Passenger Transport: May 17, 2024

LIVERPOOL CITY REGION

WINNER: Steve Rotheram (Labour)

PLEDGE: “A fully franchised [bus] network by the end of 2027”

WEST MIDLANDS

WINNER: Richard Parker (Labour)

PLEDGE: Bringing buses under public control is “immediate priority”

NORTH EAST

WINNER: Kim McGuinness (Labour)

PLEDGE: “We’ll have public control of buses before 2028 [or] sooner”

WEST YORKSHIRE

WINNER: Tracy Brabin (Labour)

PLEDGE: “Every bus in the region will be under public control by 2028”

Oliver Coppard (Labour) PLEDGE: Decision on bringing buses under public control within 12 months

YORK & NORTH YORKSHIRE

David Skaith (Labour)

Promised to franchise the bus service at hustings last month

Taking control

Six metro mayors in England - representing 11.6 million people - were elected last week having pledged to take back control of local bus networks

More than 40% of England’s population could have franchised bus services by the end of the decade if six newly-elected Labour metro mayors fulfil their transport promises.

Last week’s local elections saw the return of three metro mayors who were already progressing plans to take back control of buses

in their areas: Steve Rotheram (Liverpool City Region), Oliver Coppard (South Yorkshire) and Tracy Brabin (West Yorkshire). The East Midlands, North East and York and North Yorkshire elected metro mayors for the first time, with the winning candidates in the latter two areas pledging to introduce bus franchising.

Meanwhile, Richard Parker narrowly defeated Andy Street, who had been metro mayor of the West Midlands since 2017. Street (Conservative) had preferred to work in partnership with private bus operators but Parker has pledged to make bus franchising “an immediate priority”. FULL STORY ON PAGES 4-5

Jonathan Bray says it’s time for a

plan for

SOUTH YORKSHIRE

WINNER:

WINNER:

PLEDGE:

Foundations in place for franchising revolution

Robert

Last week’s local elections may have put the foundations in place for the biggest revolution in local bus services in England since deregulation in the 1980s. It looks very likely that public control of local bus services will extend beyond London (where deregulation never happened) and Greater Manchester (where bus franchising is currently being rolled out). It will spread to significant new areas, including Liverpool City Region, West Yorkshire, South Yorkshire, the North East and the West Midlands. By the end of this decade, it appears likely that around three-quarters of local bus journeys in England will be made on publicly-controlled bus networks.

Other areas could join the party, especially if Greater Manchester’s Bee Network and those that follow it are deemed to be delivering positive outcomes for transport users and local economies. Next year will see elections for metro mayors in Hull and East Yorkshire, Greater, Lincolnshire, Cambridgeshire and Peterborough, Norfolk, Suffolk and West of England. Wales is looking to implement franchising and Scotland is planning new bus franchising powers. Before long, franchising could be the most common model in Great Britain - a transition that will change the culture of the industry. But, if these networks are to be financially sustainable, metro mayors must be willing to make difficult decisions to support their bus services and enable them to compete with the private car.

IN THIS ISSUE

A group of cross-party MSPs have signed a pledge outside the Scottish Parliament that backs First Bus Scotland’s Project 75 modal shift campaign that lobbies for policies that will tempt motorists out of their cars and back onto buses. 15

CitySwift has announced a partnership with Bus Éireann, Ireland’s national bus company. It will work with the operator over the next five years in a project that will unleash its transport data platform on networks in large urban centres outside Dublin.

The safety and wellbeing of public transport staff should be considered alongside big ticket items such as new vehicles or infrastructure. “Bus drivers are particularly soft targets if they are carrying cash,” says Nick Richardson

Great Minster Grumbles: Our Whitehall insider imagines what’s going on inside the minds of the mandarins at Great Minster House, home of the DfT. “It is quite astonishing that we have all these reviews, and nothing seems to get any better.”

Contributing

Metro mayors plan bus franchising revolution

If

metro mayors deliver on their manifesto pledges, almost three-quarters of bus journeys in England will be on publicly-controlled bus networks

This autumn it will have been 10 years since George Osborne agreed that Greater Manchester could have bus franchising in return for signing up for a directlyelected mayor. It spawned the Bus Services Act 2017, which offers bus franchising powers to all of England’s combined authoritiesbut Greater Manchester is so far the only one to have implemented a bus franchising regime. The next 10 years will see a much more rapid transition to public control. Last week saw the election of 10 metro mayors. Six were returned to office, one incumbent was defeated and three took up new positions in areas that have not previously had a combined authority - the East Midlands, the North East and York and North Yorkshire. Together they represent 25 million people44% of the population of England - and all but two of them have pledged to bring buses back under control (if they aren’t already). The world has changed since the Bus Services Act was enacted. Greater Manchester has paved the way, providing a model and a methodology that other regions can replicate. The ‘Bee Network’ faced legal challenges from bus operators but they failed and this will inform the thinking of incumbent operators in areas which take steps to introduce franchising. Furthermore, Labour,

expected to form the next government, has pledged to speed up the franchising process. Progress could be rapid. Liverpool City Region mayor Steve Rotheram promised to introduce franchising before coming to office in 2017 - he now says that a fully franchised network will be in place by the end of 2027. West Yorkshire’s Tracy Brabin says that every bus in her region will be under public control by 2028, with the North East’s Kim McGuiness also pledging public control of buses before 2028.

South Yorkshire’s Oliver Coppard says that a decision on bringing buses back under public control will be taken within 12 months. Meanwhile, Richard Parker, who ousted Andy Street in the West Midlands, has pledged to make bus franchising an “immediate priority”.

Buses were never deregulated in London and Greater Manchester will achieve 100% public control next year when it completes the roll-out of the Bee Network. These two conurbations represent about 20% of England’s population and 57% of its bus journeys.

If the six metro mayors elected

“Our bus network is broken and that is why we want to take back control”

Richard Parker

last week fulfil their promises, 41% per cent of England’s population will be served by publicly-controlled bus networks, and 74% of all bus journeys will be made on them. It will represent the most rapid and fundamental shift in the structure and control of England’s buses since deregulation in the mid-1980s.

Parker’s plan

The West Midlands, the largest conurbation outside of London in terms of population (2.9 million) and bus journeys (212 million in year ending March 2023), has joined the bus franchising revolution with the election of Labour’s Richard Parker.

Bus operators have faced increasing cost pressures at the same time as a slow recovery in fare income following the pandemic. This has meant higher subsidies. More than £75m has been spent by the West Midlands Combined Authority over 18 months on subsidies to avoid inflation-busting fare increases or dramatic cuts in the bus network. And with the support only in place until the end of the year, Transport for West Midlands, has already started talks with government and bus operators over further funding for 2025.

“This is unsustainable, our bus network is broken and that is why we want to take back control so that it serves the people, communities and businesses who rely on regular, affordable and reliable bus services,” said Parker

this week. “I have directed our officers to put a report before the WMCA Board at the earliest opportunity to set out a roadmap for franchising the region’s bus services as quickly as possible - and get us ready to start that transition in 2025.

Faced with rising subsidies, the WMCA Board last year commissioned an assessment of future options for the network, and this work will explore how a franchised network could be delivered. Under the current legislation the process, including public consultation, means the transition could begin in early 2025. The first franchised services will be operating approximately two years after that.

Pete Bond, director of integrated network services for

Robert Jack Managing Editor

From left: Pete Bond, TfWM director of integrated transport services, West Midlands Mayor Richard Parker and Cllr Stephen Simpkins, leader of City of Wolverhampton Council and WMCA Board member

“The only thing that will slow down improvements is a lack of political will”Graham Vidler, CPT

TfWM said: “We now have a bus network which requires a longterm subsidy and so the current approach, in which we tender a number of socially necessary services on a case-by-case basis, may no longer be fit for purpose.

“This work requested by the mayor will show if there are improved efficiencies and benefits from franchising, and if we can get better value for money for the taxpayer as well as shape the bus network by using funding in a more coordinated and efficient way. It will also highlight if further customer benefits can be made such as improved ticketing and fares and passenger information as well as further integration with tram and rail services.”

The report to the WMCA Board in July will set out the

process in further detail along with the estimated set up and running costs.

CPT: ‘Use your funding’

The Confederation of Passenger Transport, which represents bus and coach operators, has written to the newly-elected mayors of nine combined authorities across the North and the Midlands. Regardless of any plans they may have to reform bus regulation, CPT is urging mayors to get on with delivering their bus service improvement plans using the capital funding that has already been allocated to them for local transport projects by government. Graham Vidler, CEO of CPT commented: “For better buses our message is simple: please put bus first on the road by delivering

KEY PLEDGES

EAST MIDLANDS

“I will work with bus companies ... If no progress is made we will take them back into public control”

GREATER LONDON

Freeze TfL fares until at least 2025 and for as long as economic conditions allow.

GREATER MANCHESTER

“By 2028, GM will have a fully integrated tap-in-tap-out public transport system, uniting bike, bus, tram and train.”

LIVERPOOL CITY REGION

Bus franchising and a bus rapid transit scheme, similar to the Belfast Glider, by 2028.

NORTH EAST

“Our Angel Network will rival that of London or Greater Manchester. Work will start on day one and we’ll have public control of buses before 2028 - sooner if we’re working with a Labour government.”

your Bus Service Improvement Plan (BSIP) including all of the bus priority measures outlined to keep buses out of congestion and deliver the 10% improvement in bus speeds that CPT has called for in its national manifesto for bus.” Combined authorities have been given £20bn of funding for local transport through City Region Sustainable Transport Settlements (CRSTS) or via a Local Transport Fund (LTF) allocation - in addition to £445.5m for BSIPs. Vidler argues that this is “more than enough” to deliver all of their aspirations for buses. He said: “The only thing that will slow down improvements is a lack of political will to pursue their ambitions to shift some journeys away from the car and towards more sustainable modes.”

SOUTH YORKSHIRE

“We will test and trial free travel on public transport for young people across South Yorkshire”

TEES VALLEY

£1 bus fares for the under-21s

WEST MIDLANDS

A London-style integrated public transport system.

WEST YORKSHIRE

A publicly-run bus network and “spades in the ground” on first mass transit routes by 2028.

YORK & NORTH YORKSHIRE

“Connect our communities with a new transport system with affordable fares, new bus routes.”

Government could use a retrospective levy on developers to fund Euston works

Government urged to commit to HS2 Euston

The High Speed Rail Group has called on the next government to commit to high speed rail as rumours suggest Euston funds could be released

HIGH SPEED RAIL

A new report by the High Speed Rail Group has called on the next government to adopt a five-point plan for high speed rail.

