Realising the Bee Network vision by Passenger Transport Publishing Ltd

REALISING THE BEE NETWORK VISION

“If we are to succeed, the continuing partnership and cooperation of the bus industry will be absolutely imperative” Andy

Burnham

BEE NETWORK

A landmark moment

Greater Manchester has heralded a new era in public transport after bringing all of its bus services into the Bee Network this month. Becoming the ﬁrst area in England to complete the re-regulation of buses is an historic moment for Greater Manchester - and beyond. To mark the completion of this complex transition - which has been delivered on-time and on-budget, this edition of Passenger Transport includes this special section, Realising the Bee Network Vision, with articles from a range of contributors. They include Andy Burnham, the mayor of Greater Manchester, who highlights the “outstanding partnership work we have seen between the Bee Network and the bus industry”. We also hear from some of those industry partners - Stagecoach, Ticketer and Wrightbus - and Vernon Everitt, Greater Manchester’s transport commissioner.

Andy Burnham

The mayor of Greater Manchester reﬂects on “one of my proudest moments as mayor”

17 The road to the Bee Network A look back at the journey to bus franchising in Greater Manchester

Q&A with Vernon Everitt City’s transport commissioner answers our questions

Ticketer Supplier has been a small but critical cog in a complex change process - and is ready to help others

Wrightbus

Wrightbus chief executive

Jean-Marc Gales outlines sustainable transport vision

Stagecoach

Manchester MD Rob Jones reﬂects on a legacy of connecting communities

BEE NETWORK

Andy Burnham, Mayor of Greater Manchester

Bringing all buses in Greater Manchester under local control is a huge milestonebut it’s not a case of ‘job done’

‘We’re blazing a trail for buses’

Greater Manchester mayor Andy Burnham

Last week Greater Manchester became the frst place in the country to take its bus network fully back under local control - a landmark moment that is one of my proudest moments as mayor of this wonderful city region.

The third and fnal phase of bus franchising has seen services in the south of the conurbation - including Stockport, Traford and Tameside - join the Bee Network, our bold vision for a joined-up, London-style public transport system.

The fnal 250 routes have now been brought under local control and we have also welcomed Metroline - one of London’s biggest bus operators - into Greater Manchester for the frst time, alongside Diamond, First, Go North West, Stagecoach and Vison Bus. It has been truly exciting to see our city region

hails a landmark moment for buses in his city region

blazing a trail for the future of bus servicesone where the needs of the travelling public are paramount and local leaders like myself are ultimately accountable for performance.

But none of this would have been possible without the outstanding partnership work we have seen between the Bee Network and the bus industry - from operators to manufacturers, suppliers and stakeholders.

Once the tendering process began it was clear that operators had a real appetite to work with us in the franchising systemhelping to create a more reliable, afordable and accessible bus network, where our buses are cleaner, greener and safer.

This uplift in standards is crucial if our public transport system is to open up opportunities for everyone in Greater

Manchester - whether that’s access to work, education, or leisure - and to underpin economic growth across our city region.

And we are already making great strides.

The frst phase of bus franchising was rolled out in the north west of the conurbation in September 2023, with areas in the north east joining the Bee Network from March 2024.

This saw operators including Diamond, First, Go North West, Stagecoach and Vision Bus beginning to run Bee Network services in Bolton, Wigan and Bury as well as in Rochdale, Oldham, Salford and north Manchester.

The punctuality of services in these areas is now consistently better than it was before franchising - and was also outperforming the non-franchised area which joined the Bee Network on January 5.

“It has been truly exciting to see our city region blazing a trail for the future of bus services”

We have also upgraded the Bee Network ﬂeet, which is now around 1,700 strong and includes more than 920 new buses, the majority of which have been built for us by UK manufacturers Alexander Dennis, Wrightbus and Rochdale-based Mellor.

I am committed to a Bee Network that works for everyone, with the highest possible standards of accessibility. That is why our new buses - including more than 360 ZEBs (Zero Emission Buses) - feature ramps, wheelchair bays, hearing induction loops, anti-slip ﬂooring and audio-visual announcements-another key contribution from our manufacturers and suppliers.

A more reliable and attractive bus service has led to increased patronage, with nearly seven million more journeys being made on the city region’s buses compared with last year - a 5% increase across the franchised network.

Crucially, this has allowed us to keep prices low - reducing average ticket costs by 15% and keeping our £2 fare cap in place for 2025 (subject to a mid-year review). We have also introduced an annual bus ticket that could save passengers up to £240, cheaper seven-day and 28-day tickets and a new ‘hopper fare’.

Operators have worked with us to improve timetables - including later and earlier services that better join up with the ﬁrst and last trams and trains of the day.

And together we are developing new Bee Network bus services as our ‘network review’ process gets under way, and we start shaping the Bee Network to meet the wants and needs of people and businesses.

The ﬁrst of these initiatives is a new night bus pilot launched in September this year. The V1 and 36 bus services - connecting Manchester with Leigh and Bolton via Salford - now operate 24 hours a day.

