express bus routes between key outer London town centres and transport hubs. And in the North East, alongside brand-new Tyne and Wear Metro trains and a huge investment in a £70m depot at Gosforth for the new trains, there is the ambition to open the Leamside Line, a disused 21-mile railway line which runs from Gateshead to County Durham, connecting with the East Coast Main Line (ECML). Further down the ECML in West Yorkshire, there is the ambition of a mass transit system for the region, while in South Yorkshire, the combined authority will be bringing the tram back under public control this very month.

It is against the precarious backdrop of public transport in 2024, with public transport usage still lower than before the pandemic, a lack of certainty over long term funding, especially for buses, a new deal for the railways now kicked back until after a general election, and an overall lack of a strategy of how public

transport can support UK plc, that there are seeds of optimism that can lock in the recovery that is taking place. And those seeds are being planted across the city regions by local leaders and their mayors. The most urgent of those to take root, is the need for long term, sustainable funding for transport (another column topic in the near future).

I am hopeful that as we move forward over the coming years, we will see these seeds bear fruit, with significant progress across all metrics of public transport, something that the Urban Transport Group will look forward to capturing in future editions of Inside Track

ABOUT THE AUTHOR

Jason Prince became director of the Urban Transport Group, the UK’s network of city region transport authorities, in July 2023. He was previously head of public affairs for the Greater Manchester Combined Authority, a position he held for over three years, and prior to that, he worked for Transport for Greater Manchester

Seeds of optimism in our city regions...

TfGM’s Bee Network

Very Light Rail

Stockport Interchange

London’s Superloop network

Headbolt Lane

Gosforth depot

Supertram

ALEX WARNER

The world is open to connecting with us

My recent experiences of field marketing for a bus service in a seaside town showed me that businesses are ready to collaborate

I don’t want this to sound like a textbook, ‘interview response’ style, but one of the best aspects of being involved in public transport is the chance to be really embedded in the community and form relationships with stakeholders. It’s something I appreciate more the older I get. In the early years of my career, it was all about leading people, getting trains and buses running on time, keeping customers happy. If anything, a night out in the parish hall with the local users group or shaking hands with some brown-suited local authority bigwig was a chore, even if representing the Jubilee line at the Stanmore Village Fete on a Saturday day off in 1995 wasn’t too bad. But I get it now.

The last week has been instructive and energising in many respects. I’ve been preparing a 60-slide ‘death by PowerPoint’ presentation, charting the state of the UK transport industry to a client, including snapshots of successes and failures of the privatised railway since its inception. In my various Google searches, page turning of previous issues of this great mag, and watching dust fly from the pages of various history books on my shelf, I came to appreciate more than ever how some of the success stories have been grounded in deep connectivity with communities.

Galvanised and inspired by the late Adrian Shooter, Chiltern set the benchmark for entrenchment in the local community, of almost relentless engaging with the most diverse spectrum of stakeholders, as did GNER under Chris Garnett. Midland

Mainline, Anglia Railways and the Great Western Railway, under Mark Hopwood’s stewardship are three other great examples, as well as the open access operators.

There’s a similar story in bus. The local, small independent operators have achieved this with aplomb whilst bigger businesses, such as Blazefield, Trentbarton and several of the jewels in the First, Stagecoach and Arriva subsidiaries, have set the benchmark in terms of customer service and popularity, somewhat because of the efforts they have made to spend time listening and chatting.

It wasn’t just my PowerPoint preparation that made me all reflective but also the few days I spent in my Great Scenic Journeys business covering a series of coastal and inland towns and villages, drumming up awareness of the local bus route, which forms part of a subsidiary of one of the most renowned owning groups when it comes to entrepreneurialism and a desire to engage with local people. I won’t spill the beans just yet, but my experiences have been very informative.

A couple of colleagues and I took to the streets and visited independent shops, hotels, trendy bars, restaurants and tourism attractions with a quest to raise awareness of

“I need not have worried, the response was incredible”

the local bus route and see if they wanted their business featured in a Great Scenic Journeys QR code that we are displaying on buses and stops to showcase the scenery and interesting features on the route. It will provide special offers for customers in the community as well as a message from the bus company MD, a customer satisfaction survey, the opportunity to post a selfie for a prize and dynamic timetabling showing attractions on a route map as the journey makes its way. An attractive proposition, even if I say so myself. But, I’ll be honest, I was a bit nervous when we set foot inside the first ‘proof of concept’ establishment - a second-hand book shop, which was an emporium for literary lovers. I’d lazily assumed that the kind of people that liked reading old books probably were the same as those who enjoyed travelling on a bus for scenic fun.

I need not have worried, the response was incredible - an overwhelming desire to be associated with the bus company that stops right outside the front door, a desire for us to do blogs promoting his shop and links by the bus route and the owner’s face lighting up when I asked if he would pose for a photo. Then, it was on to the trendy sports bar in the High Street. If antiquarian book afficionados were the same folk who were scenic thrillseekers on buses, then my stereotyping suggested that fashionable hipsters drinking cocktails, whilst watching the match live on a big screen would not be at all interested - but it was worth a try anyway! “Where can we send you our media bank of images?”. “Meet Jake, he does our socials and he’ll get this kicked off ASAP”. ‘“How can we sign up for a year?”, was the excitable welcome we received.

And it went on and on and even when we had a little disagreement among our team as to whether the iconic, almost world-renowned tourist attraction by the sea, next to the most expensive and trendiest of designer shops, would deign to meet us lot and advertise on a bus. Well, they rolled the red carpet out, took us to a table and we had the most positive of meetings.

This was all a bit too good to be true, but there was a lot at stake personally. My 19-yearold son Noah works full time for us at Great Scenic Journeys. Throughout my career, I’ve had a series of bosses who have referred to me as ‘Del Boy’, but I jest not, this kid is in a different league. He’s the real Del Boy and to be

“The smaller and quirkier the business, the more flattered they felt to be singled out”

honest, I’m Rodney. Noah’s not a nerdy spotter like me, he’s a cool dude and in managing our social media, among other aspects of our marketing, he relentlessly tells me not to show pictures of buses and trains, but to focus on ‘experiences’ and ‘attractions’ - they garner greater advocacy and are the key to getting bums on seats. This was one of his first forays into ‘field marketing’ and I didn’t want his huge confidence dented by rejection, especially as all spiv-like, he was wearing his pastel blue brand new suit for the first time, diamond earring glinting in the late February sun rising over the sea and had a bit of swagger about him.

What was interesting was how ‘youth paid off’ and also the local effect. Noah has moved out to live in a flat on his own opposite the bus station in the heart of this route and it was interesting when we talked to stakeholders, how a combination of fresh-faced, youthful vitality and a bit of audaciousness, coupled with the fact that he was a local, was really paying off. They didn’t really want to talk to a tired-looking old timer like me. “We want to work with local, young, innovative businesses, like you and the bus company - that’s what we’re all about and why we are definitely up for this,” implored the general manager at the iconic tourist attraction. “Absolutely, we live and breathe the community, we’re not some company with a head office in Birmingham or Scotland who pop down, do a deal and you never see us again.” replied Noah. “I’ll be honest, it’s such good value, it’s a steal really,” he continued (with his favourite line), almost pushing his luck, and me about to give him a fatherly kick under the table.

It was heartening to see how the local businesses were very positive about the bus company and the concept of buses per se. There was no snobbery and a realisation instead very much of a ‘better together’ approach to creating reasons to travel. It was a shared responsibility. We also found that the smaller and quirkier the business, the more flattered they felt to be singled out. There was also a desire to just sit and chat and proffer ideas around creating itineraries for customers, providing moneyoff discounts on a pint of beer or entry at the attraction on display of a bus ticket, and how to collectively keep customers happy. There wasn’t any grumbling about grubby or late buses either.

Another fascinating learning point was the follow-up process. We bounded out into the evening skies on Friday, buoyed by a number

of prospects and several locations keen for us to come back with bus timetables. But the proof is always in the pudding and when the end of the week positivity dissipates once the pressures and realities of Monday kick in, will there be such a willingness to talk buses among those we visited? I didn’t get home until 22:00 on the Friday and I had Noah in my ear all weekend, demanding why I hadn’t already sent a follow-up email, but by Monday morning I had done so and then there was silence.

Undeterred, three of us returned coastwards later in the week. We walked in the book shop and Jason, the owner yelled with a huge grin as soon as we set foot inside. “What are you boys doing back here again? I’ve told you I’m up for doing business with buses!” It was a similar tale everywhere, whilst a lady in the amazing seafood market by the marina said to Noah: “I told my boss and she said it’s too good to be true!” I should have anticipated this having run my own small business for many years now. Unlike the corporate world, where we’re stuck in front of our computers most days, back and forth on Teams calls or emails, and where something only happens if contracts are drawn up or purchase orders signed, in the world of busy retailers and attractions, your word, faceto-face, is enough. They don’t have time to faff around, high maintenance style.