It includes developing a funding model for the completion of the new HS2 station at Euston and calls for whoever forms the next government to avoid a “costly fire-sale of land” associated with now scrapped parts of the project.

The move comes amid noises from Whitehall that the government is close to approving a £1bn injection of taxpayer funding that would kickstart the construction of the tunnel link between Old Oak Common and the Euston site.

Prime minister Rishi Sunak had planned to save £6.5bn from the HS2 budget by moving redevelopment of the Euston terminus and the tunnel link to a

new public-private development corporation.

However, under the revised plan taxpayers would pay the upfront costs associated with constructing the tunnel with Sunak’s savings recouped later following the completion of the broader Euston redevelopment.

Other “alternative funding” mechanisms, which could include a retrospective levy on developers, could ultimately pay for the tunnelling works.

Despite the continuing uncertainty surrounding the HS2

“The next government should take decisive action to realise this vision”

neighbours continue to progress and seize high speed rail’s vast benefits, the UK’s network has fallen victim to short term thinking and political expediency.

“To reverse this trend we urge politicians to learn from recent mistakes and set out a long-term strategy, which includes considering alternative funding models that can lever in private investment to deliver new high speed more quickly and cheaply than previously considered in the UK.”

project at Euston, the High Speed Rail Group said it was critical for a comprehensive long-term UK high speed rail strategy. Such a strategy is not only “essential for future economic growth” but also a crucial step towards achieving Net Zero.

The final recommendations in the new report - High Speed Rail Exploiting the Potential - urge the next government to look beyond HS2 and take a fresh approach in order to maximise what it describes as the vast potential for high speed rail in the UK.

“From cancelling the section of HS2 between Birmingham and the North West, to removing the entire section south of Leeds and to the East Midlands, plans for new high speed rail have been drastically scaled back over the years,” said the High Speed Rail Group. “Whilst European

It argues that prioritising new rail links in areas with the greatest need and potential benefits should be a key focus of this longterm strategy. A new link between Birmingham and the North West is necessary to address the significant rail congestion on the West Coast Main Line and to improve connectivity between the UK’s second and third largest cities. Additionally, a strong case exists for a new East-West connection across northern England, from Liverpool to Hull, serving all major northern cities.

Promoting economic growth, enhancing prosperity, and improving regional productivity should be national priorities too, says the group. This includes meeting Net Zero objectives, levelling up regional economies, creating green jobs, and investing in the UK’s skills base. It adds the experience and infrastructure provided by HS1 and HS2 can serve as the foundation for a national high-speed network.

The group also want a commitment that the next government will work towards a three-hour journey time from London to Glasgow and Edinburgh.

“The next government should take decisive action to realise this vision,” the High Speed Rail Group concludes.

RDG seeks talks in bid to end ASLEF strikes

The first talks in over a year suggest a motive to resolve pay dispute

INDUSTRIAL RELATIONS

The Rail Delivery Group (RDG) has proposed informal talks with the train drivers’ union, ASLEF, to resolve the ongoing pay dispute.

An RDG spokesperson said it had “written to the ASLEF leadership to try and find areas of common ground that will allow us to move to formal negotiations”.

The move comes despite a new wave of strikes launched by ASLEF members at train operators following the recent bank holiday weekend. The union said it would continue to strike for an improved pay offer. It claimed some of its members have now been without any form of pay rise for five years.

TOOL REVEALS CAPACITY USE

ORR dashboard aims to hold industry to account

PLANNING

According to a new website dashboard launched by the Office of Rail and Road, train operators planned to use 84% of the rail network’s available capacity in December 2023.

The tool aims to give an overview of how passenger and freight train operators use the capacity available across the GB rail network and how effectively the rail industry meets strict timetabling timescales, such as submitting rights bids in time. The track access dashboard shows that for the December 2023 timetable change, 24 applications

It has also been a year since the two parties have had any meetings, and government ministers have not met with ASLEF since early 2023. The RDG has now formally written to ASLEF, proposing informal talks as a first step towards more structured negotiations.

ASLEF general secretary Mick Whelan described the RDG’s proposal as a “soft touch approach”.

He said he had noticed a “slight change of mood” after a long period of no contact between the union, employers, and transport

“We are obviously not going to say no to any attempt to hold negotiations”

were made for additional or different rail capacity use requiring specific ORR approval, and 13 of these were submitted after the industry deadline for publishing the timetable.

The regulator warned that failing to meet the timetable deadline created the risk that timetabled services for passengers might not actually have the right to use the network.

However, this figure was an improvement over the May 2023 timetable change, where 21 out of 28 applications requiring ORR’s specific approval were approved after the industry timetable should have been published.

Open access operator Lumo was the greatest user of the access rights it holds, using 95% of its allocated capacity. The lowest user was West Midlands Trains, which only used

ministers. “We are obviously not going to say no to any attempt to hold proper negotiations,” he stated.

In an article in ASLEF’s journal, Whelan expressed optimism. “I believe we are nearer the end of this dispute and a resolution will come,” he said. Whelan also noted that Aslef had secured 17 pay deals over the past year with rail companies not involved in the current dispute, suggesting that the ongoing conflict is fuelled by “political spite, not industrial necessity”.

The drivers’ union rejected a two-year deal in early 2023 that offered a 4% annual pay increase, but included changes to working conditions. ASLEF claimed the percentage increase was less than what was offered to other parts of the industry.

62% of the access rights it holds.

In the event, external factors such as engineering works and industrial action meant that train services actually used 80% of the 84% total capacity allocated to them.

“Efficient use of network capacity is important for an affordable railway and robust timetables are fundamental if passengers are going to be able to travel with confidence,” said ORR strategy, policy and reform director Stephanie Tobyn.

“We’ve worked with the rail industry to increase clarity and transparency in these important areas and in doing so, we’re supporting improvement in how rail network capacity is used and timetables are planned in the interest of passengers.”

IN BRIEF

ALSTOM FUNDRAISING

Train manufacturer Alstom aims to raise €1bn (£860m) from its investors to reduce its debt. The company had indicated that its factory at Litchurch Lane in Derby might close, but it appears to have secured an order for 10 Elizabeth Line trains, which would expand the existing fleet built in Derby. Additionally, Alstom plans to issue bonds worth €750m.

RAIB TUBE TRAINING FEARS

The Rail Accident Investigation Branch has criticised London Underground’s training procedures following an incident at Clapham Common station on the Northern line in May last year. During this incident, passengers broke windows to escape from a stalled tube train after noticing smoke and a burning smell. Although staff began opening the doors about four and a half minutes after the train stopped, some passengers sustained minor injuries while trying to escape. The RAIB found that passengers needed to receive adequate information or see effective action from London Underground staff.

MERSEYRAIL SEEKS VIEWS

Merseyrail has launched a customer survey to increase passenger satisfaction with the train operator beyond the 91% it recorded in 2023. Passengers wishing to complete the survey can access it throughout their journey using QR codes displayed on digital screens across the network. They will also be able to have their say through the train operator’s website, app, and social media channels. The survey seeks views on a range of factors such as reliability, cleanliness and the helpfulness of train operator staff.

NEWS ROUND-UP

Go-Ahead swoops as Arriva announces cuts

Group plots return to High Wycombe 24 years after sale

OPERATIONS

Go-Ahead looks set to benefit from a rival operator’s retrenchment following the news that Arriva is consulting on proposals to close its depots in Aylesbury and High Wycombe. Arriva said the decision had been made as “despite extensive efforts to turn the situation around, including making network changes to better reflect local demand, both sites continue to be loss-making”.

The group is proposing to withdraw 14 services due to the decision. However, it confirmed plans to continue to operate one route, the X5 between Aylesbury and Hemel Hempstead, from

NEW BUSES FOR BLUESTAR

16 new buses delivered for Southampton operations

INVESTMENT

Go South Coast has recently added 16 new ADL Enviro400 double deckers to its Bluestar operations in Southampton. The buses form part of a larger fleet enhancement at the Go-Ahead subsidiary, with another 28 of the double deckers slated for deployment at Poole-based More Bus.

The new buses will initially serve Bluestar’s Route 2 and Route 7, with plans for an additional 18 cascaded single deckers and 11 refurbished double deckers to join the fleet.

“We have made a significant investment,” said Go South Coast MD Andrew Wickham.

its existing depot at Hemel Hempstead. A handful of contracted services in Oxfordshire and Buckinghamshire will continue for the remainder of the contract term.

Go-Ahead wasted no time in responding to Arriva’s decision. Its Carousel Buses operation will step in on most of the routes Arriva is proposing to withdraw. The group had already announced plans to take over two routes, with Carousel taking on Arriva’s Route 4 between High Wycombe and Lane End from this weekend. Sister company Oxford Bus Company will also launch a new service following the route of the current Arriva X7 service between Oxford and Thame, from July 1.

The London-based group is no stranger to operations in High Wycombe. Carousel has

had a growing presence there for many years, and much of Arriva’s operations in the town originate in the former Wycombe Bus operation that it ironically acquired from Go-Ahead in December 2000.

Go-Ahead has previously stepped in to grow its operations elsewhere following network cuts by rivals. In 2022, Go South Coast swooped on the Yellow Buses network in Bournemouth following the demise of that operator. More recently, the subsidiary stepped in when First Bus pulled out of Southampton.

“We are ready to work with our local authority partners and to support the current workforce, to keep bus services running in High Wycombe,” said Martin Dean, managing director of Go-Ahead’s regional bus division.

END NEAR FOR NEW ROUTEMASTER?

Khan pledges to remove final diesel buses by 2030

ZERO-EMISSION

London mayor Sadiq Khan has indicated that the end may be near for the New Routemaster bus fleet as part of a pledge to convert the capital’s entire bus fleet to zero-emission driveline technologies by 2030 at the latest.

“By 2030, all the buses in London will be zero-emission,” Khan said. “Some may need to be retro-fitted but I think all will be new buses by 2030. It means any bus that is not zero-emission will be off our streets by 2030.”

BEE BUS REPAINTS COST £500K

Andy Burnham defends cost of repainting vehicles

MARKETING

Mayor of Greater Manchester Andy Burnham has defended Transport for Greater Manchester spending £500,000 repainting buses with Bee Network branding and £20,000 on the vinyl wrap of a Metrolink tram to promote the Bee Network. The figures were revealed by a Freedom of Information request submitted by the Local Democracy Reporting Service.

The figure was spent repainting 93 buses and amounts to between £6,000-£7,000 per bus. A TfGM spokesperson said this was “the industry standard”.