Better transport at night is something people here have been crying out for - some 358,000 people work in jobs or businesses that are signiﬁcantly active at night, accounting for around 33% of our workforce

Greater Manchester’s exciting potential as an engine of growth will only be fully realised if we have the transport infrastructure in place to get people to our key employment centres at any time of day or night - which is why I am keen to expand 24-hour transport services.

The ﬁrst new Bee Network bus route also launched in October, connecting people

in Wigan and its surrounding areas with Middlebrook retail park. Introduced in the run-up to Christmas, the service restores a link to a major shopping destination.

We have also made changes to around 75 Bee Network routes to provide earlier, later, more frequent and better connected services.

The Bee Network will continue to play a key role in supporting the Greater Manchester economy through improving links to major employments centres.

And let’s not forget the Bee Network is a generator of jobs itself, with Metroline signing up 100 new drivers ahead of January and a further 45 TravelSafe Support and Enforcement Oﬃcers (TSEOs) being recruited to ensure passengers feel safe when getting on board.

I am also proud of the role it is playing in creating a new model for driving economic growth and boosting the UK’s homegrown manufacturing industries. For example, Wrightbus - which is building 162 buses for the Bee Network - says every pound generated by them creates another £3 in the wider economy, and every job ensures another three jobs are safe across the supply chain.

As a result of our approach to re-taking control of the network, hundreds of brandnew buses are being built at locations across the UK, in turn creating skilled opportunities for young people starting out their career.

A great case example is Mellor, right here in the Greater Manchester town of Rochdale.

The ﬁrm has been building 28 buses for the

I had the pleasure of meeting apprentices at Mellor

“If we are to succeed, the continuing partnership and cooperation of the bus industry will be absolutely imperative”

Bee Network, with those orders supporting the creation of 15 new apprentice roles. I had the pleasure of meeting some of those starting out on their careers, and it was great to hear about the skills they had gained.

Apprentices at Mellor, like many others in Greater Manchester, are also beneﬁting from the Our Pass scheme for school and care leavers. This gives them free bus travel across the city region unlocking the world of work and education as well as opening up opportunities for leisure and socialising.

The Mellor orders build on the hundreds of buses - totalling tens of millions of pounds - delivered and ordered for the Bee Network, demonstrating how investment in public transport can deliver jobs.

And that same investment is also delivering a newer, cleaner and greener bus fleet - with Greater Manchester going further and faster than any other region on bus electrification. Before franchising, fewer than 1% of buses in our city region were electric - but that figure will stand at 25% - one bus in four - by the end of April this year.

Replacing older vehicles with new zero emission buses and Euro 6 clean-air compliant vehicles is a big part of our strategy for cleaning up Greater Manchester’s air, alongside the delivery of a world class public transport system that people naturally choose over driving. I believe this is how we clean up the air in Greater Manchester, avoid the need for a charging Clean Air Zone and achieve our goal of achieving carbon neutrality by 2038.

Bringing all buses in Greater Manchester under local control is a huge milestone - but it’s not a case of ‘job done’, we must now seize the opportunity to create a 21st century bus network that works for everyone.

We have taken on the deregulated network and begun to shape it in a way that connects people with opportunity and supports the growth of our businesses.

As our Network Reviews are rolled out, the people of Greater Manchester will tell us what they want their bus network to look like - and we must strive to deliver that, from new routes and services, to cleaner and safer buses.

If we are to succeed, the continuing partnership and cooperation of the bus industry - the operators, manufacturers and suppliers that have helped us get where we are today - will be absolutely imperative.

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NETWORK

Road to the Bee Network

The road to the Bee Network

The journey to bus franchising in Greater Manchester. Andrew Garnett reports

The decision to franchise buses in Greater Manchester was not isolated but developed over decades of policy debate and legislative change. It emerged as a powerful tool for addressing long-standing issues in the region’s public transport system, which was shaped by the deregulation of the 1980s and perceived dissatisfaction with its outcomes.

The impact of deregulation

In the 1980s, bus services outside London were deregulated. Most publicly owned bus operations were sold to private ownership, and commercial operators were empowered to enter the market freely. Deregulation aimed to foster competition, improve eﬃciency, and lower fares. However, its eﬀectiveness

continues to be widely debated.

Critics argue that deregulation fragmented services and reduced accountability. They add it failed to deliver the promised improvements, particularly in less proﬁtable areas where networks often declined. This sparked calls for greater public control, inspired by London’s contracted model, where a single transport authority oversees an integrated and cohesive public transport system.

In 1997, the new Labour government introduced legislation allowing local authorities to franchise bus services through Quality Contract Schemes (QCS). While this appeared to oﬀer a solution, the legislative process was so complex and resourceintensive that only one region, Tyne and Wear,

attempted it - and ultimately failed.

Instead, the Labour administration of the 2000s promoted Quality Partnerships, a model requiring collaboration between local authorities and private bus operators. This approach improved service standards more successfully, but failed to resolve market fragmentation and integration issues.