All this is a story of positivity, but I won’t deny that it was all gaiety and enthusiasm. We had the owner of a Turkish restaurant sit us down with a drink for some time, treating us like royalty, but we never heard from him again, and in one bar, when we went to shake the manager’s hand, he pulled his back and just said stony-faced “I’ll be in touch” . We had our own code that we’d utter under our breath as we walked towards the exit door in several places, ‘W.O.T.’ code for ‘Waste of Time’.

So, where is all this going? Well, it re-affirmed to me, at least, the sheer extent to which bus companies are so entwined with the fabric of their local community and that there is an audience out there that is receptive. And bus companies are well respected in the places that they serve, something I’ve found when undertaking similar activities across the nation these last 12 months. A week earlier a couple of us were hanging round Cumbria to test the water too and the overriding message in attractions was: “We think Stagecoach’s bus services are fantastic.” These are good times.

Fortunately, the providers of the bus route we’ve been promoting do an excellent job of forging partnerships. Last week’s route that we were focusing on, though, is very long and passes a multitude of businesses and attractions, and, like most bus companies, the marketing team is talented but very small. Obviously, it would be great for all bus companies to call on my team of ambassadorial field marketeers to help them out, as the potential is boundless, but it also presents a good challenge for all managers and HQ teams to walk down any street and they can find no end of places where a conversation with the staff or owner will have some benefit. Of course, the challenge is to maintain the engagement and like any relationship, you need to invest time - which is something we’ll be doing with our new friends.

This exercise also reminded me, more than ever before, of the folly of companies not seeing the benefits of having a structure in which power and autonomy is given to the local subsidiaries, those closest to their customers and markets. There’s definitely a benefit in having a national, strategic approach to marketing but those living and working on the patches, able to pop into the local coffee shop or attraction to chew the fat with customers and owners, are the eyes and ears of what is best capable of compelling communities to travel. They, more than anyone, know what will work and what won’t, and they will be the ones, if given the autonomy and encouragement, will seek any opportunity to garner insight and act on it. This was the recipe for success at Chiltern and those other trailblazers in the early years of privatisation and those successful bus companies that continue to thrive.

Anyway, enough pontification, I’m off to chat with Jason about wacky plans to promote ‘World Book Day’ to those on the top deck of the bus. That’s a good story in itself...

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 transport technology business Lost Group and transport consultancy AJW Experience Group (which includes Great Scenic Journeys). He is also chair of West Midlands Grand Rail Collaboration.

NICK RICHARDSON

What attracts new customers to trains?

an awful lot to persuade many people that they could try the train.

Changes in travel behaviour have widened the market but problems persist. How do we encourage more people onboard? Attracting

After the Covid-19 pandemic, life continues to return to normal except that it hasn’t entirely. The demand for passenger transport has seen many rail commuters coming back for their regular journeys but some are not as regular as they used to be. These habits gained have stuck, but there are other variables in the mix, notably fares. With successive rises in fares, many regular users are questioning why they bother, not least because they have had a taste of how to avoid paying ever increasing amounts of money for a service that hasn’t got any better. For some parts of the network, rail isn’t an option for many would-be users simply because it costs too much to use. Peak fares are often extortionate and asking customers to part with thousands of pounds annually to go somewhere they don’t really want to is becoming less of a means of supporting the running of the railway.

Changing times and prices

Retaining passengers has proved to be challenging but attracting new users is particularly difficult. It may come as a surprise to many within the transport industry but lots of people have never used a train and regard them as entirely irrelevant to their activities. The industry needs to look outwards and understand how making trains relevant is a necessity if the number of users and associated revenue is to increase. Advertising and promotion can be effective but it will take a great deal more to restore confidence

in using the railway and more besides to attract new users who are addicted to car use. A recent advertising campaign is a step in the right direction. However, government pronouncements about not upsetting motorists will give the unbelievers further comfort. Some will understand that traffic congestion, parking problems and so on are all difficulties associated with car dependency but it is nothing to do with them; they simply fail to appreciate that traffic is something to which they are contributing. More extremely, many motorists simply don’t care about the consequences of their journeys or whether or not it is anti-social or unsafe for anyone else or contributing to environmental collapse. We hear about step changes, paradigm shifts and behavioural nudges but it will take

However, an opportunity has emerged with more leisure journeys being made by train. This isn’t a new phenomenon and careful marketing coupled with decent fare offers has made discretionary journeys by train attractive in the past. The trouble now is that the service isn’t good enough in many cases. Cancellations, strike action, engineering works and various other delays are off-putting and excuses such as a shortage of train crew really don’t give a good impression. If a supplier can’t organise itself by having enough staff then you go elsewhereexcept that the alternative to train use is a car. This is particularly the case if you happen to own a car but thought about giving the train a go. The offer has to be good if anyone is to buy it. To add to the unpredicted delays, my local station had no trains at all during half term week, an opportunity to undertake repair work. The rail replacement bus is not an attractive proposition for a habitual car user and certainly not one that would be considered for a family day out. There is never a good time for line closures and pre-publicity is generally good but nevertheless with no trains, the option evaporates.

Taking the plunge

A recent example highlighted this. A friend who has never used a train before wanted to make a journey to Manchester to visit family. To make it easier we took her to a main line station to overcome the worry of relying on a local service to the big station for a connection given that the local journey can be delayed or

IN ASSOCIATION WITH:

www.ciltuk.org.uk

Tel: 01536 740100 @ciltuk

cancelled for any one of a number of reasons. For reassurance, we looked up the train time in advance to make sure it was all okay and deposited her in time for the CrossCountry service. It duly appeared with the prospect of a four-hour journey in relative comfort ahead. However, it was not to be. The train got to Leamington Spa but was then halted by a power failure that had affected the signalling. Ironically the signalling on this route was replaced recently but clearly a power problem was sufficient to bring everything to a halt, no back-up source being evident. The route is a key north-south link for local and CrossCountry trains plus a host of freight workings from the Port of Southampton to the Midlands. On this occasion it was a total stop and the CrossCountry service was abandoned after a delay of 149 minutes. Eventually another train turned up delivering its passengers at Manchester Piccadilly some four hours late at a somewhat inconvenient 0230. This experience suggests that anticipating a four-hour journey that turned into an eight hour journey for whatever reason is not going to invite a repeat journey. Nothing against Leamington Spa but if it isn’t where you intend to be at night then it isn’t great.

The other option is to drive 250 miles on a wet Friday evening with the unpredictable M40 and M6 traffic. It isn’t great but is probably going to be more reliable and not take too many hours and when compared to a costly train ticket it is cheaper anyway. The point is that when any new user is enticed onto the train, the experience needs to be a good one or they simply won’t bother again. Instead they will wonder why so much taxpayer funding is being piled into a system that doesn’t work. It doesn’t take a lot for anyone to be put off because quality is poor. One disastrous journey means a loss of future business, a shooting in the foot for the train operator. To be fair to CrossCountry, a full refund was provided plus a free return ticket for another day and £50 compensation. It seems that the disruption was due to cable theft which still occurs from time to time so is no fault of the train operator. However, the experience means that a first time train user won’t be using the train again.

An adjunct to this is that there seems to be little prospect of the situation improving. We still have some strikes affecting train crews, numerous emergency infrastructure repairs, train failures and a variety of other incidents

which add up to an unappetising future. Despite a lot of new and revived infrastructure and lots of money, services remain a long way from reliable and until they are, new users will be difficult to attract. Potential customers don’t care who provides the services if they don’t work as they are supposed to, especially if they have an alternative. Trains need more users and getting them to a point where they can be relied on seems to be as elusive as ever. Government, in trying to please everyone, hopes that more customers will leave their cars at home but actually as the friend of the motorist, they don’t seem too bothered if they don’t. For many, there is some way to go before rail is re-established as the first choice of getting around.

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.

Potential customers don’t care who provides the services if they don’t work as they are supposed to

IN ASSOCIATION WITH:

www.ciltuk.org.uk

Tel: 01536 740100 @ciltuk

cancelled for any one of a number of reasons. For reassurance, we looked up the train time in advance to make sure it was all okay and deposited her in time for the CrossCountry service. It duly appeared with the prospect of a four-hour journey in relative comfort ahead. However, it was not to be. The train got to Leamington Spa but was then halted by a power failure that had affected the signalling. Ironically the signalling on this route was replaced recently but clearly a power problem was sufficient to bring everything to a halt, no back-up source being evident. The route is a key north-south link for local and CrossCountry trains plus a host of freight workings from the Port of Southampton to the Midlands. On this occasion it was a total stop and the CrossCountry service was abandoned after a delay of 149 minutes. Eventually another train turned up delivering its passengers at Manchester Piccadilly some four hours late at a somewhat inconvenient 0230. This experience suggests that anticipating a four-hour journey that turned into an eight hour journey for whatever reason is not going to invite a repeat journey. Nothing against Leamington Spa but if it isn’t where you intend to be at night then it isn’t great.