Burnham told listeners on BBC Radio Manchester that repainting vehicles was “not crazy”. “If you go around the world, other than Britain, you will see a consistent public transport fleet operating,” he said.

“One of the reasons people did not use the buses in the past was the jumble of colours and not knowing if they could use the ticket they had.”

Andrew Wickham with two of the new buses at a launch event in Southampton

Lincolnshire aims for growth and rural pilots

County outlines long-term plans in BSIP refresh

INVESTMENT

Lincolnshire County Council has outlined its plans to refresh its Bus Service Improvement Plan. The move follows a call by the Department for Transport for local transport authorities in England to provide a thorough update of their original 2021 Bus Service Improvement Plans as a condition to release funding planned for 2024-25 (PT305). It comes amid several challenges for the predominantly rural county, which has seen bus patronage decline by almost 30% since 2009-10. Some of these challenges include difficulties for operators to recruit sufficient staff, a lack of an integrated ticketing offer, variable child

CAROUSEL JOINS FLIGHTLINE BRAND

Patronage boost gives confidence for investment

NETWORKS

Go-Ahead subsidiary Carousel Buses has partnered with Heathrow Airport to rebrand and strengthen its Route 102 service between High Wycombe, Beaconsfield, Gerrards Cross, Uxbridge and the airport using the Flightline branding introduced by Reading Buses on its Heathrow services last year.

The operator has reported that since England’s £2 fare cap was introduced, patronage on the route has increased by over 50%, which, when combined with airport funding, has given it confidence to invest.

and young people fare eligibility between operators, and an average age of the local bus fleet of 13.34 years compared to a national average of 8.8 years.

However, despite these challenges, Lincolnshire aims to increase countywide bus patronage by 5% by March 2026, with targets of 6% growth on the flagship Route 100 service between Gainsborough and Lincoln. Similar growth aspirations also exist for the town service networks in Gainsborough, Grantham, and Boston.

In the long term, the county also envisages several other projects that aim to make Lincolnshire’s buses more attractive to users and commercially sustainable.

These include: Longer term plans for an integrated multi-operator ticket

In the short term, Lincolnshire plans to engage with the operatorled Project Coral scheme to launch contactless multi-operator capping once the technology allows for capping across multiple ticket machine providers;

The launch of a Rural Interchange Hub demonstration project on the A15 corridor between Bourne and Peterborough. This will target villages with new housing developments and provide improved bus stops with cycle storage or ‘pocket’ park-and-ride facilities; and

A new bus driver academy that will be delivered in partnership with Boston College.

The county also aims to improve the age profile of the bus fleet by making the network “more commercially viable and sustainable”.

WARWICKSHIRE BACKS PLANS FOR BUS KICKSTARTS

BSIP funding aims to make tendered services viable

FUNDING

Councillors in Warwickshire have approved plans to plough a significant chunk of the area’s Bus Service Improvement Plan funding for 2024-25 into a series of kickstart projects that aim to sustain parts of the Warwickshire bus network and make selected tendered bus services fully commercial.

The area has been granted £5.47m from the Bus Service Improvement Plan Plus (BSIP+) and Network North BSIP funding allocations. When BSIP+ funding from 2023-24 is considered, a significant 32% of the total budget, amounting to £7.54m, has been allocated to the kickstarts.

The bulk of the funding (44%) will be used “to protect bus services to ensure they can be sustained”. Other plans include marketing campaigns and developing bus priority plans in Nuneaton and Rugby.

IN BRIEF

BRIGHTON LIMITED STOP

Brighton & Hove is understood to be planning to launch a new limited-stop cross-city service linking Brighton Marina and Mile Oak. Six high-specification Alexander Dennis Enviro400s are due for the service.

TRANSDEV CHANGES

Transdev Blazefield has announced plans to truncate its Witchway X43 and Red Express X41 services between East Lancashire and Manchester at Shudehill Interchange on the edge of Manchester city centre. The move aims to improve reliability.

Patronage has increased on Route 102 by over 50%

MSPs back First Bus push for modal shift

A group of cross-party MSPs have signed a pledge that backs the Project 75 campaign lobbying for policies that aim to tempt motorists back to the bus

CAMPAIGNS

Cross-party members of the Scottish Parliament have backed a modal shift campaign by First Bus that highlights how a single double decker bus can remove up to 75 cars from the road.

The move follows the controversial decision by the Scottish Government to pause its Bus Partnership Fund scheme earlier this year due to budgetary pressures (PT305).

Formally launched in November 2020, the Bus Partnership Fund was hailed as a “landmark longterm capital investment of over £500m for bus priority measures”. However, with the Scottish Government having “no plans” to make money available to the fund in the next financial year, there are fears over its future.

Despite the setback, several notable MSPs, including Kenneth Gibson, Sue Webber, Graham Simpson, and Mark Ruskell, joined First Bus and bus industry representatives outside the Scottish Parliament to back First’s Project 75 campaign, which advocates for policies that prioritise investment in bus infrastructure, which will improve bus service reliability and incentivise modal shift.

The campaign also calls for further investment in cleaner vehicle propulsion technologies, such as electric and hydrogen fuel-

cell buses, and implementation of measures to optimise bus operations and reduce emissions.

First highlighted its commitment to the initiative, which was launched last year, by showcasing one of its new Alexander Dennis/BYD Enviro400EV battery-electric double deckers outside the Scottish Parliament. It aims to highlight that swapping just one car journey for a bus journey per week yields significant benefits, notably in reducing congestion and environmental harm.

“Bus services operate over 75%

“We want to provide environmentally conscious, cost-effective travel across Scotland” Duncan Cameron, First Bus Scotland

of all public transport journeys in Scotland and it’s great to see those involved in shaping Scottish Government policy backing our Project 75 campaign and the need to help take buses out of congestion,” said Duncan Cameron, managing director of First Bus Scotland.

“We want to provide environmentally conscious, costeffective travel across Scotland and by increasing dedicated road infrastructure for buses, it will not only improve punctuality and reliability of our services, it will make the bus more attractive to current and potential bus users.”

He cited Aberdeen as an example. Following new bus priority measures, free weekend travel was implemented on all city services, resulting in tangible benefits such as faster journey times and potentially reduced passenger fares as a result of growing bus patronage.

Paul White, director of the Confederation of Passenger Transport Scotland, echoed these sentiments, highlighting the pivotal role of transitioning from private cars to buses in reducing congestion and carbon emissions. He pointed to the economic, environmental, and social benefits of such a shift, and the importance of improving journey times and reliability through bus priority measures.

Perhaps with a nod to the now seemingly delayed announcement about the future of the ScotZEB zero-emission bus funding stream, White continued: “Operators are increasingly investing in zeroemission technology and vehicles, but there is still a long way to go to decarbonise buses and coaches in Scotland, so we hope the government will consider funding future investment in both vehicles and the supporting infrastructure they require.”

Duncan Cameron, First Bus Scotland MD, commercial director Graeme Macfarlan and bus driver Selina Campbell outside the Scottish Parliament

“The project has always been about making

financial savings”

Council reveals savings from in-house bus firm

The Highland Council reveals progress from bus pilot’s first year

MUNICIPALS

The Highland Council’s inhouse bus service pilot project has delivered promising outcomes in its inaugural year.

Launched in January 2023, the service aimed to significantly reduce operational costs compared with tendered contracts provided by commercial operators (PT279). During a recent meeting of The Highland Council’s economy and infrastructure committee, members were briefed on the service’s remarkable success in achieving this goal. The municipal operation has proven to be both cost-effective and dependable, leading to substantial financial savings.

Initially starting with a modest portfolio of school bus services and local bus routes around Inverness,

Nairn, and Dingwall, all previously operated by private sector bus operators like Stagecoach, the service has since expanded. It now also includes a thriving private hire business serving schools and local community organisations in the Inverness, Black Isle and Dingwall areas.

One notable expansion to the pilot project introduced an additional route providing school transport in Strathdearn

for primary and secondary pupils, alongside a public service connecting Tomatin and Inverness. This extension, launched in January 2024, has resulted in annual savings of £173,313 compared with the previous contract.

A 53-seater coach has also been acquired to meet the increasing demand from private hire operations. Starting next week, this vehicle will also serve two

LOTHIAN SIGNS UP FOR LIVING WAGE Lothian Buses has been accredited as a Living Wage employer. The commitment will see all 2,500 staff working at the council-owned bus operator receive a minimum hourly wage of £12 per hour. This rate is higher than the government minimum for over 21s, which currently stands at £11.44 per hour.

home-to-school journeys in the Nairn area, replacing a Stagecoach contract and reducing council costs by £333,715.

As the in-house bus service continues to expand, officers informed members there were potential opportunities to reinvest some of the savings generated into enhancing public and community transport networks. The committee has also agreed to examine the implications of transitioning the operation to an arm’s-length external organisation, with discussions planned for a future session.

“Since the pilot was launched it has moved forward at a pace, with additional routes added,” said committee chair Ken Gowans.

“In addition to now operating 12 key public services and delivering financial savings, the team are importantly providing a costeffective service to schools and community groups.

“The project has always been about making financial savings, but also providing improved and more inclusive services for communities.”

Scottish Government’s ticketing commitment MINISTERS MAKE TICKETING PLEDGE

INTEGRATION

The Scottish Government has pledged to introduce an integrated ticketing system that can be used across all public transport modes. Announced by Net Zero secretary Màiri McAllan last month, the commitment is one of a suite of measures promised by ministers in response to the independent Climate Change Committee’s 2023 progress report for Scotland. It has challenged the Scottish and UK governments to go faster on Net Zero actions.

Bus operation launched in January 2023

TfW defends plans to boost branch line trains

Services on the Fishguard branch line are to be increased by 33% - despite loadings of less than six passengers per train. Rhodri Clark reports

PLANNING

Transport for Wales has defended a planned 33% increase in services on the Fishguard branch line, used by less than six passengers per train on average in 2022/23. The decision follows a “future timetable review” which was intended to move some resources from TfW’s quieter routes to ones with more demand. The review looked at opportunities for growth across bus and rail together, according to TfW. It said that in some areas “we have had to make some tough decisions in order to ensure we provide capacity where most needed, grow revenue and ultimately reduce public subsidy”.

Some trains on the Heart of Wales line (Swansea to Shrewsbury) will be withdrawn in December. The Welsh Government has said that those specific trains carry only six passengers each. The line’s recent ridership record reflects years of disruption caused by a freight train derailment, infrastructure problems and TfW’s operational difficulties.