Franchising gains traction

By the early 2010s, dissatisfaction with the deregulated system persisted. The Competition Commission’s 2011 report on the local bus market rejected franchising as a mandatory solution, frustrating many who viewed deregulation as a failure. However, momentum for franchising grew when the

Franchising allowed Transport for Greater Manchester to ensure better coordination with other transport modes

BEE NETWORK

Road to the Bee Network

2014 devolution deal for Greater Manchester granted the region a directly elected mayor with sweeping powers, including transport. This deal, part of then chancellor George Osborne’s push for regional devolution, was a game-changer. It aimed to create economic growth by giving local leaders tools to integrate and improve public services. For transport, this included powers to franchise buses.

Mayoral leadership drives change

With the establishment of mayoral combined authorities in 2017, regions like Greater Manchester automatically gained bus franchising powers. Andy Burnham, elected as Greater Manchester’s ﬁrst mayor in May 2017, quickly prioritised bus reform.

In December 2017, he announced his intention to pursue franchising, taking the ﬁrst steps by requesting data from operators under the new Bus Services Act. In 2019, Transport for Greater Manchester (TfGM), the Greater Manchester Combined Authority’s (GMCA) transport executive body, identiﬁed franchising as the preferred option to address the region’s bus service challenges.

Following this recommendation, the GMCA initiated public consultations to gauge support. The ﬁrst consultation, conducted from late 2019 to early 2020, received over 8,000 responses, with 83% supporting the proposal. A second consultation, necessitated by the impact of the Covid-19 pandemic on the bus industry, saw similar support.

In March 2021, after independent assessments, the GMCA voted in favour of franchising. However, two incumbent operators, Rotala and Stagecoach, challenged the decision. The High Court upheld the legality of the process, and, in July 2022, the Court of Appeal dismissed Rotala’s subsequent appeal.

Franchising as a strategic tool

Bus franchising emerged as Greater Manchester’s preferred policy tool because it addressed several critical challenges:

■ Accountability and Integration: Franchising allowed Transport for Greater Manchester (TfGM) to design routes, set fares, and ensure better coordination with other modes.

■ Equity: It enabled the region to prioritise underserved areas and ensure consistent service quality, regardless of proﬁtability.

“Bus franchising emerged as Greater Manchester’s preferred policy tool because it addressed several critical challenges”

■ Aﬀordability: Franchising supported fare structures that were simpler to understand and more aﬀordable.

The phased rollout of the Bee Network began in September 2023 and concluded at the start of this month. Greater Manchester opted for a phased implementation of its franchised bus network, the Bee Network, to ensure a smooth transition. The rollout was divided into three tranches covering diﬀerent areas of the region.

■ Tranche 1: Launched on September 24, 2023, this phase covered Bolton, Wigan, and parts of Bury and Salford, with services operated by Go North West and Diamond Bus North West across 188 routes. Adjustments to timetables followed in early 2024.

■ Tranche 2: Launched on March 24, 2024, this phase included Oldham, Rochdale, the remainder of Bury, and North Manchester, encompassing 136 routes. Operators included Stagecoach Manchester, Diamond Bus North West, and First Manchester.

■ Tranche 3: Launched on January 5, 2025, this ﬁnal phase covers Stockport, Tameside,

Traﬀord, and the rest of Manchester and Salford. The most extensive tranche of the three it involved 248 routes operated by Metroline, Stagecoach Manchester, Diamond Bus North West, and Go North West. This ﬁnal tranche completed the franchised Bee Network’s rollout, ending 38 years of bus deregulation in Greater Manchester.

What Manchester does today?

Greater Manchester’s journey reﬂects broader shifts in transport policy across England. The devolution of powers to mayoral combined authorities has provided regions with new tools to address transport challenges.

While Greater Manchester led the way in implementing franchising, other regions may follow as devolution expands, signalling a potential nationwide reimagining of local public transport. Liverpool City Region, West Yorkshire and South Yorkshire are already following the same path.

Greater Manchester has positioned itself as a pioneer in public transport reform, leveraging policy innovation to deliver a system better suited to the needs of its growing population and dynamic economy. It is also central to Andy Burnham’s vision for an integrated transport system under the Bee Network umbrella, which also includes trams, trains, and cycling infrastructure. By 2030, Greater Manchester aims for a fully zero-emission bus ﬂeet, alongside simpler and more aﬀordable fare structures.

Andy Burnham pictured with the ﬁrst Bee Network service in September 2023

The Wright choice for Greater Manchester

Like TFGM, Wrightbus have been busy implementing their own transport strategy for the future. And as the UK’s No. 1 bus manufacturer, Wrightbus has the widest range of zero-emission buses with a choice of technologies, including our NewPower repowered electric buses at less than half the price of new. With high levels of parts commonality, extensive training and superior support, it all adds up to far less operating, servicing and maintenance costs for you.

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BEE NETWORK

Vernon Everitt, Transport Commissioner

‘The benefts are starting to fow’

Vernon

Everitt, Transport Commissioner for Greater Manchester, answers our questions about the city’s Bee Network

Q What enticed you to take on this role?