The other option is to drive 250 miles on a wet Friday evening with the unpredictable M40 and M6 traffic. It isn’t great but is probably going to be more reliable and not take too many hours and when compared to a costly train ticket it is cheaper anyway. The point is that when any new user is enticed onto the train, the experience needs to be a good one or they simply won’t bother again. Instead they will wonder why so much taxpayer funding is being piled into a system that doesn’t work. It doesn’t take a lot for anyone to be put off because quality is poor. One disastrous journey means a loss of future business, a shooting in the foot for the train operator. To be fair to CrossCountry, a full refund was provided plus a free return ticket for another day and £50 compensation. It seems that the disruption was due to cable theft which still occurs from time to time so is no fault of the train operator. However, the experience means that a first time train user won’t be using the train again.

An adjunct to this is that there seems to be little prospect of the situation improving. We still have some strikes affecting train crews, numerous emergency infrastructure repairs, train failures and a variety of other

incidents which add up to an unappetising future. Despite a lot of new and revived infrastructure and lots of money, services remain a long way from reliable and until they are, new users will be difficult to attract. Potential customers don’t care who provides the services if they don’t work as they are supposed to, especially if they have an alternative. Trains need more users and getting them to a point where they can be relied on seems to be as elusive as ever. Government, in trying to please everyone, hopes that more customers will leave their cars at home but actually as the friend of the motorist, they don’t seem too bothered if they don’t. For many, there is some way to go before rail is re-established as the first choice of getting around.

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.

Potential customers don’t care who provides the services if they don’t work as they are supposed to

Breaking down barriers

March

8 - International Women’s Day - is an opportunity to consider our

International Women’s Day, March 8, has become the date when the passenger transport sector considers the progress made in breaking down barriers and achieving gender equalityand what more needs to be done.

This special section of Passenger Transport provides a platform for that debate, with contributions from Women in Transport and Women in Bus and Coach - organisations set up to champion women in the sector - and operators like Transport UK (formerly Abellio) and Go-Ahead Group.

Significant strides have been made in achieving a more diverse workforce in passenger transport, but there is much more to be done. Women make more journeys by bus than men but they account for just 11% of bus

drivers nationally. And they represent only 16% of the UK railway workforce.

Efforts are being made by many organisations to close this gap. For example, Go-Ahead this

READ MORE

Sonya Byers reflects on five years of the Diversity & Inclusion Bus Group 28

We meet 10 women who are making a difference in bus and coach 30 Louise Cheeseman on the mission for Women in Bus and Coach 34

Transport UK: Lorna Murphy on how diversity will drive improvements 36 Go-Ahead Group: Campaign aims to recruit 1,500 women bus drivers 38

journey to gender equality

week launched Go-Ahead Women, an initiative that will include a nationwide recruitment campaign to hire 1,500 new women drivers at the group’s bus operating companies. The initiative is being accompanied by an £8m in facility upgrades to create a more inclusive working environment (see page 38).

Meanwhile, a milestone partnership has been forged in time for this year’s International Women’s Day between the Society of Operations Engineers, the Bus Centre of Excellence, and the Confederation of Passenger Transport to address the underrepresentation of women in engineering. The trio aims to dismantle barriers and empower more women to embark on fulfilling careers within the transport sector.

Natalie Smith from Redditch works for HS2 and is the UK’s first female rig driver

Driving forward diversity

The

Women in Transport Diversity & Inclusion Bus Group can look back on five years of progress

Sonya

Byers

March is a significant month for Women in Transport, especially with International Women’s Day and Women’s History Month. This year marks a special milestone as the Women in Transport Diversity & Inclusion (D&I) Bus Group celebrates its fifth anniversary.

I am proud to have co-founded the D&I Bus Group with Chloe Leach O’Connell in 2019 and of everything we have achieved collectively. The group has evolved from eight individuals with a passion and vision to drive change to over 30 representatives from 18 different organisations, all united by a common goal: to promote and accelerate diversity and inclusion in the bus industry.

Women make up over 50% of the UK population and, on average, women make more bus trips than men. Yet women account for just 26% of the transport workforce and 11% of bus drivers nationally.

Bus can offer a rewarding, life long career with a diverse range of opportunities. It’s a mode of travel that is sustainable and a sector that strives to be accessible and support local communities. Over the past five years, I’ve been fortunate to meet many people across bus who are passionate about creating a workforce that reflects the passengers it serves and making the industry more inclusive and accessible to all.

The Inclusive Employment Journey

One of the group’s major accomplishments in 2022 was the creation of ‘The Inclusive Employment Journey’. This initiative, led by Chloe Leach O’Connell and Caroline Ward, provides a comprehensive resource for the entire bus and coach industry. The journey encompasses every aspect of a colleague’s employment, from community engagement and recruitment to their working life and support post-retirement. The resource, available at www.the-iej.org.uk, offers best practice case studies, all emphasising diversity and inclusion.

Women’s Safety on Bus

The group aims to provide a consistent approach to women’s safety on buses, collaborating with key partners such as Bus Users UK, Department of Transport (DfT), and the Bus Centre of Excellence (BCoE).

Our joint campaign with Ticketer and Bus Users UK, Women Behind the Wheel: Driving Diversity in Transport, has been shortlisted by the Transport Ticketing Awards 2024 for Best Equity & Inclusion Initiative demonstrating just what we can do when we come together across industry.

Our campaign was focused on fostering inclusivity, dismantling biases, acting as a recruitment driver, and creating an environment that supports the participation and advancement of women in the sector, as well as addressing passenger journeys for women.

We shared a series of video campaigns on social media to gain maximum reach and engagement. The videos featured women in different organisations and roles across bus.

Through our campaign, we amplified their stories to inspire others and overcome issues faced by passengers when women are not

“Women account for just 26% of the transport workforce and 11% of bus drivers nationally”

represented at all levels within the industry. We discussed the gender disparity within the industry, the diversity of cultures and races of women within the workforce, and how for women passengers to feel confident to use public transport, we need more women within the workforce to help shape a transport system for them.

The initiative has demonstrated success quantitatively and qualitatively, contributing to significant benefits for passengers and women within the industry. The series of videos achieved a total of 3,154 views, 639 minutes watched, and average engagement rate of 6.37%, showcasing widespread interest and engagement across social media platforms. This platform strategy ensured a broad reach, effectively disseminating the initiative’s message.

Since the campaign, the DfT reached out to work with us in formulating 2024 inclusion and equity plans. We are collaborating with the DfT to support the 13 recommendations from the Violence Against Women and Girls Transport Champions, Anne Shaw OBE and Laura Shoaf. These recommendations were shaped through their engagement with nearly 200 respondents through a series of roundtables, primary research conducted by Transport Focus, and the Transport Champions’ own expertise.

Transition in leadership

As the D&I Bus Group enters its fifth year, a new chapter begins with Dal Kalirai taking over as co-chair. With over 32 years of experience in the bus industry and a significant role in Women in Transport, Dal brings a wealth of knowledge and a deep understanding of the industry.

Mission and objectives

The mission of the D&I Bus Group is clear: to come together and make the bus industry a more diverse and inclusive space. Each year, the group sets specific objectives and actionable plans. The current focus areas include inclusive bus cab design, thought leadership, recruitment and retention, and women’s safety on buses.

Inclusive Bus Cab Design Summit

The Inclusive Cab Summit on March 5, hosted by First Bus in Leicester, was a significant event. The summit aimed to establish the gold standard for bus driver cab design. The event brought together bus operators, leading manufacturers, and human factors ergonomic designers to discuss and showcase the future of inclusive cab design.

The keynote address by Mike Adams, founder and CEO of Purple, highlighted the importance of inclusive design in creating a safe and comfortable working environment. The initiative comes in response to a survey by the RMT union, estimating that inadequate cabin design could be costing the bus industry over £10m annually in England alone.

Thought leadership and influence

The D&I Bus Group is committed to being a leading voice in the bus industry’s diversity and inclusion efforts. Through webinars, partnerships with key organisations, and participation in events like the UK Bus Awards, the group aims to showcase its work and encourage cross-sector collaboration.

Recruitment and retention

In 2024, the group continues its efforts to change the perception of working in the bus industry and emphasise the importance of a diverse and inclusive workforce. Initiatives will highlight various positions and careers within the industry including this special edition of Passenger Transport featuring different women from across bus.

More broadly, Women in Transport continues to support its members through events, networking, an annual mentoring programme and a leadership development programme which is helping women progress to senior leadership positions in transport.