The Fishguard line in Pembrokeshire has not suffered comparable disruption. The most recent station usage estimates available show 23,730 passenger entries and exits at Fishguard’s two stations combined in 2022/23. With TfW scheduling more than 4,000 trains on the line that year, the average loading was below six passengers per train. Rather than reduce the service, as on the

Heart of Wales line, TfW intends to increase the Fishguard services from six to eight per day in each direction in December

Passenger Transport asked why the Fishguard line would receive two extra trains per day despite very low loadings. A TfW spokesman said the uplift would eliminate a seven-hour interval between trains. “Currently, the Fishguard stations have the worst frequency of train services in Wales and this contributes to a lack of return journey opportunities.”

The Heart of Wales line

currently has seven trains per day in each direction but will have only four from December, half as many as the Fishguard line.

The Welsh Government also subsidises a TrawsCymru bus service, hourly for most of the day, from Fishguard direct to Haverfordwest, the county town and location of Pembrokeshire’s general hospital. Journey time is 31 minutes. The trains from Fishguard do not operate to Haverfordwest. The first large town they reach is Carmarthen, about 50 minutes from Fishguard.

“Currently, the Fishguard stations have the worst frequency of train services in Wales” TfW spokesman

The line to Haverfordwest and Milford Haven serves a population that is several times larger than that of the Fishguard area. TfW will introduce only one additional train per day on the Milford Haven line in December. With Fishguard receiving two extra trains, TfW is not in a position to increase services on the Milford Haven line, where the basic frequency will remain two-hourly.

In 2022/23 there were 150,532 entries and exits at Milford Haven, Haverfordwest and Johnston stations combined. This is over six times more than at the Fishguard stations, but with some double counting because the trains cater for local journeys between those stations.

In one respect, the Milford Haven line’s service will worsen in December, when some of the trains which now operate through to Swansea and Cardiff and beyond will turn around in Carmarthen. Passengers will wait at Carmarthen to connect into or out of Great Western Railway services.

The TfW spokesman explained: “The off-peak TfW trains being removed are direct duplicates of GWR trains, some operating as close as five minutes to TfW’s train timing. When there is so much pressure on public funds, it doesn’t make good sense to so closely duplicate a service over such a long distance.”

He added: “When we began serving the people of Wales and the Borders in 2018, we ran 441 mainline (excluding Core Valley Lines) services per day. Our future timetable under the new plans will see 528 services a day in the summer and 512 in the winter. Those journeys are increasingly being made on newer, longer, more reliable trains which will give customers confidence to travel on the Wales and Borders rail network.”

Haverfordwest station will have only one extra train per day, despite being used by four times more people than Fishguard’s stations

TrawsCymru upgrade quadruples subsidy

T1 route saw subsidy leap from £157,000 to £609,000 in one year

BUDGETS

Last year’s upgrading of the T1 TrawsCymru route, including introduction of Yutong electric buses, coincided with annual subsidy almost quadrupling, Transport for Wales has disclosed. The increase in subsidy from £157,000 in 2022/23 to £609,000 in 2023/24 came despite the capital costs of setting up the electric bus operation being covered by a £4.7m capital grant from the Welsh Government to Carmarthenshire County Council.

TfW revealed last month that passenger numbers on the T1, which connects Carmarthen to Aberystwyth via Lampeter and Aberaeron, had increased by an impressive 65% in the first year

SKATES DOUBTS BUS/RAIL DUPLICATION

‘I can’t think of many off the top of my head’

PLANNING

Ken Skates, the Welsh Government’s cabinet secretary for North Wales and transport, has expressed doubts over his predecessor’s assertion that bus franchising will enable savings from stripping out “duplication” of bus and train services. Shortly before stepping down from his ministerial post, Lee Waters said bus franchising would enable a joined-up transport system in which buses and trains would not be “competing against each other”

of electric bus operation (PT311).

The introduction of the vehicles coincided with enhancements to timetables and roadside infrastructure, and there were T1 fares offers last summer.

Passenger Transport asked the Welsh Government why the T1’s subsidy was 3.9 times higher last year than in the previous

year. “This was the result of a competitive tendering exercise - contract led by TfW on a gross cost basis,” replied a government spokesman.

The vehicles cannot perform a full day’s work on the T1 without recharging, unlike electric buses on urban duty cycles. The T1 is a long route with sustained

where they run in parallel (PT308). His comments are echoed in the Welsh Government’s recent roadmap to bus franchising in all areas of Wales, which says the government wants to improve efficiency by “removing duplication of routes”.

In Skates’ Clwyd South constituency, multiple bus routes and an hourly train service operate between Ruabon and Wrexham. The government’s Transport for Wales company oversees one of the bus routes, the TrawsCymru T3 from Barmouth to Wrexham, as well as the train service, where RuabonWrexham is a small segment of the route from Birmingham or Cardiff to Holyhead. TfW has not suggested that it will withdraw the rail service or T3 between Ruabon and Wrexham

periods of running at relatively high speeds. The absence of any charging facility at the northern end of the route results in long positioning moves at the start and end of the day.

Despite the high costs apparent on the T1, the Welsh Government remains committed to its target of making the entire TrawsCymru fleet zero emission by 2026. Only then will the focus turn to urban areas outside Cardiff and Newport, where the council-owned bus companies are continuing to enlarge their electric fleets.

In the meantime, services in built-up areas of Wales are primarily operated with older diesel buses, with most operators having lacked the confidence to invest in new buses since the government began to outline plans for franchising in 2017. However, this month Stagecoach is introducing nine new Euro VI Solos for routes in Torfaen County Borough, which includes the postwar new town of Cwmbran and the formerly industrialised valley from Blaenavon to Pontypool.

to reduce duplication.

PassengerTransport asked Skates whether he supported removal of services in such circumstances. He said this was a matter for the Corporate Joint Committees - statutory groupings of local authorities - to consider as they develop their Regional Transport Plans (RTPs). He said the RTPs were being put together by the councils, which are responsible for bus services, and Transport for Wales, responsible for train services, and this paved the way for an integrated transport system.

He acknowledged that bus and rail offer different types of transport for different markets. “If you look at the Ruabon to Wrexham [train] service, that is very different, in

terms of the people that it’s provided for, to the bus services that operate from Wrexham to Ruabon, which pass in and out of communities and basically enable people to reach their doorstep in a shorter distance.”

Asked about bus routes duplicating each other, Skates commented: “I’m not so familiar, to be honest, with potential duplicated services in Cardiff, but I can’t think of many off the top of my head right now in the area where I live.” He said it was for local authorities, and not for him as a minister, to decide on bus timetables and routes. “I think that by putting together the Regional Transport Plans with Transport for Wales, if duplication is identified then it can be dealt with on an agreed basis.”

The T1 has brand new Yutong electric buses

Stagecoach announces CO2 reduction targets

Bus and coach group sets target to reduce scope 1 and 2 greenhouse gas emissions by 55.6% by 2032 and commits to source 100% renewable energy

TARGETS

Stagecoach announced last week that its near-term greenhouse gas (GHG) emission targets have been approved by corporate climate action organisation, the Science Based Targets initiative (SBTi). The group has been supported in developing its climate change targets by specialist consultancy, Net Zero International.

The announcement comes as Stagecoach unveils 23 new electric buses for Rotherham, in partnership with South Yorkshire Combined Authority and supported by government funding. The new ‘Electro’ branded vehicles will operate on routes from Rotherham to Doncaster and Barnsley.

The carbon reduction commitments include a 55.6% reduction in scope 1 & 2 GHG emissions by FY2032, with a 54.6% reduction in scope 3 emissions (compared to FY2019 levels) in line with the latest science on a 1.5°C global warming. Stagecoach has also committed to continue to source 100% renewable energy through to FY2032.

Bringing together over 8,000 companies taking action across the globe and more than 5,300 businesses with a science-based target, the SBTi and its partners (CDP, the United Nations Global Compact, World Resources Institute and the World Wide Fund for Nature) enable organisations across the globe to take action on the climate crisis.

Stagecoach is a signatory to the United Nations Global Combat and was recently awarded A- for climate change leadership by CDP. SBTi develop standards, tools and guidance which allow companies to set GHG emissions reductions targets in line with what is needed to keep global heating below catastrophic levels and reach net-zero by 2050.

Greg Ritt, head of sustainability at Stagecoach, said: “We’re

delighted that our near-term commitments to reduce greenhouse gas emissions have been approved by SBTi as aligning to the latest scientific evidence on climate change.

“There is much work to do, but the SBTi’s validation strengthens further our sustainability strategy commitments to minimise carbon emissions and support the prosperity of the local communities that we serve.”

“There is much work to do, but the SBTi’s validation strengthens further our sustainability strategy ”

Greg Ritt, Stagecoach Group

‘Electro’ sparks interest Stakeholders were able to get a first look at Stagecoach’s electric buses for Rotherham at an event held at Wentworth Woodhouse on May 7 to celebrate the future of bus travel. The project is part of South Yorkshire’s first successful bid for Zero Emission Bus Regional Area (ZEBRA) funding from the Department for Transport (DfT).

The 23 Yutong vehicles will feature on the 22x and 221 routes which run from Stagecoach’s Rawmarsh depot, connecting the Dearne Valley across Rotherham, Barnsley and Doncaster.

Days after his re-election as South Yorkshire’s mayor, Oliver Coppard, said: “In South Yorkshire we’re committed to creating a greener future for the region and achieving net zero by 2040.

“It’s estimated 200,000 people here live in areas vulnerable to air pollution.

“That’s a challenge we simply have to address, and these new electric buses are a step in the right direction to making our air cleaner for everyone.

“Not only will they improve public transport and make a contribution towards our net zero goals but they will help us on the path to a cleaner, greener, wealthier and healthier South Yorkshire.”

Ian Downie, head of Yutong UK at Pelican commented: “The launch event was the culmination of tireless work from the Stagecoach team and the wider community. They have developed superb vehicles with a new contemporary interior. These are the first DC and pantograph charged vehicles delivered by Pelican into the UK. The vehicles were fully completed in the UK at our Castleford depot and we look forward to seeing them on the streets of Yorkshire.”

