It’s easy to grumble and I’m normally worse than most, but I’ve never felt so good about the bus sector in the UK – and here’s why
Electric buses in Inverness
A couple of weeks ago, I was having a few chinwags with folk from outside of the transport sector, finance bods and the like, and they were slightly sceptical about the trajectory for UK bus. A pal of mine in our industry was having similar chats and we were both adamant the future is actually positive, arguably more so than for several years, despite recent research from The Guardian recently showing 10% of local bus routes have been cut over the last year.
Talking to bus industry leaders, views tend to be polarised. My ‘inbox’ was littered with CVs over the festive break from folk in ‘new year, new job’ reflective period, wondering if they had the energy for another 12 months on the treadmill, of trying to drum up patronage, facing constant pressure to cut costs, uncertainty around continued post-Covid support and the shackles of demanding employers and private owning groups with, in some cases, no background in the sector.
Speaking to one hugely experienced bus company bigwig recently, he lamented that the £2 fare cap in England hadn’t actually attracted new customers and in effect was merely abstracting revenue. In many respects the special offer came round too quickly, such that a proper, multi-channel marketing campaign wasn’t developed, the kind that a special offer of this magnitude actually would have enjoyed in many other sectors, including (admittedly expensive) radio and maybe television advertising as well as swamping every household with leaflets.
Of course, the other Herculean challenge is driver recruitment, which isn’t getting any easier and from my own mystery shopping is preventing us not necessarily from attracting friendly drivers, but I’m coming across many that lack product and geographical knowledge – the kind that experienced bus drivers of many years naturally imbue. On the flip side, there are others who are fuelled by optimism as well as a reflection that the grass isn’t always greener on the other side – one look at colleagues in the rail sector is a salutary reminder of just how lucky they are in bus, by comparison.
The extension of the £2 fare deal is a very positive indicator that the government recognises that this is a sector worth investing in. Would it commit to something that it felt was genuinely on borrowed time and where there was a better alternative?
There are a number of reasons why I’m definitely in the positive camp right now. Firstly, the extension of the £2 fare deal is a very positive indicator that the government recognises that this is a sector worth investing in. Would it commit to something that it felt was genuinely on borrowed time and where there was a better alternative?
My optimism around the bus sector is also derived from the green agenda. I’ll be totally honest and I know this may make me susceptible to opprobrium being foisted upon me, but the environmental cause in relation to transport is something which I’ve found interesting, but not as compelling as other industry observers over the years. I was sceptical that it was as important as some might have otherwise thought, or pretended to do so to fit their own narrative. However, a mix of Covid and old age has changed that for me. The pandemic created a re-set in thinking among many of us, a greater appreciation of nature – of hearing the sound of birds prevailing over the noise of cars and of air that was discernibly fresher than at any other time in our lives.
Then, so rapidly post-Covid, environmental initiatives, that were previously limited to bullet points about the future in presentations, also felt tangible and real for laymen such as I. Suddenly, copies of Passenger Transport regale me with driverless buses over the Forth Bridge at Stagecoach East Scotland and electric vehicles at their sister company in Highlands and, admittedly, because I’ve met both their MDs recently, I can relate to what they are saying and see that it is actually happening.
When I hang around street corners, I also see electric charging points, meticulously segregated recycling points, the end of plastic packaging and much more – there really feels there is no going back
When I hang around street corners, I also see electric charging points, meticulously segregated recycling points, the end of plastic packaging and much more – there really feels there is no going back – a bit like the point I knew there was no alternative to this thing called a ‘Wallet’ on my phone which I now have to use for tickets for sporting events. Throw in the fact that I’m surrounded by three youngsters in our house who are not only very PC but talk about the environment, and I realise that the youth of today, in the main, aren’t getting drunk, acting promiscuously, being offensive and taking drugs, like perhaps my generation and our predecessors were.
All of the above is good news for buses and we know that this is a reason why private investors are interested in investing in the sector and the owning groups. They can see that the green agenda plays into the hands of our industry and we are well progressed down the road to capitalise on it.
Furthermore, if an outside investment fund or perhaps a bus heathen were to get on board a bus, they would, I imagine, be stunned at the improved quality of interiors than when they maybe last travelled by bus. Leather seats, swish branding, chargers, free Wi-Fi, apps and contactless are a fierce riposte to those with deep-seated misconceptions rooted in yesteryear about our sector.