Equity Index

In 2023, Women in Transport launched the Equity Index Project, championing diversity and equity. This index provides baseline data, unveils gender diversity, and rewards best practices, inviting participation for a more inclusive industry. We hope that a more representative and inclusive workforce will also lead better passenger experience.

All member organisations of the D&I Bus

Group have committed to completing the Women in Transport Equity Index Survey for 2024. This unique index provides crucial baseline data, uncovering the true gender diversity in transport-related positions. It recognises and rewards best practices, allowing organisations to benchmark themselves against others and the overall Transport index.

Inclusive Employment Journey

The group plans to enhance the Inclusive Employment Journey by exploring new ways to develop and manage it. Members will contribute new case studies to ensure the continued growth of this valuable resource. This platform allows best practices for improving culture, retaining bus drivers and other initiatives to be shared nationwide.

As the Women in Transport Diversity & Inclusion Bus Group commemorates its fifth anniversary, it stands as a beacon of progress in the bus industry. From the inception of The Inclusive Employment Journey to the

upcoming Inclusive Cab Summit, the group continues to drive forward diversity and inclusion. The commitment to thought leadership, recruitment and retention initiatives, the Equity Index, women’s safety, and the Inclusive Employment Journey showcases the collective efforts to make the bus industry a more diverse and inclusive space. The group’s work serves as an inspiration and a catalyst for positive change across the entire transport sector.

SONYA BYERS is the CEO of Women in Transport, a non-profit membership network that supports the professional development of women working in transport. Sonya has been a member of the network for 17 years and was a volunteer board member for 11 years before being appointed to her current role. She co-founded the Advance mentoring programme and the D&I Bus Group. If you would like to get involved or find out more about the Women in Transport D&I Bus Group, visit: www.womenintransport.com/bus

Dal Kalirai is taking over as co-chair of the D&I Bus Group

10 women who are making a difference

Many inspirational women are contributing to the bus and coach sector. We asked 10 of them about their lives in the industry

Transport has traditionally been a maledominated industry, but it is becoming more diverse. Women can increasingly be found in roles across the sector, whether it is steering policy in the boardroom or steering the wheel of a bus or coach. Organisations like Women in Transport and its Diversity & Inclusion (D&I) Bus Group, and the Women in Bus and Coach initiative, want to accelerate efforts to diversify the sector’s workforce. One way to encourage more women to join the sector, and remain in it, is to show them the inspirational

women who are thriving in their careers, supported and celebrated by their industry peers. As Billie Jean King, the boundarysmashing tennis player and equality champion, once said: “If you can see it, you can be it.”

Working in partnership with Women in Transport and its D&I Bus Group, we asked 10 inspirational women about their careers in the bus and coach sector. We learnt about what brought them into the industry, the highs and the lows of their jobs, what motivates them and what they do outside of work.

Zoe Hands Managing Director, First

Why buses?

Am I adding to the problem or contributing to the solution is a question I ask myself before deciding what job I will take on. Buses are definitely part of the sustainability solution to arguably the most pressing problem facing humanity and the planet - climate change.

What has been your most memorable moment?

I’ve only been in the bus industry for six months, but the moment that struck me the most during that time was learning the way the industry and partners approach bus punctuality. Controversial maybe, but we’re unlikely to reach 95% punctuality consistently with the industry and roads network as it is now and having a nationally prescribed target few ever rarely hit tells you something is systematically wrong. It needs a proper overhaul with some sophisticated systems thinking and dare I say, political bravery!

What

are the best and worst parts of your job?

Best thing is that I’m in a privileged position to make people’s lives better - be it employees or customers. The worst part is the weight that brings. There is never enough time, money or fuel in the tank to do everything.

What motivates you?

As simple as it sounds, doing a good job. I have to feel I’m adding value in my work and it doesn’t matter in what field as long as it’s a force for good. If a company is just about growing profit at the expense of the employees, community or the planet then I can’t get motivated by that. If I can use my skills or empower the team to deliver high levels of performance and in a way that adds value, then the motivation is endless. Some people call it the groove or the hum.

What do you do after work?

One of the things people often find surprising with what I do with my spare time is that I’m a bit of a gamer. I often spend a couple of hours a week on Call of Duty for a bit of mindless fun.

Bus (Manchester, Midlands and South Yorkshire)

Laura Tofts Head of Product Information & Training, Alexander Dennis Limited

Why buses?

Why not?! I did a decade in the car world, including running a busy MOT centre, and I was looking for something new. I applied for my first role at Alexander Dennis in the technical call centre 10 years ago and have been here since, working my way into the role I am in now. It’s a great industry to be part of, even if it’s not an obvious choice!

What has been your most memorable moment?

Seeing two of my departments, Technical Publications and Training, be so prominently on display at the recent next generation product launch for out new battery electric vehicles. It was great to see how much value was put on what we do within product information and training, and what we’ve worked so hard to create as part of our AD24 aftermarket support.

What are the best and worst parts of your job?

The best part is the constant learning curve as we move into zero-emission technology. My departments support our global product range and so there’s constant variation in what we do, and always new technology to learn about. It’s also probably the worst part as it can all become quite overwhelming if you are not careful. This is where having a strong team of experts helps!

What motivates you?

Having a happy, thriving team first of all. Without them nothing would get done! Beyond that working to improve what we do and how we support our customers, our vehicles and the rest of our business so we are sharing the right information with the right people. I’m always looking to improve what we do, it’s what I enjoy doing.

What do you do after work?

I have horses, specifically ex-racehorses, that I have retrained to riding horses and this takes up most of my spare time. I also ride mountain bikes, watch lots of football (I’m a big Glasgow Rangers fan) and I am learning to play golf, which is a lot of fun!

Katie Ferguson Operations Director, Warrington’s Own Buses

Why buses?

For me it is more about the people than the buses. I am people-focused and this industry is all about people, both from a passenger perspective and also the workforce, so this aligned perfectly with my own aspirations, and I really bought into the vision for the future. I am passionate about being part of something that makes a meaningful impact.

What has been your most memorable moment?

Being part of a team that mobilised a move to the new purpose-built electric bus depot, which is a huge improvement for our workforce, and as we have secured the ZEBRA funding, this will allow us to implement an all-electric fleet which will be transformational for the customer experience, the environment, and for our drivers who will be driving vibrant and modern vehicles.

What are the best and worst parts of your job?

The best parts of my job are the opportunities to lead my amazing team who strive to deliver operational excellence day after day. The worst part of the job is the unpredictability of some factors such as traffic congestion causing operational challenges, which can have such an adverse impact on reliability and punctuality, and the ongoing uncertainty with bus industry funding.

What motivates you?

Aside from my retro alarm clock and strong mug of coffee in the mornings, I have always had a desire for personal growth and also making a positive impact by hitting and exceeding goals set. I love working with people and find it incredibly rewarding to listen to challenges faced and work with others to find solutions to overcome them.

What do you do after work?

Spend time with those that matter most to me, making memories and sharing experiences. I like to try different cuisines with a nice glass of wine, going to concerts, the cinema or watching sports.

Karen Cooper Director of Organisational Development, Blackpool Transport

Why buses?

I’m a non-driver by choice and have used public transport since being a child. I have good and bad memories of public transport and am proud to be part of the decision making, especially around safety and customer experience, the latter seeming to be often forgotten. I feel passionately about the role our drivers play, which is increasingly more difficult for them.

What has been your most memorable moment?

There are many! Achieving a directorship in 2022 is a defining moment for me, as I’m part of a strategic leadership team where we can really make a difference to our employees and customers. Building an internal network of Wellbeing Ambassadors has helped our employees to have a voice and really let us know how they feel. Having state of the art accessible buses is a great achievement for Blackpool, and as a regular customer I know that we are up there with the best!

What are the best and worst parts of your job?

The best part is coaching new leaders in the business to flourish and bring fresh ideas to meet our ambitious new business plan around growth and inter-modal connectivity. The worst part is the frustration that our industry is not deemed attractive, either for customer growth or attracting new and diverse talent.

What motivates you?

My motivation is to change perception of public transport, both as a transport mode of choice and as an employer of choice. I am currently working with our local hospital to help to solve some of their parking issues and enable more of their 8,000 employees to use public transport to get to work.

What do you do after work?

I walk my dog which really helps to calm my mind whilst building up my step count! Week nights are normally quiet as I need my mind focussed on the day ahead. I am slowly investing more time in myself and enjoying the simple things in life.

WOMEN IN PASSENGER TRANSPORT PROFILES

Carole Stevens Operations Manager (Marlborough Street, Bristol & Weston-super-Mare), First Bus

Why buses?

Buses have always been a part of my life. I was introduced to buses at three days old and much of my childhood was sat on the backseat of a Guide Friday City Sightseeing tour bus in various cities in the UK, whilst my dad was driving. I went on to gain my PCV licence at 18 so I would have a decent job through University, although I soon realised I would miss the industry if I had to ‘go and get a proper job’ after I graduated.