Stakeholders were able to see the vehicles at an event held at Wentworth Woodhouse. Front row (left to right): Matt Reynolds (Rotherham Metropolitan Borough Council), Steve Shannon (Doncaster Metropolitan Borough Council), Sarah Davies (DfT), Lydia Horbury (Bus Users UK), Ben Hardy (SYMCA), Ray O’Toole (Stagecoach) Back row (left to right): Tim Taylor (SYMCA), Matt Kitchin (Stagecoach Yorkshire), Cllr Chris Read (Rotherham Metropolitan Borough Council), Ian Downie (Pelican)

Bus Éireann is latest to use CitySwift platform

Ireland’s national bus company working with Galway-based firm

DATA

CitySwift has announced a partnership with Bus Éireann, Ireland’s national bus company.

The Galway-based company, which has developed an intelligent transport data platform that improves the performance of public transport networks, using AI-powered analytics, simulations and optimisations, will be working with Bus Éireann over a five-year contract to optimise the network in Galway, Cork, Limerick and other large urban centres outside Dublin.

CitySwift says that, due to changing travel patterns postCovid, and increased traffic congestion, it’s now essential for urban bus operators to have access to an intelligent data solution to

TRAPEZE ASSISTS SINGAPORE’S LTA

Cloud-based fleet management technology

FLEET MANAGEMENT

Public transport services delivered by Singapore’s Land Transport Authority (LTA) are set to be enhanced by a cloud-based Bus Fleet Management System (BFMS) implemented by the Trapeze GroupST Engineering consortium. The consortium successfully implemented a Centralised Fleet Management System that has supported Singapore’s bus fleet since 2014 and currently oversees about 5,800 buses across four public transport operators. Under

assist with timetable optimisation and gain accurate insights on network performance. Bus Éireann will leverage CitySwift’s platform to get access to accurate insights that help them pinpoint exactly what’s happening within the network, and will accelerate network optimisation to deliver a better passenger experience.

Bus Éireann’s chief customer officer Allen Parker commented: “We are excited to be working with CitySwift, enabling us to take a data-driven approach to optimising the bus network.

“CitySwift’s platform will allow us to gain a true understanding of what is happening with the

network, resulting in an improved service for passengers - for aspects such as understanding passenger behaviour through ticketing data, this is of huge value to our business. It is the platform’s offering, in addition to CitySwift’s specialised expertise in bus networks, that have made them an ideal partner in driving change through innovation.”

The Bus Éireann partnership closely follows other developments for CitySwift, which opened its first UK office earlier this month in London and announced additional partnerships with Transport North East, Transdev Blazefield, and trentbarton.

“CitySwift’s platform will allow us to gain a true understanding of what is happening with the network”

Allen Parker, Bus Éireann

the new agreement, the consortium is due to transition to the nextgeneration franchising solution.

Trapeze’s latest fleet management software and in-vehicle hardware enables the LTA and their operators to continue delivering connected and reliable journeys for Singapore’s residents and tourists.

Trapeze’s Intelligent Transport System is the core component of the LTA’s BFMS, built upon a real-time cloud-based software architecture with open APIs and a new WebGUI front-end. By transferring the LTA’s system to the Government Commercial Cloud, the Trapeze solution can improve the productivity of bus service controllers while keeping a high level of cybersecurity.

TRENTBARTON SELECTS EPM AND OMNIBUS TECH

Fully integrated live operations platform

EFFICIENCY

Trentbarton has selected EPM and Omnibus’ cloud technology to drive end-to-end efficiency - including EPM’s new cutting-edge Control360 solution, an industry-first, fully integrated live operations platform for improving service delivery.

The new Trapeze system uses enhanced analytic functionalities to continuously optimise models and produce even more accurate bus arrival-time predictions. Trapeze’s Business Intelligence solution also enables business users to create reports on key outcomes in a more flexible and dynamic manner.

New-generation in-vehicle systems, certified to industry-leading ITxPT specifications, are due to be installed on all buses across Singapore’s network. This innovative hardware, on a Linux OS platform, sets a new standard in processing power, data transmission rates, and location accuracy for the LTA. Crucially, these improve interoperability between in-vehicle systems.

Control360 will assist the operator’s time-pressured controllers in making the optimal decisions with automated workflows improving efficiency and providing effective communication across the business. The solution seamlessly brings together vital operational information from individual systems, providing users with an all-in-one operations platform to efficiently manage daily challenges and proactively resolve emerging issues through system alerts and insights, all in one place. Trentbarton will integrate Control360 with two new software implementations. The link with EPM’s incident management system, Traffic, will make it considerably easier to manage lost mileage records in realtime and reduce the amount of data input required to do so.

Control360 will also interact with the Omnibus depot allocation solution, OmniDAS. From one graphical interface in Control360, trentbarton will have complete visibility of all drivers and drag and drop capability to orchestrate changes visually using the same rule validation that exists within OmniDAS. The view can be pivoted by vehicle to allow any changes to vehicles or incidents during operation to be quickly recorded. The OmniENGAGE driver app will meanwhile allow drivers to manage their work remotely and independently in real-time.

JONATHAN BRAY

The look and feel of public transport

It’s time for bold and fresh thinking about how we design public transport to best serve a changed market in changing times

A draining Covid epidemic and the ungainly pirouettes of government policy on public transport from one extreme (‘we want all day bus lanes’) to the other (‘we hate all day bus lanes’), has not been conducive to big and optimistic thinking about how public transport should look and feel in the future. But, ready or not, there have been some major shifts out there that public transport vehicle design needs to be alive to. For example, the railways used to be about commuters and now passenger rail’s main market is leisure travel. Meanwhile, older people have proved reluctant to return to bus and the bus itself is an extinct species in some parts of the country - and critically endangered in many others. Obviously public transport vehicle design isn’t the whole story on how public transport retains existing users and attracts new ones. But it’s part of it. So, here’s some thoughts. Let’s start with the big growth market: leisure travel. The interiors of a lot of UK rolling stock can be somewhat basic - even on routes that have a strong leisure component. There’s a big contrast with the big picture windows that are now common on many new regional units in mainland Europe (though maybe there is a technical or loading gauge reason why this is harder to achieve in the UK). Meanwhile, modern buses do have big windows (and in many cases more legroom and more comfortable seats than you get on an LNER or GWR Azuma). Where the bus can struggle for longer leisure journeys is

ride quality and comfort. Those big windows can create a greenhouse effect, and when combined with the noise and random lateral and vertical vibration, I, for one, have often had enough after about 30 minutes. With hotter and weirder weather on the rise this raises the question of air con for buses (common on trains). All of which would add to vehicle weight and complexity, of course. But would there be a side benefit given that heavier buses can also have better ride quality?

It was fascinating to hear from NatEx in Coventry about two routes operated by the same type and design of bus. The difference was that the route where the bus was electrically powered was outperforming for patronage the route where the same bus body was powered by diesel. Not only that, but drivers of the electric buses were happier, the buses were driven more smoothly and accidents reduced. So, are we making enough of the co-benefits of electrifying buses and has the arguably superior passenger comfort made a difference? After all, everyone raves about Glider in Belfast but one of the reasons why Glider works, and FirstGroup’s FTR didn’t, is Glider’s vehicle quality and spec. Meanwhile, on rail not only are some

“In some countries a lot of attention is given to the ‘national train’”

train interior’s depressingly drab and poorly specced, the ride quality can also be unimpressive. In an era where everyone does their own thing on rolling stock (and from a very limited number of suppliers) are we missing out on what we used to have when British Rail had both a design panel and a substantial centralised research and development capacity? In some countries a lot of attention is given to the ‘national train’. It’s seen as a reflection of national style and aspirations. Something to be proud of. For example, there is nothing ‘off the shelf’ about the interior of the new Danish IC5 trains. A design team of architects, interior designers, product designers, and lighting designers drew inspiration directly from famous pieces of Danish design to make something that aims to reflect the national character and the best of its design traditions. We don’t have a national train design, (or indeed a national intercity network anymore in the UK) and this contributes to a fragmented and variable offer which is under-marketed on the national stage. By way of an aside it’s also interesting to see how some overseas railways (eg Lithunia) give more prominence in their marketing to rail’s green credentials than is generally the case here. Finally on this rather loosely themed section on leisure travel, public transport needs to integrate itself better with big leisure attractions (most of whom are seeking to reduce their carbon footprints). ‘Good Journey’ is the organisation which can bridge the gap between the two sectors.

From leisure to commuting; whilst bells and whistles are good for leisure travel I sometimes wonder if we are overdoing it for the urban bus. Isn’t what we need for short urban journeys something that is consistently clean, simple to use and green? A reliable utility rather than something that is pretending it’s a fair swap for a BMW? There is a case however for the exteriors of the urban bus to look the part in the urban environment by looking good (or at least dignified) and to relate to the identity of the places they serve - so the placemakers don’t see them as a chaotic mass of shouty shoeboxes which they are consequently keen to consign to the backstreets.

Alongside the relative roles of leisure and commuting there are other dynamics in play too. For example, we have an ageing population, a growing cycle leisure market

“Now is the time when we should be thinking big again”

and the rise and rise of a growing diversity of light electric vehicles (from mobility scooters to e-scooters). In short, public transport vehicles are being asked to do more for a greater diversity of different needs and wants (in this regard it’s interesting to see in Europe more partioning of on board space with dedicated space for families). But let’s focus in on older and disabled people for a while. The UK has been relatively good (compared with other countries) at improving and prioritising the physical accessibility of public transport vehicles and supporting passenger infrastructure. However, it sometimes feels like we have taken a legalistic approach (‘we have met the standards, what more do you want?’) rather than embodied it fully in the way that public transport works and presents itself (for example, how reliable is the kit and who is there to help if there’s a problem?). Indeed, does every type of passenger, and potential passenger, feel like there is a guiding mind behind their journey which is there to look out for them? This is a particular issue for buses where (outside of franchised markets) there is no one body in charge of a journey, because of the nature of bus stops and because

where, once on board, the bus can feel like an unsupervised space. Unlike rail where, by and large, the staff do speak to passengers over the PA this isn’t often the case on buses - even when the bus has a PA system. When Transport for London encouraged bus drivers to communicate more with the passengers it made a big psychological difference (for example explaining to passengers why and for how long the delay will take when the bus stops for a while to regularise the service). It is even better when this happens alongside automated audio visual bus stop messaging.

Of course there are many possible (and reasonable) objections to these ideas. Cost for one. There’s also the fact that people are clearly prepared to rough it to save money (hello Ryanair and SNCF’s budget Ouigo network). And also, many public transport vehicles serve more than one kind of market during an average day (never mind a lifetime). All of the above is also based on my perceptions which are informed by my background, wants and preoccupations. But at a time when the next Westminster administration is likely to be recreating some form of national rail system again, and when

we are looking at a big transition from private to public control of buses - now is the time when we should be thinking big again.