A Greater Manchester is an exciting and growing region and the Mayor and 10 district Leaders have a very clear vision for how better transport can improve life here. It was very easy to say yes to being part of leading delivery of that vision through the integrated Bee Network, drawing on my experience in London and Wales.

Q What can the Bee Network achieve for Greater Manchester?

A The Bee Network enables a thriving city region where everyone can live a good life. It’s the engine of greater productivity and economic growth, better health and access to homes, jobs, education and opportunity. It powers everything the Combined Authority is seeking to deliver through a joined-up, afordable and accessible public transport and active travel system, connecting people and businesses with opportunity like never before. It is also central to sustainability too. Our new zero emission buses are cleaning up Greater Manchester’s air, avoiding the need for a charging Clean Air Zone. The Active Travel mission led by Dame Sarah Storey will improve the region’s health by encouraging more walking, wheeling and cycling. We are starting to make real progress in ofering options that encourage fewer journeys by car.

Q Franchising of buses is just one aspect of the Bee Network vision - why is this so important to the project?

A For nearly 40 years bus routes, fares and services have been under the control of commercial bus operators focused on proftable routes. Local authorities had to step in with signifcant subsidies to save less

proftable - yet vital - services from being cut. In Greater Manchester that has historically been equivalent to around 20% of all services.

De-regulation resulted in decades of decline in the number of people using buses outside of London. With the frst phases of franchising in place, we are now seeing a reversal of that trend in Greater Manchester. In the 12 months since the move to franchising began, nearly seven million more journeys have been made compared with the previous year - a 5% increase. Punctuality is materially improved and revenue is running ahead of forecast.

With no shareholders to have to pay, we reinvest our revenues into further improvements in the service. We have already seen that start to happen with the launch of night buses in September and the new 615 bus route between Wigan and Middlebrook retail park, restoring a link which was lost to the community four years ago.

Q What have been the biggest challenges and hurdles on the road to franchising?

A The practical planning to successfully cut over to franchising has to be meticulous.

Everything from driver training, fares and ticketing systems, electric vehicle charging, procurement of buses and depots and customer information and support needs intense focus.

“It was very easy to say yes to being part of leading delivery of that vision through the integrated Bee Network”

With something of this complexity there have of course been short-term teething problems as the new system has bedded in. The sheer scale of handing over hundreds of buses, staf, depots and systems overnight should not underestimated.

Accountability and punctuality are at the heart of the Bee Network and we have been transparent about performance by publishing data every week. Buses in the frst areas to come under local control are consistently more reliable than before franchising - now consistently above 80% punctuality against around 69% before. Services in the second area are also performing better than under the previous system and we have a number of improvements in hand to move towards target. As the frst place outside London to go through this process, we are amassing a wealth of insight and learning that we are happy to share with others thinking about franchising.

“We are amassing a wealth of insight and learning that we are happy to share with others thinking about franchising”

How will you go about integrating all modes under the Bee Network to enable seamless travel?

A Since we launched the Bee Network in September 2023 we have made changes to 75 diﬀerent routes to provide earlier, later, and more frequent services that better join up with the ﬁrst and last tram and train services of the day.

Improvements to timetables will continue as we constantly review our network and identify where changes can be made to the beneﬁt of passengers.

It’s not just a case of better coordinated timetables and pioneering new routes, however – a simpler Bee Network ticketing system is also essential to encourage more people to use public transport.

From 23 March ‘tap-in tap-out’ contactless payments will join up Bee Network buses and trams, introducing London-style multi-

Q What steps are being taken to ensure ﬁnancial stability in the long term?

A The Bee Network aims to be a low-fare, high volume system which means increasing patronage is key to its success. As mentioned earlier, the signs are promising with patronage up and revenue exceeding forecast. Greater Manchester brought in a £2 single fare cap ahead of the national scheme and we have been able to keep that in place for 2025 (subject to a mid-year review).

The more people use the Bee Network the easier it will be for us to keep fares low – creating a virtuous circle whereby proﬁts can be pumped back into the system for the beneﬁt of passengers.

We are also beginning to see ﬁnancial advantages as a result of bus franchising. For example the per-kilometre cost of our new contracts is on average one third cheaper than tenders under the old deregulated system.

With over 40 years’ experience across the ﬁnance, transport and technology sectors, Vernon advises the Mayor of Greater Manchester on developing an integrated public transport network alongside more active travel facilities

“The Bee Network aims to be a low-fare, high volume system which means increasing patronage is key to its success”

modal fare capping, and we will soon publish a timeline for integrating the ﬁrst eight local rail lines into the Bee Network by 2028. This will deliver major improvements to train stations and services, while enhancing the experience for passengers, including integrated ticketing across bus, tram and train.

Ultimately, we aim to bring bus, tram, active travel (our Starling Bank Bikes) and train under this multi-modal ticketing model.

Q What mechanisms are in place to monitor performance and make sure that franchised operators are accountable?

A We work in partnership with our franchised operators to deliver continuous improvement. Operators are measured against customer focused performance targets - including punctuality, reliability and levels of customer complaints – and this aﬀects what they get paid.