Grumpy drivers too – with each passing month, I think we are seeing fewer of them, despite the challenges faced in recruitment. I don’t believe there has been a lessening of standards and not just from the many mystery shopping reports that I have presided over. I am seeing far fewer instances of miserable folk at the wheel. When I also do vox-pop surveys among customers, the issue of rude drivers barely, if ever gets a mention. Better training and a realisation among drivers that the sector has been in a fight for survival has, I believe, stigmatised rudeness among peer groups. Employing a more diverse workforce and with a greater emphasis on gender balance has also helped, so too the societal ostracising of words and behaviours that might have been acceptable or gone unchecked in previous eras.
As I’ve oft stated too, the pandemic also led to a lessening of social mobility not just in terms of people now being less inclined to go out (bad news for the sector, of course), but where mobility now exists it is less ambitious and more localised (good for buses, bad for longer distance travel such as rail). Doorstep domestic sojourns for pleasure are also fashionable and speaking as someone who set up Great Scenic Journeys, a business that promotes and accredits from a customer service perspective nearly 100 routes (most of which are bus) across the UK and helps companies transform them into tourism products, I speak with confidence. So many bus services are stunning in terms of scenery as well as full of interesting sights, even those that might not at first glance seem like the kind that would be worth travelling on just for the experience of looking out of the window or stopping off end route. I’ve seen at first hand the surprise, joy and awe of customers of all demographic types as they travel on many bus routes across the UK and that feeling of delight and satisfaction when they compare it to a more expensive overseas or leisure experience. “Much more fun and far better value than Alton Towers,” were the words I heard a customer tell a driver on First’s Exmoor Coaster last week.
I’ve spent the last few weeks in and out of bus depots and HQs, with frontline staff and bigwigs. I genuinely see at all levels a far greater sense of togetherness and shared purpose among frontline employees and their managers, and also with their suppliers
I also think that the culture of the bus industry puts itself in a better position to succeed. I’ve spent the last few weeks in and out of bus depots and HQs, with frontline staff and bigwigs. I genuinely see at all levels a far greater sense of togetherness and shared purpose among frontline employees and their managers, and also with their suppliers. It seems much more in unison than comparable other sectors that I have worked in, such as rail and Royal Mail, for instance. There does seem to be a sense of rallying round in adversity, but also a grounded demeanour at the top of organisations. Even though they act competitively, bus industry senior management teams are far more collegiate with colleagues from rival companies and take a mature, open and honest approach to dealing with collective problems facing their sector. There’s a greater willingness to fast-track high performers into gaining more experience quickly but also an infusion of talent from outside of the sector. My hope, though, is that newcomers get the bus bug quickly and are not just exploiting the sector to further their careers and then leave. Retaining talent remains a key challenge.
From an organisational perspective, I also believe that, whilst nothing is perfect, all of the major owning groups are doing some good things currently. I’m not saying some haven’t lost their way a little or are treading water, but there seems to be focus on the customer proposition. In the bad old days, you would see a grubby bus on the road, or a rude driver or buses wouldn’t turn up and it would be easy to identify the owning group. Now there is no company that is backward in its approach or general performance and even if it feels a bit ‘much of a muchness’ at times, those comedically bad journeys are few and far between. Vehicle maintenance and failure rates seem less of an issue as the training and competence of engineers has improved alongside new vehicles and better diagnostic approaches and innovation, as well as enhanced maintenance technology and depot premises.
From a structural perspective, the owning group bus divisions are set up either with big regions (First), greater centralisation and smaller operating companies (Arriva), somewhere in the middle (Stagecoach) or a localised approach (Go Ahead). Once again, none of these approaches appears to be failing, though a common perception in the sector is that Go Ahead’s approach, which has also been consistently adopted over generations, seems to be the most successful in terms of producing popular products that resonate with the local markets that bus companies exist to serve and create happy management and frontline teams. It remains that the more fragile nature of bus industry margins means that from a resource perspective your average manager will have a more varied and wider remit than in, rail by comparison, or other sectors. It’s certainly more hands to the pump, which may be a deterrent for those who like a cushy life, but if it’s an interesting portfolio and the chance to make a difference at a young age, as well as the opportunity to spend time getting to grips with the fascinating nuances of local markets, then the bus sector is the place to be.