There are some indicators of what this new era could bring. Like Merseytravel pushing the manufacturer hard to make its new urban, hydrogen-powered bus state-of-the-art, or the stunning murals by local artists on the interiors of the new Tyne and Wear metro trains. In short we have the opportunity to make this positive transition something more than a technical and contractual shift and also an opportunity for bold and fresh thinking about how we best serve a changed market in changing times.

ABOUT THE AUTHOR

For decades Jonathan Bray has been at the forefront of making progressive change happen on transport - from stopping the national roads programme in its tracks in the 1990s to getting buses back under public control in the 2020s. He is an advisor to the Welsh Government on bus franchising and an independent advisor. www.jonathan-bray.com

there is nothing ‘off the shelf’ about the interiors of the new Danish IC5 trains

COMMENT

ALEX WARNER

Revenue raising ruses to rescue rail

Revenue protection

There are some TOCs that do this wellNorthern staffs gates well into the small hours and at outlying locations. But there are others, generally the south commuter TOCs, where a revenue protection presence, particularly away from the core network, is almost as non existent as an on-board sandwich.

Advertising revenue

I’m getting a little tired of hearing that the UK rail industry has big financial issues, particularly post pandemic. Whilst I understand that cost pressures continue to bite, I do think that the sector has lost some of its commercial nous in the past decade. There seems to be a lack of appetite to seek out small initiatives at the margins that could in totality make a difference in generating revenue. Here are a few areas where a bit of creativity and focus could help the industry.

Taxi permits

We keep hearing that the railway is short of money, but have we made the most of the commercial opportunities in front of us? Are we making the most of our amazing station infrastructure?

Taxi permits at railway stations are at the bottom of the pile of priorities within a train company. Permits are sold to drivers enabling them to ply their trade on the rank of their allotted station. However, station managers are too busy dealing with facilities, managing staff and helping customers to be dragged into the admin of collecting revenue for taxi permits or to see the importance of taxis on ranks outside their station. However, when disruption ensues there will be a need for motivated taxi drivers. There is also no science behind the cost of a permit or taking into account local market needs. Many stations have the potential to create ranks and generate revenue through taxi permits. I know a company, CMAC Group, which has processes to manage taxi permits for train companies, generating revenue for the sector and better arrangements for taxis at stations that drive an improved experience for customers.

Catering

It’s getting worse. Last week I travelled on every Inter City TOC and not only was the appearance of a trolley few and far between, when they did arrive not on one single occasion did they sell savoury food. Whilst my diet consists of coke, crisps and sweets, I do accept I am extraordinary as most folk like sustenance - a sarnie, salad or something. Surely with a bit more imagination, better stock control and more orientation around ensuring a trolley is on every train and not just the minority, then some decent dosh from nosh could be generated?

I have always had a premise that if you have an outward facing marketing tool or display, then there is an opportunity to flog it for advertising. Take a walk around any railway station and there are literally countless walls and display areas where even a few quid from local business would be better than nothing and would create a sense of vibrant, progressive community engagement and a thriving economy and station environment.

Tenancy

Stations are attractive propositions - they have decent footfall and are centrally located with good facilities on premises. Since staffing levels were gradually reduced over the previous three decades and in particular as management functions have taken on a larger geographical region, there are many redundant station offices that are prime for regeneration and occupancy in return for rent. The problem is that the industry has never had a proper strategy to exploit these opportunities. The days of a local station manager being encouraged to use commercial and entrepreneurial nous, or their station being regarded as a ‘profit centre’ or ‘business unit’, are long gone.

Backs of seats

It always surprises me how moribund the interior of trains are, despite them being a space in which a captive audience of customers are confined for several hours. This is where the brand police are foolish and should acquiesce and enable commercial logic to take over enabling a mix of third party advertising on seatbacks as well as TOC led marketing to encourage days out and destinations. The problem is that many TOCs are so precious about their brands they are missing opportunities. And let’s be brutally honest, it’s not as if their brands have much resonance with the UK population or could be described as ‘much loved’.

“The industry has never had a proper strategy to exploit these opportunities”

Gifts and goodies

It never ceases to surprise me how gullible us customers are. We love little frills in First Class, a chocolate bar, tiny can of lemonade or packet of peanuts as though we are being treated to a life of luxury. I remember back in the day at Midland Mainline, the complimentary First Class offering cost less than 30p a head yet customers responded to it with such a glow. With a bit of imagination and little cost, a product that pampers could be created and upsold very easily to a receptive market. Unfortunately, the industry has long since lost its sense of imagination.

Excursions

I know this might sound like me being nostalgic and harking back to the era of football specials, but I genuinely feel there would be demand for a nationwide excursions business or proposition, for concerts, sporting events or other days out activities. Folk keep telling me the financials won’t stack up or there isn’t track access available. However, with all this frenzied activity around developing open access opportunities, I think deep down there is capacity and the beauty of excursions are that, with decent marketing, you can kind of plan with reasonable certainty that they will sell out if the destination is popular. Cynically I think there is a it’s all too much hassle mentality among rail industry folk that prevents this ever seeing light of day or a fixation with thinking that an excursion has to be either a rail enthusiast’s tour to some obscure disused freight line or involve a luxury dining service or steam service, with all the costly complications that come with this.

Rail enthusiasts

Do you remember when the railway had a fanbase the envy of many a sporting team? Across whole generations, a ritual of a passion for trains was handed down by parents to their children. From travelling on the railway just for the thrill of it, to collecting memorabilia or numbers and photos, apart from those sectors set up purely to provide entertainment, no other sector had such a following of fans. Can you imagine supermarkets, financial institutions, construction businesses or energy providers having enthusiasts who devoted all their leisure time to following them? The problem is that the rail industry turned its nose

up at these folk - rail enthusiasts were, apart from the odd exception, no longer provided with open days and excursions and exhibitions and there were no marketing campaigns targeting them to travel to explore interesting places. Those who enjoyed standing on the ends of platforms were no longer welcome and in some cases treated with rank hostility. It seems a far cry from F.A. Cup Final day in 1989, when 20,000 shunned the TV at home to come to Ilford Depot Open Day in the sun. It was one of the greatest days of my life, in truth, and I still think that with considered marketing, enthusiasm and innovation, this market can be reinvigorated making a bit of revenue for the industry, as well as creating a future generation that loves the railway and wants to travel on it.

Gifts

In the digital era, a tangible souvenir of a trip out is actually more appreciated than ever before. A postcard, cuddly toy, fridge magnet, guide book or replica model of the train goes a long way to creating and marking an occasion, as well as keeping kids, in particular, active on a long journey. Like those freebies in First Class, they don’t cost a lot of money and such gifts could be retailed at a fair price but one which would generate a new source of revenue.

Hospitality

Many of our railway stations are truly amazing in terms of ambience and architecture and are set in the heart of fantastic places in the UK. It’s hard to find an industry that has such a range of incredible buildings better located in towns, villages and cities than stations. The heritage, modernity, culture and atmosphere oozed by these stations is like nothing else and the industry has an opportunity to host not only tours of some of its locations, showcasing the history and workings of the station, but also hospitality events and conferences either on quieter days or in parts of the premises that are little or not used. Imagine having a wedding, party or corporate event on St Pancras, York, Windsor & Eton or Newcastle station, to name but a few of the wonderful stations throughout the nation?

Railcards

Over the past few years, advertising of rail products on railway stations and through other channels has declined significantly,

with railcards sometimes being the only proposition deemed worthy of advertising. All very well, you might think, except that there has been a tendency just to lump identical posters and leaflets next to each other, such that customers have become blasé and are not actually taking in their content. Railway staff do little to promote them, there’s seldom a compelling campaign across the network or in the media to encourage those who don’t travel by rail to do so affordably by purchasing a railcard or compel existing rail customers to tell a friend. I recently stumbled across close family and friends showing off about reaching 60 and being eligible for a Senior Citizen’s Railcard and being completely oblivious that they could have, for their entire adult life to date, benefited from a Network Railcard and enjoyed a third off leisure travel.

Gift vouchers

I don’t know about you, but every Christmas and birthday, I always struggle to think of presents to buy loved ones. Generally, it now comes down to a gift card or voucher for Costa Coffee, X-Box, Odeon or Waterstones. In return, I get all excited by a voucher for the Addlestone Model Railway Shop. Imagine, my joy if there was such a concept as a gift card or voucher for use on Britain’s railway. What a practical and exciting present that would make for someone who always agonises about treating themself to an expensive journey for leisure purposes. I’m sure the marketing wizards would have real fun dreaming up a campaign to sell the benefits of a present of rail travel to somewhere scenic or a great destination - a romantic trip out by train as an anniversary or Valentine’s present, perhaps, or just the gift of being able to getaway. It’s a no-brainer!

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.

COMMENT

NICK RICHARDSON

How do we ensure the safety of staff?

The safety and wellbeing of staff should be considered alongside big ticket items such as new vehicles or infrastructure

Everyone deserves to go to work without being threatened, abused or assaulted. This is a basic right to which every employer should subscribe and every employee should expect. However, the reality can be very different particularly in roles that involve interface with the public. As we know, the public includes a great majority of people who behave as would be expected but a significant minority do not. For passenger transport, the customers include many types of people, income, background, age and community. The fact that services are open to anyone means that less desirable individuals have the same access as anyone else, provided that they have paid for the service provided. As a result, transport services need to place a strong emphasis on dealing with people in the most appropriate way because anything that undermines a safe working environment needs to be eliminated. There are parallels with retailing, hospitality and healthcare where workers are in contact with all sorts of people, some of whom are hostile and the possibility of unsavoury incidents needs to be addressed. This requires effort and funding but is all part of the package of measures that will improve passenger services that attract new employees and users.

Crossing boundaries

Despite exposure for new infrastructure schemes, buses, trams and trains as good news stories, both staff and users need to know that their safety, security and comfort are being

considered at all times.

There have been huge strides in awareness in many aspects of travel covering for example the needs of disabled people (still with room for improvement though) and the personal security of women and girls. The message here is that a focus on specific groups results in benefits for everyone. Training in how some individual users may need support is commonplace such as dementia awareness, supporting pregnant customers and others although a lot of this boils down to something that doesn’t get much airing – dignity and respect. What used to be called ‘common decency’ appears to have been neglected, fuelled by instant communications which have provided the means of large scale abuse which is largely unchecked. In many cases this is personal and unjustified, becoming ever more extreme and global. Despite its obvious advantages, it is a widely available means of contact which has the potential for harm to outweigh the benefits. The conduct of prominent individuals also undermines decency with Donald Trump setting an appalling example of someone who clearly fails to understand what is acceptable and what is not, even if it incurs repeated warnings and financial penalties. Sadly this type of cretinous behaviour appears to be spreading and crosses the boundary of what should be regarded as acceptable.