The Bee Network app also features a ‘Rate Your Journey’ function, allowing passengers to directly have their say to TfGM and bus operators, bringing sharper accountability and shaping further improvements to the network.

Q What advice do you have for other cities that want to introduce franchising and a single, integrated network?

A Franchising was an important step in Greater Manchester to create an integrated London-style transport system joining up bus, tram, train and active travel. The benefits are already starting to flow through here. But one size doesn’t fit all, and it will be for local leaders to decide whether franchising is right for their residents and businesses.

BEE NETWORK

A partnership in innovation

Ticketer has been small but critical cog in a complex change process, and is ready to help others

Establishing a successful bus franchising solution involves multiple components, but the cornerstone of its success undoubtedly lies in developing close working partnerships and a robust technological foundation. This foundation must facilitate close collaboration between the local authority and its participating operators and drivers, whilst enabling seamless passenger journeys. Enter Ticketer.

A trusted partner to the UK bus and coach industry since 2009, Ticketer’s longstanding expertise and innovative spirit were invaluable in delivering the Bee Network’s franchising framework across multiple operating companies. Passenger Transport discusses with Kelly Hanna, Ticketer CEO, and Jason Mann, director of product, their critical contribution to creating the franchising solution blueprint for other regions.

An agile approach for complex change

Originally starting in 2018, Ticketer’s relationship with Transport for Greater Manchester (TfGM) has been a journey of

continuous innovation and collaboration.

“Our journey with TfGM began ﬁve years prior to Bee Network rollout,” says Mann. “We were their ticketing solution partner for their smaller operators and supplied the ticketing technology in their travel shops. We continually enhanced our solution to meet TfGM’s speciﬁc needs, but innovating with them really started when we won their integrated ticketing and AVL solution contract.”

By working closely with TfGM from the start of their franchising journey, Ticketer could ensure their oﬀering was not only technically robust but also aligned with its users’ specialised needs.

Hanna explains: “We worked collaboratively from the start. TfGM identiﬁed many changes to the solution for how they wanted to deﬁne and manage their services and operators, which wasn’t a problem because ultimately, we wanted the solution to work for them. We facilitated conversations and made adjustments along the way to deliver the outcome they needed.”

Further showcasing their agile approach, Ticketer had to accelerate its eﬀorts when deployment was brought forward to September 1, 2023 for TfGM’s school services.

Following school rollout, tranche one of the Bee Network oﬃcially went live on September 24, 2023 and included the ﬁrst full deployment of Ticketer’s latest ETM, the Ticketer Next Generation ETM, Smart Gateways and the management framework for franchised services - the franchising extension of the Ticketer solution.

The extended Ticketer solution

When considering the needs of TfGM, their participating operators and the complexities of implementing franchising, Ticketer took a pragmatic approach to innovation; rather than reinvent the wheel, they chose to build upon their existing trusted infrastructure.

Ticketer developed a franchising extension to their existing Ticketer solution, introducing a hierarchical structure with new roles, views and functionalities which would provide a

Jason Mann, Ticketer director of product, and Tom Wilsher, Ticketer head of product management, overseeing tranche one rollout

Jason Mann

Kelly Hanna

control centre for TfGM and an intuitive interface for existing Ticketer users.

Mann explains: “We introduced “Franchise Owner” and “Franchise Operator” roles, so TfGM as the Franchise Owner can maintain a holistic view of everything happening on their network and take a controlling role in activities such as defining services, tickets and fares. That information then automatically flows downstream into individual Franchise Operator portals, each of which essentially offers an isolated view of the services the different operators are responsible for.”

“For existing Ticketer operators, it is largely business as usual with a few subtle diﬀerences. For example, operators are still expected to deﬁne their own drivers and vehicles but not services or tickets because this responsibility now sits with the Franchise Owner. In all other ways, we kept it as familiar as possible to help the transition.”

He continues: “I think there was a degree of comfort for the operators and drivers that there wasn’t a new system to learn and worry about. Minimising change by avoiding a new system was a big design consideration for the franchise extension.”

Stagecoach was the only participating operator not an existing Ticketer customer. Mann explains their diligent onboarding approach: “We visited Manchester and trained their back-oﬃce colleagues through the solution and their drivers on the Next Generation ETMs. We pride ourselves on our system being easy to learn and use and they did both very quickly.”

Continual innovation

Following tranche one deployment, Ticketer has delivered numerous features and enhancements to optimise the Bee Network’s services and enhance the passenger experience. A recent key enhancement is support for “Headway Management” and the measurement and management of “Excess Waiting Time (EWT)” for frequently operated services. This allows TfGM to monitor and manage bus arrivals, helping to spread out arrival times and reduce bottlenecks. Another new feature is “Corridor Management”, enabling TfGM to monitor multiple bus services following the same sequence of stops in a single, consolidated view. “Corridor Management lets TfGM flexibly define a corridor - specific

“For existing Ticketer operators, it is largely business as usual”

stops served by different services or operators - and manage those trips within a single view,” explains Mann. “This removes the need to toggle between different operator views of the same stretch of road, making it easier to ensure operational efficiency.”