What has been your most memorable moment?

I led a team of around 150 people transporting heads of state and members of royal family to the Olympic Park for the opening ceremony of London 2012. My most memorable moments from the day include: a departure from inside Buckingham Palace, the puzzle of how to feed the team inside a secure area when the only food was outside (to avoid a mass walk out!) and a cyclist protest closing a road on the main route known to the drivers in an unfamiliar city.

What are the best and worst parts of your job?

Best - the people and passion. Worst - being petite; the bus industry is designed around an average male, which means everything is a bit too high (door signs/mirrors/notice boards) or a bit too big (hi-viz/safety shoes/cab seats) for my 5’ 3” frame! This was more obvious after a stint working in private healthcare where the workforce is much more balanced.

What motivates you?

An enthusiasm for people - colleagues and customers. I’m an optimist who believes everyone matters and together we can make everything a little better. This often involves challenging the status quo and the ‘we’ve always done it this way’ mindset. I like a challenge and can be competitive... a slice of cake helps too!

What do you do after work?

I have a love of reading; I’m found anywhere and everywhere with a book and a bus(wo)man’s tea.

Maria Bainbridge Head of People & Change, Go North East

Why buses?

I’d love to say it was an aspiration from a young age but that’s not entirely true. I chose to join the industry as bus operations was by the far the most interesting of the graduate schemes I looked at and it’s definitely not disappointed. The reason that I’m still here is because you can feel you’re making a difference and every day is something totally unique - which keeps me on my toes!

What has been your most memorable moment?

There are so many that come to mind, but the one that sticks out most was my first time driving a double decker! It was franchise mobalisation weekend in Manchester last year and I worked within a team moving vehicles in convoy from Bolton to Wigan depot just before midnight. There was such a buzz around mobilisation with a number of people from across Go-Ahead converged on Manchester. It was an incredible thing to be part of!

What are the best and worst parts of your job?

The best part is undoubtably the people, I’ve been so lucky during my time in the industry to work with some fantastic individuals who I have learnt incredible amounts from. The worst part without a doubt is the very early starts! I’ve always been someone who prefers working late than starting early; but everyone in the bus industry will know that early starts are an occupational requirement - you’d think after six years you’d get used to them!

What motivates you?

The feeling of making a difference; when you can see the impact of the hard work you’ve put in it’s really rewarding and does keep you motivated. I have the pleasure in my current role of working with a fantastic team who make coming into work really enjoyable.

What do you do after work?

I’ve been a really keen squash player from a young age. I still love it and play for a team once a week... though everything hurts considerably more after a game then it used to!

Dal Kalirai

Why buses?

With over 32 years of experience in the bus industry, the rewards have been truly unique. Providing a deep sense of satisfaction enabling customers to safely and sustainably reach their destinations, bridging social divides and fostering a sense of shared journeys. Connecting people to jobs, education, healthcare, and essential services is immensely gratifying.

What has been your most memorable moment?

Using my expertise to make a real difference to the travelling public. Thousands of students in the West Midlands now have access to educational opportunities thanks to relationships and partnership deals struck in collaboration with colleges and universities. Additionally, numerous employees can pursue their dream jobs, as travel is more affordable.

What are the best and worst parts of your job?

The most fulfilling aspect of my role is enhancing customer experiences. Driving the digital agenda, pushing technological advancements to simplify and enhance convenience for our customers. This includes implementing industry-leading mobile and contactless solutions ahead of their widespread adoption. Conversely, the most challenging aspect is navigating bureaucracy and red tape.

What motivates you?

My motivation stems from the inspirational individuals within transport, their passion, pride, and purpose in serving local communities. Volunteering with Women in Transport has opened my world to the remarkable dedication of women at all levels, reinforcing the belief in diversity and inclusivity.

What do you do after work?

I love going for walks, especially near the beautiful woods close to my home. I practice yoga, which is great for relaxation and staying healthy. And, I’m excited to be planning my daughter’s ‘big fat Sikh wedding’ in summer 2025 - full of traditions, customs and a healthy dose of glamour!

Co-chair D&I Bus Group, and Regional Hub Lead West Midlands

Why buses?

I grew up around buses as my dad worked in the industry. I have fond memories of visiting bus garages when I was young, sitting in the driver’s cab and issuing myself a ticket.

When I joined Lothian at 18 as a stop gap, I was hooked. I loved the people and the sense of pride you feel knowing that you’re making a difference to people’s everyday lives.

What has been your most memorable moment?

The great thing about working in communications in the bus industry is that you get to be part of so many memorable moments. From featuring in a Channel 4 advert to meeting King Charles (known then as Prince Charles), to working with huge brands like Marvel and Vodafone and organising industry events like the ALBUM Conference, I have been fortunate to make so many memories during the last 18 years.

What are the best and worst parts of your job?

The best part is definitely the people - even with nearly 2,500 colleagues, I feel lucky to know so many of them and share their passion to get things right for our colleagues and customers. The more difficult part of my role can be managing expectations. Whether internally or externally, sometimes it can be challenging to keep everyone happy!

What motivates you?

I relish a challenge and love nothing more than having to think outside the box, or deal with a last-minute change or crisis. I’m often tasked with some of the ‘weird and wonderful’ asks of the business and I enjoy thinking of innovative ways to make it work. I also feel a massive sense of achievement when my team have delivered a robust commercial marketing campaign or delivered a successful PR launch or event.

What do you do after work?

As a mum of two, my free time is mainly spent with my kids and my husband or visiting family and friends.

Jenny Tocknell Head of Operations and Safety Assurance, National Express

Why buses?

Buses are a fundamental part of the community and economy. I have always felt I needed to contribute to the local community and this was the best way. I enjoy driving and being involved in the hustle and bustle of different communities.

What has been your most memorable moment?

My most memorable experience recently was supporting a local special education school with independent travel training. We spent the day with the children to build confidence and trust with our vehicles and service. This was such a rewarding experience and I truly felt that we were giving back to the community. As a result some of the children now travel independently on our service which is fantastic.

What are the best and worst parts of your job?

The best part of the job has to be the people. We wouldn’t be anything without them, from our engineering colleagues through to administration teams. The worst part of the job is the risks associated with running a transport business. This can be anything from collisions to serious anti-social behaviour.

What motivates you?

My family and the community we serve are my motivation. Ensuring the safety and expectations of both is no mean feat but it is what gets me up in the morning.

What do you do after work?

I spend time with my family, supporting my children at various afterschool activities. Visiting various National Trust sites and exploring. I am also studying at the moment as I am completing a MSc in Psychology.

“The best part of the job has to be the people. We wouldn’t be anything without them”

Why buses?

My parents both worked in transport, so from a young age I was exposed to buses and coaches. I went into the sector when I was 19, and immediately loved the changing and challenging nature of the industry. I love converting passengers to the brilliant benefits of travelling by coach!

What has been your most memorable moment?

Aside from launching the first routes to mainland Europe direct from UK cities over last year - particularly in my hometown Birmingham - and winning the routeone

Rising Star & UK Bus Awards’ Young Bus Manager of the Year, I think the moment that stuck with me most was Storm Eunice in 2022. In one day we transferred more passengers than ever before.

What are the best and worst parts of your job?

The best part for me is meeting the drivers and customers who travel with us. Seeing the work we do come to life, meeting the people we do it for and hearing the passion of our FlixBus drivers about being part of something fresh and disruptive in UK transport - how can you not love that? The challenge is having to always be prepared for events outside of our control.

What motivates you?

Seeing clear improvements from actions we have taken, and the difference this makes to real people’s lives motivates me. At Flix, we use data constantly to measure the results of what we are doing. I am particularly proud to have built a diverse and gender-balanced team.

What do you do after work?

I live in London which means there is always something on. If I’m not out for dinner with friends, I’m usually playing the piano, at the gym or reading. At the moment I’m reading ‘Invisible Women’ - a fantastic book about data biases. I also have a great community at my church, so spend a lot of time there. I’m studying for a diploma through Leadership College London at the moment.

Sarah Taylor Communications Manager, Lothian Buses

Hayley Russell Team Lead of Operations, Flixbus UK

WOMEN IN PASSENGER TRANSPORT

Empowering diversity

The Women in Bus and Coach initiative (pictured last year on a visit to parliament) has emerged as a powerful force. Here are seven compelling reasons behind the pressing need for such initiatives

Louise Cheeseman

International Women’s Day is a really great opportunity to showcase the unique culture that women can offer all areas of industry, sport, charities, education etc. as well as shining a spotlight on women that have really achieved great things in often under-represented fields and stand out as role models for up-andcoming young people looking to forge a career.