The attempts by train operators and/or government to redeploy rail station staff to be more ‘customer friendly’ by closing ticket

offices backfired. Many people appreciate the interface with station staff even if they are behind a protective screen and feel that this is lost if they are only to be found on station gatelines or platforms.

Society has moved on from the traditional ticket office in which dialogue between staff and customers was restricted to a small window in a thick wall and most users would understand that there needs to be some sort of security where money exchanges hands. Banks that still have local branches have taken away all the bars and barriers that were once the main feature of transactions, so it is possible. The paradox of banks is that they retain staff to explain to customers how to use the impersonal machinery that has substituted for them. Similarly, few train users understand how ticket machines work and there is no consistency between operators. Even the slot for payment cards is in different places and there are numerous reports of machines not selling the tickets that customers want. Having staff available to explain what to do is a poor substitute for them doing it for you in the traditional way, particularly for customers who have cognitive difficulties or vision loss. It seems likely that many station staff have got used to being in a secure working environment and do not get excited at the prospect of being outside with the masses.

Safety in numbers

Security is in part reinforced by safety in numbers. There are usually plenty of people around at stations but some of the smaller facilities feel very isolated. An absence of staff can be disconcerting and in many places, travelling staff such as revenue enforcement staff hardly appear, if ever. However, at some stations, suicide prevention staff are evident; their role isn’t clear other than to observe and interact with passengers although it seems likely that someone intent on suicide will manage to evade surveillance. Technology can help and we are told that Transport for London has access to 80,000 cameras, monitoring activity across the city; in some places it seems that nothing is unseen due to the presence of CCTV which is reassuring but doesn’t by its presence eliminate risk. One example is that a regular Thameslink train or similar may carry over a thousand people but the only member of staff is the driver.

The problem is heightened where cash handling takes place. Bus drivers are particularly soft targets if they are carrying cash and some are required to take it from the vehicle to the depot at the end of their shift, exposing them to theft. A move towards cashless payments helps but probably isn’t a deterrent to anyone who wants some ready money. Shopkeepers pay in their takings to the bank deposit box but often do so in pairs, even though they find it increasingly difficult in the absence of a local bank, but bus staff are generally alone. Exposing staff to the risk of theft and assault needs to be addressed further. For buses, interface between a human operator and the passenger is vital and drivers remain a key determinant of user satisfaction. As Transport Focus notes, constructive dialogue makes an average journey into a good one. If individuals are unsure about any aspect of their journey, need help or reassurance or simply human contact, the driver is there to help. In this respect, the cab screens are unhelpful and drivers don’t always like them. However there are circumstances where they are necessary even if they reinforce an image that trouble can be expected.

“Bus drivers are particularly soft targets if they are carrying cash”

Wider influences

What happens on passenger services reflects events beyond. The rise of knife crime in some places, incidence of theft at a time when many people are struggling financially, hate crime and numerous other possibilities require employers to instigate measures to protect staff. This is not about armour plating but more about staff presence that is often better than widespread deployment of CCTV. Seeing and being seen means more staff at key locations and on journeys. Making staff visible means higher costs but these are offset by supporting safe travel and revenue protection. A staff presence may be particularly appropriate where night services are in operation if people are to be attracted to enhanced services. There is every reason to have a supervisor available at all times when services are operating who can

be contacted if needed. However, incidents can occur anywhere at any time and are not restricted to urban areas or what is often regarded as ‘bus territory’.

Recent advice to lone women who feel insecure is to flag down a bus for help. I don’t think bus operators have been advised that this might happen and it rather depends on how frequently a bus might be passing and if it can stop safely. The premise seems to be that there is someone on the bus who will help but it places more emphasis on the driver as the rescuer as well as keeping his or her passengers safe and in order. Given a choice between a shiny new bus and one where personal safety is addressed conspicuously, I suspect most people would probably opt for the latter.

ABOUT THE AUTHOR

Nick Richardson is 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.

Many people appreciate the interface with station staff even if they are behind a protective screen

SPECIAL REPORT EDINBURGH BUS TOURS

Sightseeing service eyes growth

Lothian has revamped it Edinburgh Bus Tours operation as tourism booms in Scotland’s capital

Edinburgh Bus Tours recently launched a brand-new ‘Regal Tour’ and revamped its popular open top tour bus business.

The 30-vehicle operation is a source of pride for its owners, Lothian Buses, which is the main operator of local bus services in Edinburgh and the surrounding area, carrying two million passengers every week.

Edinburgh Bus Tours is a premium service which has been awarded Visit Scotland’s prestigious five-star visitor attraction status every year since 2011. It’s also the third most popular paid-for attraction in Scotland, after Edinburgh Castle and Edinburgh Zoo.

Open top tours have been operating in the Scottish capital since 1989 and Lothian began its own tour soon afterwards. The council-

owned operator bought out the competition although a new open top tour bus rival, BrightBus Tours, emerged in 2019.

Edinburgh Bus Tours consists of 30 open-top buses. It operates 365 days a year but scales down during the winter to around a 30-minute frequency with a contingent of 20-25 drivers. In the summer this scales up to a 10/15-minute

“It’s not just a business. It’s an asset in terms of the people, and what it does for our business”

Willie Hamilton, Lothian Buses

frequency and 60 drivers, alongside 24 guides and 20-30 ticket sellers.

Running an open top tour bus operation requires a different skill set to providing an urban bus network, but the Lothian team believe that that two complement each other.

“It’s a nice thing. It’s a bit different,” says Lothian Buses communications director Gaynor Marshall. “For us, in the capital city, it’s a bit special.”

Operations director Willie Hamilton adds: “It’s not just a business. It’s an asset in terms of the people, and what it does for our business.”

An example of this is that Lothian’s 2,500 employees have the opportunity to drive a season with Edinburgh Bus Tours and experience something different.

The three tours: The Edinburgh Tour, CitySightseeing Tour and new Regal Tour

“We never take five stars for granted. We are constantly evolving”Gaynor Marshall, Lothian

The operation includes three city-centre signature tours including the world-renowned CitySightseeing Edinburgh Tour, the Edinburgh Tour with a live guide, and the new Regal Tour (which replaces the Majestic Tour). Kids go free on all city tours, with tickets at £18 for adults.

The live guides on The Edinburgh Tour offer a unique experience, with Tripadvisor reviews raving about “Mike (on the mike)” - who is sometimes accompanied by “Neil at the wheel” - and other members of the team.

“You cannot beat a live guide for a real insight into the city and to be able to react to what is going on,” says Elaine Green, sales manager at Edinburgh Bus Tours.

Those who undertake this role are not given a script. Instead there is a rough framework, and that lets their personalities shine through. They are ambassadors for the city, as well as the open top tour bus operation.

Refreshing the brand

All three tours have had a spring refresh. Edinburgh Bus Tours conducted extensive customer research last year and a view was reached that the Majestic Tour should be updated to reflect changes that have take place in Leith over recent years. Renamed the Regal Tour, the route takes in some of Edinburgh’s royal attractions, including the Royal Botanic Garden Edinburgh, Royal Yacht Britannia and The Palace of Holyroodhouse.

At the same time, it was felt that all three tours should receive a brand refresh. The fleet of Wrightbus open top vehicles have been in service since 2016 but still look youthful, thanks to the diligence of Lothian’s engineering team. They now feature new exterior vinyls.

“If you are going to keep a really high standard of product you do have to keep on your toes with it,” says Marshall. “You do have to keep reinventing. I don’t think we can ever become complacent in our customer offering. We never take five stars for granted. We are constantly evolving.”

Repowering the fleet

Another way in which the open top tour business is contributing to the wider Lothian portfolio is as a pioneer of bus repower technology. The company last year agreed a milestone pilot project with KleanDrive, the expert bus repower company, to repower

one of its B5TL open-top buses to electric. The project marks a major step forward in the operator’s commitment to sustainability, following the recent publication of its ‘Driving towards Net Zero’ environmental strategy, which outlined Lothian’s objective of a fully zero-emission bus fleet by 2035, with repowering playing a key role.

The decision to repower avoids the purchase of expensive new electric buses, while also avoiding needless scrappage. Repowering also extends the life of the buses, which can be in operation for many years to come, further repaying their embodied carbon. Essex-based KleanDrive has repowered the first vehicle and it is now undergoing tests with Lothian.

“We’ve got over 700 vehicles that between now and 2035 that have to be fully electric,” says chief engineer Dylan Dastey. “The cost of a new electric vehicle is anywhere between £450,000 and £500,000. We aren’t going to change all of them through new vehicles so we have to look at retrofitting.

“The tour vehicles are the ideal candidate for evaluating the retrofitting because they run centralised throughout the city, they only operate anywhere between 60 and 70 miles and we do have the spare capacity there.

“Being flexible is key,” Dastey explains. “Technology is still changing, so we would like to have a better understanding of the retrofitting technology and how it works.”

A growing market

The Lothian team are optimistic about the future growth prospects for Edinburgh Bus Tours. Edinburgh has a buoyant visitor economy and this attracted First Bus to launch its own BrightBus Tours open top tour bus operation in the city in 2019. This passed to McGill’s when First Bus sold its East of Scotland operations in 2022.

Lothian is focussed on its own service offering, rather than that of its rival. “Competition is not necessarily a bad thing,” says Marshall. “I think we do what we do, and we do it very well.”

She points to the unique selling point of the live guides on the Edinburgh Tours and the five-star Visit Scotland rating as evidence that Edinburgh Bus Tours is thinking about what customers want.

2019 was a boom year for the city’s tourist economy, but 2023 was almost back at 2019

BrightBus Tours

BRIGHTBUS EXPANSION

Launched in 2019 by First Bus, BrightBus Tours is now part of McGill’s Bus Group - which has recently added a new Airport Express service to Edinburgh Airport, competing with Lothian’s Airlink and Edinburgh Trams.

“We continue to see reassuring growth across BrightBus Tours and Airport Express, far surpassing our expectations, and are confident to bring further expansion and investment to BrightBus in 2024,” comments Alex Hornby, group managing director at McGill’s Bus Group. This includes a revitalised web platform and increased external sales drive, a wholesale fare cut for 2024 to further drive footfall growth as Edinburgh’s tourist numbers continue to grow - with individual tours priced at £16 and a ‘2 tours, 2 days’ ticket for £20, with reductions for children and groups.