Central to managing the franchise operation, Ticketer also provided TfGM with tailored reporting tools, new operational metrics and a customised version of the Ticketer Insights Hub, giving them greater visibility and insights on overall service and network performance. Outside of the control and management platform, the ﬁrst deployment of Ticketer’s new Revenue Inspection Devices (RIDs) went live in 2024 on TfGM’s tram network. “TfGM and Metrolink are really pleased with how the RIDs work and the data they provide,” Mann shares. “The inspectors are using them to ensure everyone using a contactless card has been charged accordingly, helping minimise revenue loss. TfGM will be expanding the use of RIDs to include QR codes and ITSO cards on trams and on-bus shortly after tranche three goes live.”

As ever with Ticketer, features within the franchising solution were designed with a broader vision in mind. New functionality within the franchising extension can be used by any customer who may beneﬁt from their enablement, including those not in a franchise.

“Minimising change by avoiding a new system was a big design consideration for the franchise extension”

Teamwork in tech

Reflecting on the journey to final tranche three deployment, for Hanna, Ticketer’s true strength lies in the powerful combination of its solutions and the partnership they offer.

“The real value lies in our teamwork as well as our solutions and their ability to simplify franchising’s complexity. From day one we worked as a united team with TfGM and were on hand wherever we could be. If you think about the scale of setting up franchising, Ticketer was a small but critical cog in a very complex change process. Alongside technology deployment there are buses to acquire, depot leasing to arrange, EV charging stations, branding to rollout; it’s a mammoth list that goes on. Anything we could therefore do to help TfGM on this journey, we did.”

Beyond the Bee Network

Other regions closely watching the Bee Network for learnings can beneﬁt from Ticketer’s consultative approach. Hanna says the company is on hand to demystify franchising and share insights gained from their partnership with TfGM.

“It’s unchartered territory for future franchising areas so we’re here to guide, share lessons learned and tailor insights from Manchester to others’ needs. No two regions will have the same requirements, but we’ve developed a tried-and-tested solution that we can adapt accordingly and know what it takes to make rollout successful.”

For those moving to franchising, Hanna reassures: “We’re here to help on all aspects. I’m just an email or call away, as are my team.”

Further highlighting Ticketer’s open-door policy, Hanna explains Ticketer are hosting authority-speciﬁc events in future; providing a forum to discuss and overcome the complexities of franchising, enhanced partnerships or any other model.

Ultimately, for authorities and operators the message is clear: with the right partners and technology, implementing franchising can be more than just feasible. As ever, Ticketer is ready to support the industry, lending expertise plus driving innovation and collaboration to shape the future of public transport.

To understand more about Ticketer’s franchise solution as an operator or a local authority, email info@ticketer.co.uk.

Ticketer's Next Generation ETM

BEE NETWORK

A vision for a greener future

Wrightbus is helping places like Greater Manchester on their transition to sustainable transport

With more than 160 new Wrightbus vehicles going into service across the Bee Network at the start of this year, we understand the importance of keeping Greater Manchester moving.

With the impressive feat of regaining local control of all buses in the Greater Manchester area for the frst time in 40 years, Transport for Greate Manchester (TfGM) is leading the way with its holistic transport strategy.

And much like TfGM, Wrightbus has been busy implementing its own transport strategy to ensure bus operators across the UK and beyond have comprehensive solutions to help with a greener future.

The choice to add 162 Wrightbus low emission Ultroliners and zero emission Electroliners to the streets of Manchester will not only improve the public transport network, but will provide local commuters with cleaner options for travel, helping to reduce emissions.

With hundreds of Wrightbus vehicles on the roads of towns and cities, these vehicles are travelling millions of miles and preventing thousands of tonnes of harmful carbon dioxide from entering the atmosphere.

Wrightbus’s innovative approach to lowemission and zero-emission technology and sustainable manufacturing has positioned it as a leader in the global bus industry - and one perfectly placed to help Manchester realise its cleaner air ambitions.

Wrightbus is an industry leader, dominating the UK bus sector with a 40% market share, delivering an average of 22 buses a week to operators throughout 2024. The company has been named as the fastest-growing large manufacturer in the UK and the fastestgrowing bus-maker in the whole of Europe.

“We are the number one zero-emissions bus maker in the UK,” says Wrightbus chief executive Jean-Marc Gales. “A year ago, we had 675 zero-emission buses on the road. Today, we have over 1,500, and in the next year, we will get to 2,800. No-one else comes close.”

This exponential growth is refected in production numbers. The company built over 1,000 buses in 2024, up from 623 in 2023 and

427 the year before. This upward trajectory highlights Wrightbus’s growing infuence on both the domestic and international stages.

Since its inception in 1946, Wrightbus has been synonymous with technological innovation. However, its commitment to sustainability took a giant leap forward in 2019 when the company was acquired by green entrepreneur Jo Bamford. Under his leadership, Wrightbus shifted its focus to zero-emission technology, producing a range of single- and double-decker buses powered by battery electric and hydrogen fuel cell technology.