In a world that constantly strives for inclusivity and gender equality, the

transportation sector remains a stronghold of gender imbalance. The bus, coach and community transport industry, in particular, has long been dominated by male professionals, leaving women under-represented in key roles. To challenge this status quo and bring about a much-needed shift in attitudes, the

Women in Bus and Coach (WiBC) initiative has emerged as a powerful force, one which is quickly being recognised for its ambition to make recognisable positive change. This article explores the compelling reasons behind the pressing need for such initiatives to transform the landscape of the bus and coach profession.

“In a world that constantly strives for inclusivity and gender equality, the transportation sector remains a stronghold of gender imbalance”

Overcoming stereotypes

One of the primary reasons for the establishment of the WiBC initiative is the need to challenge and overcome deepseated gender stereotypes that have plagued the industry. Traditionally perceived as male-dominated, these stereotypes have discouraged women from pursuing careers in bus and coach transportation. By actively promoting the inclusion of women in the industry, WiBC aims to break down these stereotypes, paving the way for a more diverse and inclusive workforce.

Addressing the gender gap

The gender gap in the bus and coach sector is glaring, with a disproportionately low number of women occupying leadership and operational roles. The WiBC initiative recognises the urgent need to bridge this gap by providing support, mentorship, and opportunities for women to enter and advance within the industry. By doing so, WiBC not only promotes equality but also ensures a richer pool of talent and perspectives, contributing to the overall success and innovation within the profession.

Fostering a supportive community

Initiatives like WiBC play a crucial role in fostering a supportive community for women working in the bus and coach sector. This sense of community is essential for combating the isolation that women may feel in male-dominated environments. Through networking events, mentorship programs, and online forums, WiBC creates a platform for women to connect, share experiences, and support each other, ultimately empowering them to thrive in their careers.

Attracting and retaining talent

To meet the growing demand for skilled professionals in the bus and coach industry, it is imperative to tap into the full spectrum of talent available. The WiBC initiative recognises that attracting and retaining female talent is essential for the industry’s sustainable growth. By actively engaging with women at various stages of their careers, WiBC ensures that the sector becomes an attractive and viable option for talented individuals, regardless of gender.

Improving industry reputation

A diverse and inclusive workforce not only benefits individuals but also enhances the overall reputation of the industry. The WiBC initiative is instrumental in improving the industry’s image by showcasing its commitment to equality and diversity. This, in turn, can attract positive attention from potential employees, passengers, and stakeholders, fostering a more favourable perception of the bus and coach profession.

Enhancing safety and customer experience

Diverse perspectives lead to better decision-making and problem-solving. In the bus and coach industry, where safety is paramount, having a range of voices and viewpoints can contribute to more robust safety protocols and practices. Moreover, as women often make up a significant portion of public transportation users, having female professionals in key roles can enhance the overall customer experience by understanding and addressing the unique needs and concerns of diverse passenger demographics.

Aligning with global initiatives:

The WiBC initiative aligns with broader global efforts to promote gender equality in the workforce. As organisations worldwide recognise the importance of diversity and inclusion, initiatives like

WiBC become crucial catalysts for change. By participating in and supporting such initiatives, the bus and coach industry can position itself as a progressive and forwardthinking sector, contributing to the larger movement towards gender equity.

The Women in Bus and Coach initiative stands as a beacon of change in an industry long dominated by gender stereotypes and imbalances. By addressing the root causes of these issues and actively promoting the inclusion of women at all levels, WiBC not only transforms the bus and coach profession but also contributes to a more equitable and diverse future for the broader workforce. As the initiative continues to gain momentum, it serves as a powerful reminder that a truly successful and sustainable industry is one that embraces the talents and perspectives of all, irrespective of gender.

As anybody that knows me well will testify, my mantra is, and always will be #bettertogether, which applies to every industry, but in particular road transport which has so much work to do to address the critical imbalance.

LOUISE CHEESEMAN is founder and chair of Women in Bus and Coach. To stay up to date with the latest news and initiatives from Women in Bus and Coach, follow on LinkedIn or visit womeninbusandcoach.org.uk

The Women in Bus and Coach initiative stands as a beacon of change

Diversity will improvementsdrive

We’ve come a long way in recent years but there’s still more to do - and it matters, because true diversity brings better everything

This International Women’s Day, I’ve been reflecting on how far we’ve come but also how much more there still is to do.

When I joined the business in 2005, we were a company that was just 4% female. 4%! Today, I’m proud that this has increased to 14%, with 36% of senior managers now female, in a sector that is still only 10% female, but it makes me think of all that is still so badly needed.

Some people may ponder why there’s such focus on this; why does it matter?

It matters because true diversity brings better everything - representation, thought leadership, challenge, better outcomes and much more. If everyone in the room is the same kind of person, then we will be limited in what we can achieve, but through bringing different viewpoints, lived experiences and backgrounds, we will achieve so much more. At the end of the day, what we do matterswe’re transporting people safely to wherever

they need to go - work, home, events, health appointments, shopping, wherever - public transport is the heartbeat of our great city, but we’re not reflective of those communities travelling with us, and we should be.

Over the last year, we’ve seen the launch of Women in Bus and Coach, which Transport UK is thrilled to actively support. I am also a director on the board there. As Louise Cheeseman has mentioned (pages 34-35), we’re going to deliver meaningful improvements, and I know that operators, authorities, manufacturers, and partners up and down the country are really starting to mobilise now.

The United Nations sets the theme for International Women’s Day each year and the

“When I joined the business in 2005, we were a company that was just 4% female”

2024 theme is #InvestInWomen - what an amazing theme! It packs a punch and really means something.

So, what is Transport UK doing to invest in women? We are actively reviewing our policies, events, language, comms, advertising and more. We’ve introduced free and good quality sanitary products for all colleagues and visitors, launched a Menopause Policy, introduced training and workshops on menopause, we have an all-female management team at one depot, a series of work experience placements, changed the language used on job adverts, ensured good representation across our comms and pictures. Future work will review our maternity and adoption policies and introduce a mentoring scheme across the business; our next uniform rollout will have temperaturecontrolled items. We are reviewing how we can better support flexible working for all colleagues and support colleagues through significant life transitions. We are also actively looking at what more we can do to encourage women to join our engineering teams.

Across March, we’re featuring and celebrating the profiles of some of our female colleagues from across the business, some of whom are pictured alongside this articlebecause aren’t there just a plethora of things you can do in Bus! There are excellent careers to achieve here and I really want people to see that. I think that being able to see someone who looks a bit like you doing great things is a real barrier-breaker and one that we as an industry need to do more of.

Allyship is also critical to achieving our goals. We’re lucky here at Transport UK to have some fantastic allies. I’ve certainly been well supported throughout my career to date, and I see it happening around the business with colleagues, too. Women need to make sure they’re allies for each other, too.

We’ve got some fantastic women in our business, and I will continue to champion them throughout their careers and do all I can to help bring more women into this great sector. Doing so will continue to drive improvements in public transport, make us reflective of our communities, drive customer experience, safety, and so much more.

Lorna Murphy

LORNA MURPHY is operations and HR director at Transport UK London Bus. She is also a director at Women in Bus and Coach

Iracema Gaspar Simoes, Relief Operations Manager

Trena Clunis, Relief Driver Manager

Samantha Teggart, Operations Manager

Zoi Dendrami, Driver and Health & Wellbeing Champion

Marta Leszczynska – Recruitment & Training Manager

Gemma Crockford, Safety Trainer

WOMEN IN PASSENGER TRANSPORT

THE GO-AHEAD GROUP

Go-Ahead sets stage for equality

Go-Ahead Women campaign aims to recruit 1,500 new women bus drivers, with 50% goal by 2035

The Go-Ahead Group has launched a campaign this month aimed at revolutionising the traditionally male-dominated landscape of the transport sector. Under the banner of ‘Go-Ahead Women’, the company is poised to recruit 1,500 new women bus drivers across its bus operations, with a firm commitment to achieving 50% gender equality by 2035. This ambitious target not only marks a significant milestone for Go-Ahead but also sets a compelling precedent for the entire industry.

Recognising the imperative for greater representation and inclusivity, Go-Ahead has pledged an investment of £8m to upgrade bus depot facilities, fostering environments where female colleagues can thrive. This investment underscores the company’s dedication to creating inclusive workplaces that empower individuals regardless of gender.

Indeed, the statistics speak volumes: according to recent data from Women in Bus and Coach, women comprise a mere 10% of the workforce in the bus industry. Go-Ahead’s initiative not only aims to bridge this gender gap but also serves as a catalyst for broader societal change.

Presently, with 11.5% of bus driver roles occupied by women within Go-Ahead’s bus companies, the need for change is evident. The company’s stance, particularly on International Women’s Day, reaffirms its commitment to challenging industry norms and driving meaningful progress.