I’m not necessarily saying that in years to come we’ll look back on this era as some kind of golden epoque, nor that all in the depot is rosy, but I do believe there needs to be a reflection that there are reasons very much to be cheerful. My 18-year-old son this month spent a few days working alongside me on an assignment with First on their services, in their depots with drivers, engineers, cleaners and with key external stakeholders. He’s nowhere near a bus nerd like me, but he thought all the people he met were “absolutely sound and down to earth” and they made him extremely welcome. The customers were fun to deal with, so too tourism partners, and the customer and commercial dynamics on the hugely scenic routes we travelled on were fascinating – and he could see the decent career prospects. He’s not quite signed up to a career on the buses just yet and is keeping his options open, but his experience made me feel even more positive, at a time when I’ve never felt so good about the bus sector. It’s easy to grumble all the time and let’s face it on these pages I’m normally worse than most, but with a bit of reflection and a ‘glass half-full’ mentality, it’s actually not difficult to look to the future with vigour and more than just a sprinkle of optimism.
ABOUT THE AUTHOR: Alex Warner has over 29 years’ experience in the transport sector, having held senior roles on a multi-modal basis across the sector
This article appears in the latest issue of Passenger Transport.
Buses are heading in the right direction
by Passenger Transport on Feb 23, 2023 • 1:54 pm No CommentsIt’s easy to grumble and I’m normally worse than most, but I’ve never felt so good about the bus sector in the UK – and here’s why
A couple of weeks ago, I was having a few chinwags with folk from outside of the transport sector, finance bods and the like, and they were slightly sceptical about the trajectory for UK bus. A pal of mine in our industry was having similar chats and we were both adamant the future is actually positive, arguably more so than for several years, despite recent research from The Guardian recently showing 10% of local bus routes have been cut over the last year.
Talking to bus industry leaders, views tend to be polarised. My ‘inbox’ was littered with CVs over the festive break from folk in ‘new year, new job’ reflective period, wondering if they had the energy for another 12 months on the treadmill, of trying to drum up patronage, facing constant pressure to cut costs, uncertainty around continued post-Covid support and the shackles of demanding employers and private owning groups with, in some cases, no background in the sector.
Speaking to one hugely experienced bus company bigwig recently, he lamented that the £2 fare cap in England hadn’t actually attracted new customers and in effect was merely abstracting revenue. In many respects the special offer came round too quickly, such that a proper, multi-channel marketing campaign wasn’t developed, the kind that a special offer of this magnitude actually would have enjoyed in many other sectors, including (admittedly expensive) radio and maybe television advertising as well as swamping every household with leaflets.
Of course, the other Herculean challenge is driver recruitment, which isn’t getting any easier and from my own mystery shopping is preventing us not necessarily from attracting friendly drivers, but I’m coming across many that lack product and geographical knowledge – the kind that experienced bus drivers of many years naturally imbue. On the flip side, there are others who are fuelled by optimism as well as a reflection that the grass isn’t always greener on the other side – one look at colleagues in the rail sector is a salutary reminder of just how lucky they are in bus, by comparison.
There are a number of reasons why I’m definitely in the positive camp right now. Firstly, the extension of the £2 fare deal is a very positive indicator that the government recognises that this is a sector worth investing in. Would it commit to something that it felt was genuinely on borrowed time and where there was a better alternative?
My optimism around the bus sector is also derived from the green agenda. I’ll be totally honest and I know this may make me susceptible to opprobrium being foisted upon me, but the environmental cause in relation to transport is something which I’ve found interesting, but not as compelling as other industry observers over the years. I was sceptical that it was as important as some might have otherwise thought, or pretended to do so to fit their own narrative. However, a mix of Covid and old age has changed that for me. The pandemic created a re-set in thinking among many of us, a greater appreciation of nature – of hearing the sound of birds prevailing over the noise of cars and of air that was discernibly fresher than at any other time in our lives.
Then, so rapidly post-Covid, environmental initiatives, that were previously limited to bullet points about the future in presentations, also felt tangible and real for laymen such as I. Suddenly, copies of Passenger Transport regale me with driverless buses over the Forth Bridge at Stagecoach East Scotland and electric vehicles at their sister company in Highlands and, admittedly, because I’ve met both their MDs recently, I can relate to what they are saying and see that it is actually happening.
When I hang around street corners, I also see electric charging points, meticulously segregated recycling points, the end of plastic packaging and much more – there really feels there is no going back – a bit like the point I knew there was no alternative to this thing called a ‘Wallet’ on my phone which I now have to use for tickets for sporting events. Throw in the fact that I’m surrounded by three youngsters in our house who are not only very PC but talk about the environment, and I realise that the youth of today, in the main, aren’t getting drunk, acting promiscuously, being offensive and taking drugs, like perhaps my generation and our predecessors were.