The company’s fagship Electroliner buses ofer an industry-unique advantage, with 86% commonality between single- and doubledeck models. This shared design signifcantly reduces costs associated with parts inventory, training, and depot complexity for operators. For operators looking to modernise their feets, this level of compatibility provides an efcient and cost-efective solution.

While zero-emission technology is the cornerstone of Wrightbus’s future strategy, the

Gales

“Wrightbus is an industry leader, dominating the UK bus sector with a 40% market share”

company acknowledges that a one-size-fts-all approach is not feasible for every operator.

“The fact remains that not everyone has the funding to be able to make the switch to zero-emission,” says Gales. “As a result, we believe in a blended approach of responsible technologies: battery electric, hydrogen fuel cell, and the cleanest diesel technologies to ensure all our customers can continue to decarbonise as quickly as possible, whilst still maintaining fnancially viable operations.”

To meet this need, Wrightbus recently unveiled the next generation of diesel buses. The StreetDeck Ultroliner is equipped with a Cummins B6.7-litre six-cylinder diesel engine, paired with Voith’s latest DIWA.8 NXT 7-speed transmission. By integrating Wrightbus’s proprietary Micro Hybrid technology, the StreetDeck Ultroliner achieves ultra-low emissions.

This approach allows operators to transition to cleaner technologies without the need for immediate, large-scale investments in zero-emission feets. The new diesel buses act as a bridge, allowing public transport providers to maintain operations while gradually working toward net-zero targets.

A groundbreaking development from Wrightbus which can help in this sustainability goal is the launch of NewPower, which converts 4-10 year old diesel-powered buses into zero-emission electric vehicles.

Operating from a state-of-the-art factory in Oxfordshire, NewPower aims to accelerate the decarbonisation of public transport at a lower cost than purchasing new buses.

“There is a huge market of mid-life buses which, once converted, can have an immediate impact on helping to improve air quality in towns and cities up and down the UK,” says Gales.

By retroftting buses already in service, NewPower extends the life cycle of existing vehicles and provides operators with a costefective path to decarbonisation.

The benefts of this initiative are multifaceted. For one, operators avoid the fnancial burden of purchasing new buses.

Wrightbus chief executive Jean-Marc

“By promoting UK manufacturing, Wrightbus helps reduce the carbon footprint associated with supply chain logistics”

Additionally, the process of converting buses rather than scrapping them reduces waste. And every bus that Wrightbus produces or NewPower repowers is backed by an unrivalled aftersales team, All Service One, that looks after servicing, diagnostics and warranty support covering chassis, body and EV specialisms. With speedy response times, core stock available for overnight delivery, and a comprehensive telematics provision via Uptime 365, operators can be conﬁdent that they can optimise vehicle reliability and availability.

Beyond technological advancements, Wrightbus’s work has a profound impact on the wider economy. The company currently supports 2,000 green jobs directly at its Ballymena headquarters in Northern Ireland, with plans to recruit a further 500 staﬀ across multiple specialisms in 2025. It has a comprehensive apprenticeship programme and strong links with local universities.

“We want the very best talent to work here, complementing the skills of our diverse, talented, 2,000-strong workforce,” says Gales. But the ripple eﬀect is far greater. Every job at Wrightbus supports three more across the UK’s supply chain. More than 6,000 jobs in the supply chain are already supported by the growth of Wrightbus, which has worked with

Wrightbus delivered an average of 22 buses a week to operators throughout 2024

“Wrightbus’s vision for the future of public transport is clear: a world where clean, efﬁcient, and affordable buses drive the shift toward a sustainable future”

over 1,000 suppliers across the UK since it was bought out of administration in 2019.

Gales says: “Our growth is thanks to the incredible support we receive from our customers and of course from our workforce. We could not achieve this growth without the commitment of each of them.

“We are selling in the UK, so we believe in supporting the UK economy. Our ecosystem includes suppliers from 47 counties across the United Kingdom, generating thousands of jobs and millions of pounds in revenue for businesses producing everything from heating systems and powertrains to laser cutting and fabrication. We all share in this success.”

The company’s commitment to a sustainable future extends beyond its products. By promoting UK manufacturing, Wrightbus

helps reduce the carbon footprint associated with supply chain logistics. The investment in UK jobs also supports the national economy.

For Wrightbus, transport is about more than moving people from one place to another. It’s about shaping a better, cleaner, and more inclusive world. As cities such as Manchester strive to reduce congestion, improve air quality, and support equitable mobility, Wrightbus’s technology plays a pivotal role in achieving those goals.

The future of Wrightbus is one of growth, innovation, and sustainability. With its ambitious goal of having 2,800 zero-emission buses on the road by the end of 2025, the company is well-positioned to lead the charge in transforming global public transport. By blending cutting-edge battery electric, hydrogen fuel cell, and ultra-clean diesel technologies, Wrightbus is ensuring that operators have the ﬂexibility and tools they need to succeed in the transition to cleaner transport.