Hornby adds: “We will also be introducing a third route in the BrightBus Tours portfolioand landmark new partnership - within the next few months. This is all alongside an exciting announcement in terms of fleet renewal later this year.”

levels. There is more growth to go for. The Chinese market is returning in the wake of the pandemic. Mandarin chinese is among the many recorded commentary languages that is available on the tours.

Edinburgh Bus Tours works closely with other attractions in the city. Tickets for the castle, for example, can be purchased on board - even if they have sold out at the venue itself. Customers are encouraged to ‘hop off’ and see things and then ‘hop on’ for more.

Elaine Green sits on Edinburgh’s Capital Group, which gives her an insight into how other businesses are performing. “We are at a par with most companies,” she reports. “It’s really encouraging for the city.”

“It is quite astonishing that we have all these reviews, and nothing seems to get any better”

GREAT MINSTER GRUMBLES

Reviews and railways go hand-in-hand

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

At the end of April the Public Accounts Committee (PAC) took oral evidence from this department and Network Rail on progress with our rail transformation programme, following the report from the National Audit Office on our progress, or lack of it, with this. From a political and policy perspective I don’t think it was an especially riveting session which, from the point of view of officials, is doubtless a good thing!

But when I sat down to read the transcript of the session I decided to read it from the perspective of the passenger, and the passenger who has little understanding of the structure of the railways, or the government’s reform programme. And from that perspective I reckon anybody would be left rather puzzled, even bewildered, by what they read.

Let me give you some examples. The standout example is this comment from Conrad Bailey, our director general of Rail Strategy and Services Group: “all our research tells us that the thing customers care most about is whether their train is going to turn up and is going to run on time”. Well I never! Who would have thought it! Hold the front page! Breaking news! Customers want their trains to turn up and run on time! Now, to be fair, Conrad Bailey was giving a perfectly reasonable response to a question from Anne Marie Morris, the Conservative MP for Newton Abbot. But what struck me about his response was that he said research tells us this unremarkable fact. Why did we have to do any

research at all to know this, was my immediate reaction? And I should imagine it would be the first reaction of every single rail passenger.

I was also quite amused by a question from Ben Lake, the Plaid Cymru MP for Ceredigion, who referenced a number of previous reviews and white papers, such as the 2004 Future of Rail white paper which identified problems over accountability and a lack of a clear strategic direction, a 2011 paper Realising the Potential of GB Rail which identified an insufficient focus on the needs of customers (please note Conrad Bailey!), a 2012 paper Reforming our Railways: Putting the Customer First (ditto), and so on. Not to mention the Nicola Shaw review of Network Rail and the McNulty rail review back in

The next railway review will be arriving in...

2009/10. Ben Lake’s perfectly reasonable point was that none of these reviews seem to have led to any improvement on the key issues. If I was a passenger I would be really rather puzzled that all these reviews had taken place and that here we are having another reform programme still trying to achieve what all the other reviews and white papers had tried to do! It is quite astonishing, when you think about it, that we have all these reviews, and nothing seems to get any better - at least that would probably be the view of the passenger. Here we are, 12 years after a paper Reforming our Railways: Putting the Passenger First and throughout the session with the PAC the other day the witnesses were talking about the need to change the culture of the railways so that the interests of the passenger are front and centre of everything the industry does. Would it be too cynical of me to suggest that in five years’ time we might be having another rail review which highlights the importance of putting the interests of the passenger first? So I just can’t help but feel that any passengers who read the transcript of the session with the PAC will come away feeling perplexed, bemused and not a little angry, and would wonder why it takes all these reviews to conclude what they would regard as something that is blindingly obvious. They would surely wonder why the interests of passengers hadn’t been at the heart of how the railways function pretty much since the very first passenger service took place - which Google tells me was in 1807 when the first passenger carrying public railway was opened by the Swansea and Mumbles Railway at Oystermouth using horse-drawn carriages on an existing tramline. The other thing that struck me about the PAC session was that there was no acknowledgement that an incoming Labour government might want to have a bit of a re-think about aspects of the current reform programme. Labour supports the creation of Great British Railways, but I wonder if other aspects of the reform programme will have to be unpicked and re-thought. I’m sure Labour won’t be daft enough to have another full-blown rail review, but it wouldn’t be that surprising if we saw a new Labour secretary of state at least pressing the ‘pause’ button while elements of the programme were reviewed. Reviews and railways seem to go hand-in-hand!

WiBC offers director mentoring opportunity

Scheme aims to give aspiring female leaders chance to advance

The Women in Bus and Coach initiative (WiBC) is looking for an aspiring female leader to join its board of directors for one year.

Candidates are invited to apply for the role, which offers valuable insight into strategic decisionmaking, industry dynamics and leadership responsibilities.

The competition aims to select a mentee for a mentored director role, providing talented women with experience, mentorship, and exposure at the highest level of organisational leadership. Through this initiative, WiBC

seeks to break barriers, challenge norms, and support the development of future female leaders in the bus, coach, and community transport sectors.

“This competition is a testament to our commitment to fostering inclusivity and promoting gender diversity within our industry,” said Louise Cheeseman, chair of WiBC. “We believe that empowering women in leadership positions not only drives innovation and creativity but also fosters a more inclusive and resilient industry.”

The selected mentee will work closely with experienced industry professionals, gaining insights into strategic decision-

making, corporate governance, and industry trends. They will also contribute to shaping the organisation’s vision, mission, and strategic direction.

“We are thrilled to provide a platform for a woman who represents the next generation of leaders to step into this mentee management role and make meaningful contributions to our organisation,” added Lorna Murphy, a WiBC director.

“By offering mentorship and hands-on experience, we aim to empower future female leaders to realise their full potential and drive positive change in the bus, coach and community transport industry.”

JOYNER MOVES TO GO-AHEAD ROLE

Move follows departure of Go-Ahead London MD

In a surprising move, Go-Ahead this week confirmed that David Cutts, the managing director of Go-Ahead London, Britain’s largest single bus operation, and John Slattery, the operator’s finance director, had stepped down unexpectedly on April 18.

Cutts started his career as a management trainee with London Buses in the 1980s. He was operations manager of London Central’s Peckham Garage when Go-Ahead bought the business upon privatisation in 1994.

Cutts was appointed operations director of the wider Go-Ahead London business in 2006 but was more recently seconded to senior roles with the group in Singapore and Greater Manchester. In January

The competition is open to anyone who identifies as a woman, who currently works in any role in the bus, coach and community transport sector, and who demonstrates exceptional leadership potential, a passion for the road passenger transportation industry, and a commitment to gender equality and diversity. Applicants must submit a CV (up to two pages) and a onepage covering letter to include a statement outlining their vision for women in leadership roles within the sector.

The submission deadline is May 24, and the selected mentee will be announced by WiBC on June 19. Interested candidates can apply by submitting their CVs and covering letters to hello@ womeninbusandcoach.org.uk or visit womeninbusandcoach.org.uk for more information about the initiative and opportunity.

2023 he succeeded John Trayner as managing director of Go-Ahead London, following Trayner’s decision to step back from day-to-day operations.

Meanwhile, Slattery had been the operator’s finance director since early 2014, but had been with Go-Ahead London and its predecessors in finance-related roles since the 1990s.

The departures have led to the appointment of Tom Joyner, the former managing director of train operator CrossCountry, to succeed Cutts. Meanwhile, Sam Sawers, currently head of finance at Go-Ahead, has been appointed finance director.

Joyner will take on his new rolehis first in the bus industry - on June 3, with Matt Carney, chief executive of Go-Ahead Bus, assuming responsibility for Go-Ahead London in the interim. Sawers took up his position this week.

DIVERSIONS

Gatwick Express marks its 40th anniversary

Airport rail service marks milestone with competition

For those of us who were around, 1984 was the year of the miners strike, Band Aid, the birth of Prince Harry and Torvill and Dean ice skating away with gold at the Sarajevo Winter Olympics. It also saw the launch of the iconic Gatwick Express rail service. Over the years, the Gatwick Express has been a trusted companion for millions of travellers, often marking the beginning of a memorable holiday. Now, to

GLORY GLORY GO NORTH EAST!

Bus operator Go North East is gearing up to resume its Toon Tour of Newcastle and Gateshead after taking the UK’s Best Open Top Bus title. The team marked the

is a Gatwick

commemorate its 40th birthday, the train operator has unveiled a truly unique competition on Instagram. This exclusive event offers a once-ina-lifetime opportunity for 40 lucky individuals to win a limited edition

waistcoat, meticulously crafted from the iconic Gatwick Express ruby seating moquette.

“We wanted to celebrate our 40th anniversary by offering something unique and collectable for our customers and followers,” said Gatwick Express boss Sophie Hill. Gatwick Express crew members are also celebrating the anniversary. One of the longestserving members of staff is Beverley Gordon, who has worked on the service for the last 28 years. So what’s the best part of the job? “I meet hundreds of people every day and I love hearing about where they are going and what they’re doing!” she said.

ONE LAST AND VERY SPECIAL BUS TRIP

occasion by inviting Alex Warner, Passenger Transport columnist and chief executive of Great Scenic Journeys, to join them on a lap of honour around The Toon where the fizzy ‘Nozeco’ was flowing freely.

“We couldn’t think of a better way to get the team together and remind everyone that we ended the season, up there, top of the league!” said a spokesperson.

The tour was voted the UK’s Best Open Top Bus when it gained an outstanding 62% of the public vote, going up against 32 other

open top bus tours.

“The Toon Tour really is a brilliant, fun-packed, invigorating adventure through this eclectic, iconic location where there’s always something great going on!” said Alex. “Lovely customer service, fab views and a wonderful commentary were the recipe for success! Although it was a hotly contested competition, it’s clear there was no fog on the Tyne as Toon Tour, roared on by its passionate fans, sealed the trophy in style! Glory glory Go North East!”

Bus operator Brighton & Hove has names for its buses and one - Samuel Lewis - means a lot to pint-sized bus enthusiast Peter Hood. This Scania double decker has been Peter’s favourite since stepping aboard aged just fiveyears old. Since then, Samuel Lewis has held a special place in bus obsessive Peter’s heart.

However, the vehicle was recently retired from service, but not before performing its last ever trip with Peter and his family onboard. So why is this particular bus so special for Peter? “It was the first bus I got on after getting my first BusID cards, which made me feel like a big boy when I was five,” he said.

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Beverley

team player

Top of the Toon