Crucially, the recruitment drive is complemented by an extensive eight-week fully paid training programme, designed to

“By doing this we’re not only enriching our workforce but also paving the way for a more sustainable and inclusive future”

Carolyn Ferguson, Go-Ahead

equip new hires with the skills and confidence necessary for success. This investment in professional development underscores GoAhead’s commitment to nurturing talent and providing equal opportunities for advancement.

Matt Carney, chief executive of Go-Ahead’s bus division, said: “Gender equality isn’t just a goal - it’s a commitment to building a better future for all. By setting an ambitious target

MEET KOLI BEGUM, GO-AHEAD’S ADVOCATE FOR MORE WOMEN BUS DRIVERS

Koli Begum is a trailblazing bus driver and mentor based at Northumberland Park Garage. Koli has emerged as a powerful advocate for women in transport and a driving force behind the company’s driver apprenticeship scheme. Her journey is a testament to resilience, determination, and a genuine passion to inspire others.

Over the past three years, Koli has made a remarkable impact, earning the title of a ‘woman with real drive’. She defies age and gender stereotypes, paving the way for more women to enter the bus industry. Drawing from her personal experience as a caregiver, Koli champions passenger accessibility.

In October 2022, Koli’s dedication led to a well-deserved promotion to the position of driver mentor. In this role, she inspires the next generation of women drivers, ensuring the best possible passenger experience. Her mentees commend her for keeping them motivated, navigating challenges, and sharing a genuine passion for the job and the industry.

Recognised nationally in November 2022 with the Luke Rees-Pulley Award for Top London Bus Driver at the UK Bus Awards, Koli’s exceptional contribution to the industry and inspiring story garnered attention. And most recently she was awarded the 2023 Apprentice Award at the Everywoman awards for Transport and Logistics.

to achieve 50% gender parity by 2035 and investing £8m to support women drivers in their work environment, we are taking decisive steps to create a more inclusive and equitable workplace.”

Carolyn Ferguson, chief people officer for the Go-Ahead Group said: “We firmly believe that diversity drives innovation and success. We’re investing in training and development opportunities for women drivers, and by doing this we’re not only enriching our workforce but also paving the way for a more sustainable and inclusive future.”

Koli’s impact extends to recruitment drives, where she has contributed to the recruitment of over 50 female drivers. Her dedication has earned her a place on the ‘Passenger Transport Driver - Bus, Coach, and Tram’ trailblazer sub-group, allowing her to share knowledge and experiences as an apprentice to assist in rethinking industry standards.

Koli Begum has served as a mentor for approximately 1.5 years. Her exemplary mentorship is evident in her proactive approach to learning, personal commitment to apprentices’ success, and the creation of a supportive and inclusive environment that fosters growth and development.

Koli Begum is a ‘woman with real drive’

What impact will Yemen conflict have?

Attacks on shipping by Yemen’s Houthi rebels and counter strikes by the US and the UK are having an impact on global oil prices

In last month’s report, we pointed out that increasing tensions in the Red Seacentred on Yemen’s Houthi rebels - could be one of the factors that send oil prices significantly northwards in 2024. Since writing that report, conflict levels have further intensified with ongoing drone attacks against passing maritime traffic and “preventative” military strikes from the US Navy and Britain’s RAF in return. The aim of the US/UK strikes has been to nullify the Houthi threat and protect international trade, but with major shipping lines such as AP Moller saying that the counter-strikes are actually making the security situation worse, should we now expect a prolonged crisis and resultant increases in the price of fuel?

The strife-riven Southern Arabian Peninsula has a long history connecting it to the oil industry. Historically part of the British Empire (Federation of Southern Arabia), the port of Aden was a key coaling (refuelling) station for ships voyaging between Europe and India, via the Suez Canal (built in 1869). Fuel oil took over from coal as the “bunker” of choice for ships from 1900 onwards, but Aden’s role as a key fuelling station continued. By 1950, it had become one of the busiest shipbunkering ports in the world, fuelling over 7,000 ships per annum (20 ships per day) and to meet this demand, BP opened the 170,000 barrel per day (bpd) Aden refinery in 1954.

For the next 20 years, the Aden refinery was one of BP’s most profitable, taking cheap crude oil from inland Yemen and converting it into heavy fuel oil for shipping. However, in 1977 the refinery was nationalised by the newly formed People’s Republic of Yemen and soon became embroiled in a spectacularly complicated civil war that rages to this day and has claimed hundreds of thousands of lives. The current “stage” of the conflict pits the “officially” recognised government of Yemen (Presidential Leadership Council) against both the secessionist and socialist southern Yemen (including the Aden Governorate), and the Houthi-led Supreme Political Council that controls the North Western part of the country. In addition, there are a long string of other regional and religious combatant groups.

The impact of interminable hostilities on the country’s oil industry has been predictably dire. The Aden refinery ceased production in 2015 and crude oil production has declined from 500,000 bpd to less than 10,000 bpd today. With no refinery, major security concerns and ships that can sail much further without refuelling, bunker activity around Aden is now virtually non-existent. Nonetheless, the flow of maritime traffic sailing past the port has not diminished. In 2023, 24,000 vessels took the Red Sea passage, of which 25% were transporting oil products (around 3.5 million barrels per day). Overall, 12% of global trade and 15% of all European imports sail this route. Since the Houthi rebels began their campaign

WANT TO KNOW MORE?

of attacking maritime vessels deemed as “friendly” to Israel, international ship owners have faced a daunting logistical choice. Carry on as normal and face the prospect of attack or divert cargoes 4,000 nautical miles around the other side of Africa. This extra distance adds somewhere between 10 to 15 days of sailing time and costs around $1m in extra fuel for a Suezmax vessel (ie, the maximum size of ship able to travel through the Suez Canal). Furthermore, that same type of ship will typically emit a further 3,000 tonnes of CO2 by going around the Cape of Good Hope.

Unsurprisingly, Crude Tanker rates have increased significantly. Those tankers still using the Suez route have seen rates increase by 65% to $4.30 per barrel (~2.15ppl = pence per litre), largely reflecting increased insurance premiums. For those vessels avoiding the Red Sea, rates are a further $2.40 per barrel higher (~1.15ppl) and for refined products, rate increases are steeper still. “Clean” tanker rates (ie, carrying refined products) have almost doubled to $13 per barrel (~6.50ppl), whilst biodiesel cargoes imported from Asia via Suez have increased from around $18 per barrel to $25 (up by circa 3.25ppl).

These freight increases are particularly acute for European markets, as since Indian diesel replaced Russian diesel (post-Ukraine), Europe has been dependent on product travelling via the Suez Canal. The same is true when it comes to biodiesel, where half of the EU’s Used Cooking Oil (UCO) is imported from Asia (via the Suez route). Overall crude prices however, have been largely unmoved. Global demand for oil still looks pretty shaky and markets generally are actually still over-supplied. Furthermore, the important geographic fact remains that however circuitous, there are still available shipping routes that bypass the Red Sea. This means that irrespective of increased freight costs, product shortages (the real driver of price spikes) are unlikely. Some comfort then to hard-pressed consumers, but they shouldn’t relax too much. In a hypothetical situation whereby the current crisis was to spill over into the Northern Arabian Peninsular, then over 20% of global oil production (Iran, Iraq, Kuwait, Bahrain, Qatar and the UAE) would be affected. With no maritime route other than the Strait of Hormuz to get in or out of the area, an escalation here, really would have a seismic effect on prices.

James Spencer Portland

GREAT MINSTER GRUMBLES

Are we witnessing a shift in attitude?

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

Wonders will never cease. We have finally published the draft Rail Reform Bill for its pre-legislative scrutiny. Tempted as I am to comment on this - not least the fact that, oddly, the draft Bill doesn’t actually set up Great British Railways but instead establishes an Integrated Rail Body - I’ve written so much about this Bill in recent weeks that I thought I would turn my attention to buses, because something has caught my eye that is worthy of some comment.

The Cambridgeshire and Peterborough Combined Authority Board recently voted to raise council tax to provide an £11m bus improvement package for the region. This is apparently an increase of £12 to £36 a year in the mayoral precept for a Band D property.

The additional funds raised will be used to improve bus routes, create new routes including new orbital routes for Cambridge and Peterborough along with possibly three new demand responsive transport schemes, the case for which is currently under review. A reduced £1 bus fare for under-25s is also being suggested.

All very worthy, but so what? Well, here’s the interesting point. The proposed investments follow a public consultation in which 70% of those who responded said they were willing to pay more council tax for better bus services, with the directly elected mayor, Dr Nik Johnson, pointing out that the improvements proposed and the rise in council tax to pay for them will cost households less that 10p a day.

This is the first time that I can recall a local authority having the courage to consult its residents on whether they were willing to see an increase in council tax to pay specifically for improvements to bus services. I’ve said on more than one occasion that as buses provide local services, then council taxpayers should be willing to pay for improvements to their local services rather than rely on the national taxpayer to do so. It’s gratifying to see that the Cambridgeshire and Peterborough Combined Authority Board reads this magazine and has heeded my advice!