Wrightbus’s vision for the future of public transport is clear: a world where clean, efficient, and affordable buses drive the shift toward a sustainable future. The company’s achievements in zero-emission technology, diesel innovation, and fleet retrofitting demonstrate a commitment to providing practical, cost-effective solutions for operators and local authorities alike.

Wrightbus is setting the standard for sustainable transport. Its approach of blending zero-emission and clean diesel technology ensures that no operator is left behind in the transition to greener public transport.

“Our ambition from day one has been to reduce the environmental impact of public transport - slashing emissions in our towns and cities quicker than any other industry - and we will remain committed to investing in the best technology to develop even more eﬃcient solutions,” says Gales. “Working hand-in-hand with operators and local authorities in areas such as Greater Manchester, where there is a comprehensive Clean Air Plan in place, is incredibly satisfying for us as manufacturers as we strive for a sustainable future.

“But there is no room for standing still; innovation has been at the core of our business since we were founded in 1946, and we continue to dedicate enormous amounts of time, money and eﬀort into staying ahead of the curve.”

BEE NETWORK

A legacy that helped to shape the city

Rob Jones, managing director of Stagecoach Manchester, reﬂects on a 25-year record of connecting communities

For over 25 years, Stagecoach Manchester has been at the heart of the city’s transport network, playing an essential role in shaping the region’s landscape. Millions of passengers have relied on Stagecoach to get them where they need to be, whether it’s for work, study, or leisure. With a ﬂeet of more than 1,000 buses, we’ve seamlessly connected communities, supported local economies, and ensured travel is both reliable and accessible across Greater Manchester. It’s something the entire team is incredibly proud of!

At the core of Stagecoach’s mission, there has always been a commitment to providing exceptional service while innovating to meet the evolving needs of the transport industry, and of course, servicing one of Britain’s busiest cities hasn’t come without its challenges. However, we’ve watched this city grow and develop into the incredible place that it is today since we ﬁrst arrived in 1996.

As the changeover to the Bee Network kicks oﬀ and we reach this pivotal moment in Manchester’s transport history, we can’t help but look back at the role we’ve played in the city’s development. From the Commonwealth Games to the development of MediaCity, Stagecoach Manchester has been an integral part of the fabric of daily life, with services like the Magic Bus becoming an iconic symbol of aﬀordable and accessible travel. We remain committed to delivering the same excellent service passengers know and trust going forward.

As we hand over the keys to the Bee Network, we’re delighted that 1,600 of our dedicated drivers and staff will remain on board, ensuring that our high standards of service continue. The Bee Network itself will offer passengers an integrated approach to travel across Greater Manchester, promising unified services and connectivity, bringing exciting new changes to the city. We’re

delighted to be playing a part in that too.

While Stagecoach Manchester’s physical presence may be transitioning, the company’s impact will remain. I feel that Stagecoach Manchester has earned its place in the city’s transport history, becoming a vital player in the region’s transport network. While our services evolve under the Bee Network, it’s great to know that we’ll still be driving forward the growth of this iconic and vibrant city. Since its establishment in 1996, Stagecoach Manchester has consistently played a pivotal role in shaping the region’s public transport landscape, leaving an indelible mark on the communities it has served.

A journey down memory lane:

1996: A bold beginning

The acquisition of Greater Manchester Buses South (GMBS) marked the foundation of Stagecoach Manchester. This £40.7m investment allowed Stagecoach to expand its operations significantly in the Greater Manchester region. At the time, Stagecoach managed a fleet of 630 buses and provided employment for 1,850 staff.

2000: The Beach Ball era

Just four years later, Stagecoach introduced the famous Beach Ball livery, a colourful design that quickly became synonymous with the business nationwide. It symbolised Stagecoach’s commitment to becoming a recognisable and trusted part of transport infrastructure.

2006: The Magic Bus

In 2006, the Magic Bus brand was launched along the Wilmslow Road corridor, providing aﬀordable and accessible travel options for students and commuters. Operating on the ever-popular route 192, the Magic Bus became an iconic symbol of Stagecoach’s dedication to serving the city with convenience and value.

2019: Partnering with communities Stagecoach Manchester’s partnership with Forever Manchester in 2019 marked a milestone in its dedication to supporting local communities.

2020: Leading the charge in sustainability Stagecoach Manchester took a bold step towards sustainability by unveiling Greater Manchester’s ﬁrst double-decker electric buses. This £16.5m investment not only reduced emissions but also set a precedent for greener public transportation.

2022: Honouring service

In 2022, Stagecoach demonstrated its support for active service personnel and veterans by introducing a special Armed Forces Covenant livery bus.

2023: Celebrating 25 years

As Stagecoach Manchester marked its 25th anniversary, it paid tribute to 30 of its longestserving staﬀ members with a specially designed livery. This celebration highlighted the people who have been the backbone of its operations.

2024: Giving back

The commitment to community continued into 2024, with Stagecoach Manchester raising over £2,500 for Forever Manchester, further cementing the legacy of service and support for local charities.

Magic Bus offered convenince and value to bus users