Joking aside, I applaud the board’s courage in carrying out this consultation and it’s nice to sound such a positive note for once rather than grumble all the time! I’m not sure what the extent of the consultation was, or how many people actually responded, so perhaps there needs to be a bit of a health warning wrapped around all of this. But if 70% of those consulted really did say they were happy to see an increase in council tax to pay for bus improvements then I wonder if we may be witnessing a shift in attitude here. Let’s hope that other local authorities take note of this and pluck up the

“The core to increasing ridership on public transport largely comes down to extra funding”

“Let’s hope that other local authorities take note of this”

courage to carry out their own consultations to test public opinion on council tax increases to pay for improvements to local bus services. I’m sure not every consultation will have a positive outcome, but many might, especially as the actual cash increase in the tax for each household is, as Nik Johnson pointed out, very modest in the overall scheme of things.

Meanwhile, word has reached me that Labour’s shadow local transport minister, Simon Lightwood, is to head up a private roundtable event with the Centre for Cities. It will discuss how to increase public transport ridership in UK cities, with “the ambition to bring public transport usage in line with European cities, not simply to return to pre-Covid levels of ridership”, and to explore “what policy interventions are needed from government and local authorities to increase levels of ridership”.

I’m sure this is a very worthy initiative by Simon Lightwood and I hope the roundtable event is genuinely informative for him as he and his colleagues develop Labour’s policies for local transport. The problem Simon Lightwood is likely to encounter is that the core to increasing ridership on public transport largely comes down to extra funding. It’s not only about money, for sure, but most policy interventions aren’t cost free. So unless the shadow chancellor, Rachel Reeves, is signalling that she is willing to provide the level of funding necessary to support any proposals emerging from this roundtable event, or indeed unless brave local authorities are willing to take the cue from the Cambridgeshire and Peterborough Combined Authority, it’s not entirely clear to me how meaningful it will be.

And a Labour government’s problems are likely to be made more complex if, as rumoured, the current chancellor imposes an effective cut in public spending in his budget on March 6 by only increasing budgets in cash terms from April 2025 by 0.75% rather than the 1% currently proposed - quite a severe cut in cash terms once inflation is taken into account. Anyway, good luck with your roundtable, Simon!

Social mobility action plan

New report by Southeastern probes rail industry’s key role in enabling social mobility

Southeastern and The Purpose Coalition, a group of of organisations who are working to break down barriers to opportunity, have released a new report spotlighting the potential for the rail industry to contribute to social mobility.

The report outlines the train operator’s efforts to enhance social mobility, aligning with the Purpose Goals framework, which identifies 14 barriers to opportunity across various life stages and broader societal issues.

Despite the south east of England having relatively low social mobility ‘coldspots’, areas like Thanet face significant challenges. Southeastern acknowledged these disparities and said it is committed to supporting its employees, customers, and communities.

The company focuses on talent development, offering work placements, specialised apprenticeships, and diversity

initiatives like the train driver pathway. It also strives to attract more women to management roles and promote workforce well-being.

The report suggests further actions for Southeastern, including industry advocacy on mental health, promoting internal progression and diversity, nurturing talent pipelines in deprived areas, and collaborating on regional health and well-being initiatives.

“The rail sector is a great connector - of places, of people and of businesses,” said former transport secretary and chair of the Purpose Coalition, Justine Greening. “This report, and the recommendations for further action it contains, shows how effectively Southeastern has leant into the communities it serves to ensure that it continues to deliver opportunity as widely as possible, closely targeted to those who need it most.”

Steve White, managing director of Southeastern, added: “We know railways are not just a means of travel, they can support economic investment, unlock growth and prosperity, and provide access to employment, education and training opportunities for millions of people.

“This plan sits alongside our Social Value Report, which demonstrates the scale of our investment in the Southeastern region and the opportunities we are proud to provide to those who live and work here.”

APPOINTMENTS

NETWORK RAIL

Network Rail has announced the appointment of Jason Hamilton as director of its north and east route.

Hamilton (pictured) succeeds Matt Rice, who is leaving the organisation after four and a half years as route director to join train operator Northern. Hamilton has most recently been part of the East Coast route’s executive team as route programme director (works delivery), leading a multi-disciplinary maintenance, renewals, and response principal contractor organisation. He has previous experience working for Network Rail in major projects on the Great Western and South East routes as part of the Crossrail Programme before moving north and continuing in further leadership roles with the infrastructure controller.

FIRSTGROUP

FirstGroup’s open access rail operators Lumo and Hull Trains have appointed Lucy Harper and Richard Salkeld into new senior communications roles.

Harper joins the FirstGroup train operators as their new head of public affairs from ticket retailer Trainline. Richard Salkeld joins as head of communications and partnerships, having previously worked at train operators LNER and GWR and as a journalist at ITV Tyne Tees.

Harper and Salkeld will be based between Newcastle and Hull where their combined skills and expertise will enable Lumo and Hull Trains to further enhance relationships with the communities and customers served by the two companies.

OXFORD BUS GROUP

Glenn De Sousa has been named as the new head of commercial at Oxford Bus Group, the Go-Ahead-owned subsidiary that brings together Oxford Bus Company, Thames Travel, Carousel Buses and Pulhams Coaches.

De Sousa (pictured) started his career at Oxford Bus Company via Go-Ahead’s graduate training scheme. He has since worked across Oxford Bus Group in commercial operations and network planning roles.

His promotion follows a restructure of the group’s commercial department to underpin continued growth. De Sousa’s role will include enhanced responsibilities for publicity and stakeholder engagement with the group’s corporate partners. A key part of his role includes further developing strategic partnerships, which in recent years has seen the Oxford Bus Group grow its network and make bus travel more accessible and appealing.

VOLVO BUS

Volvo Bus UK & Ireland has announced the appointment of Daniel Tanner as service market director.

Tanner (pictured) succeeds Andy Kunze who is stepping back after 35 years with the Swedish manufacturer to a new part time role with Volvo. In his new role Tanner will be responsible for customer support and the manufacturer’s dealer network. He will be based at Volvo Bus UK & Ireland’s headquarters in Warwick, reporting directly to managing director Domenico Bondi.

Justine Greening with Southeastern employee Aniq Shillingford

DIVERSIONS

The next stop? One couple’s love story

Glasgow couple’s Sliding Doors moment on the bus

Do you recall the movie SlidingDoors where the protagonist’s life diverges based on whether or not she catches a District line train (actually a Waterloo & City line train, but no matter)? Well sometimes that sliding door moment can happen on a double decker bus.

In 2005, Lynne Connelly embarked on her usual commute aboard First Glasgow’s Route 57 from Pollokshaws to Glasgow

TALKING BENCH OFFERS WELCOME

Chappel & Wakes Colne railway station in Essex is about to get a little chattier with the introduction of a unique ‘talking bench.’

All you need is love

city centre. Little did she know, her routine journey would soon lead to a fateful encounter. It was on this bus that she caught the eye of fellow passenger John, who swiftly made Route 57 his new daily commute in

This bench isn’t your average seat - it’s equipped with a speaker that, with just the push of a button, regales waiting passengers with tales of the local area. From the history of the villages to tidbits about the East Anglian Railway Museum and the iconic viaduct, there’s plenty to keep travellers entertained.

But this bench isn’t just about providing information; it’s also a social hub aimed at combating loneliness and fostering connections. Thanks to the initiative of station adopter

the hope of sparking a connection.

With each ride John mustered the courage to approach Lynne and eventually handed her his phone number. Their first date followed and that led to a second date where they shared their first ride on the bus for a trip to the cinema.

In 2011, they tied the knot and now have two children. Reflecting on their journey, they both acknowledge that without the chance encounter on the bus, their lives would have taken a significantly different path.

Now their story forms part of a new campaign by First Bus about the everyday stories of bus travel.

This one’s a clear tearjerker!

volunteer Kath Beck, who wanted to create a space for people to sit and strike up conversations, the talking bench will offer a welcoming spot for travellers to engage with each other.

“I thought that it could provide a place for local people to sit and chat, and also provide a nice welcome for people visiting the area,” said Kath.

And with the added touch of a ramp ensuring accessibility for all, this talking bench is set to become a hot spot for friendly chats and local lore.

RAILWAY MISSION

Meet Dave Jones, a control room manager with Govia Thameslink Railway who’s on a mission to conquer all 2,580 of Great Britain’s railway stations in just six weeks. Thankfully, with an ambitious target of 62 stations per day across England, Wales, and Scotland, Dave isn’t embarking on this journey alone.

Back at the control room his colleagues have devised a clever tracking system - a giant map adorned with a miniature version of Dave. As Dave updates his progress, his colleagues will move his tiny counterpart across the map

Here’s hoping that Dave doesn’t get sidetracked...

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