All of the above is good news for buses and we know that this is a reason why private investors are interested in investing in the sector and the owning groups. They can see that the green agenda plays into the hands of our industry and we are well progressed down the road to capitalise on it.
Furthermore, if an outside investment fund or perhaps a bus heathen were to get on board a bus, they would, I imagine, be stunned at the improved quality of interiors than when they maybe last travelled by bus. Leather seats, swish branding, chargers, free Wi-Fi, apps and contactless are a fierce riposte to those with deep-seated misconceptions rooted in yesteryear about our sector.
Grumpy drivers too – with each passing month, I think we are seeing fewer of them, despite the challenges faced in recruitment. I don’t believe there has been a lessening of standards and not just from the many mystery shopping reports that I have presided over. I am seeing far fewer instances of miserable folk at the wheel. When I also do vox-pop surveys among customers, the issue of rude drivers barely, if ever gets a mention. Better training and a realisation among drivers that the sector has been in a fight for survival has, I believe, stigmatised rudeness among peer groups. Employing a more diverse workforce and with a greater emphasis on gender balance has also helped, so too the societal ostracising of words and behaviours that might have been acceptable or gone unchecked in previous eras.
As I’ve oft stated too, the pandemic also led to a lessening of social mobility not just in terms of people now being less inclined to go out (bad news for the sector, of course), but where mobility now exists it is less ambitious and more localised (good for buses, bad for longer distance travel such as rail). Doorstep domestic sojourns for pleasure are also fashionable and speaking as someone who set up Great Scenic Journeys, a business that promotes and accredits from a customer service perspective nearly 100 routes (most of which are bus) across the UK and helps companies transform them into tourism products, I speak with confidence. So many bus services are stunning in terms of scenery as well as full of interesting sights, even those that might not at first glance seem like the kind that would be worth travelling on just for the experience of looking out of the window or stopping off end route. I’ve seen at first hand the surprise, joy and awe of customers of all demographic types as they travel on many bus routes across the UK and that feeling of delight and satisfaction when they compare it to a more expensive overseas or leisure experience. “Much more fun and far better value than Alton Towers,” were the words I heard a customer tell a driver on First’s Exmoor Coaster last week.
I also think that the culture of the bus industry puts itself in a better position to succeed. I’ve spent the last few weeks in and out of bus depots and HQs, with frontline staff and bigwigs. I genuinely see at all levels a far greater sense of togetherness and shared purpose among frontline employees and their managers, and also with their suppliers. It seems much more in unison than comparable other sectors that I have worked in, such as rail and Royal Mail, for instance. There does seem to be a sense of rallying round in adversity, but also a grounded demeanour at the top of organisations. Even though they act competitively, bus industry senior management teams are far more collegiate with colleagues from rival companies and take a mature, open and honest approach to dealing with collective problems facing their sector. There’s a greater willingness to fast-track high performers into gaining more experience quickly but also an infusion of talent from outside of the sector. My hope, though, is that newcomers get the bus bug quickly and are not just exploiting the sector to further their careers and then leave. Retaining talent remains a key challenge.
From an organisational perspective, I also believe that, whilst nothing is perfect, all of the major owning groups are doing some good things currently. I’m not saying some haven’t lost their way a little or are treading water, but there seems to be focus on the customer proposition. In the bad old days, you would see a grubby bus on the road, or a rude driver or buses wouldn’t turn up and it would be easy to identify the owning group. Now there is no company that is backward in its approach or general performance and even if it feels a bit ‘much of a muchness’ at times, those comedically bad journeys are few and far between. Vehicle maintenance and failure rates seem less of an issue as the training and competence of engineers has improved alongside new vehicles and better diagnostic approaches and innovation, as well as enhanced maintenance technology and depot premises.
From a structural perspective, the owning group bus divisions are set up either with big regions (First), greater centralisation and smaller operating companies (Arriva), somewhere in the middle (Stagecoach) or a localised approach (Go Ahead). Once again, none of these approaches appears to be failing, though a common perception in the sector is that Go Ahead’s approach, which has also been consistently adopted over generations, seems to be the most successful in terms of producing popular products that resonate with the local markets that bus companies exist to serve and create happy management and frontline teams. It remains that the more fragile nature of bus industry margins means that from a resource perspective your average manager will have a more varied and wider remit than in, rail by comparison, or other sectors. It’s certainly more hands to the pump, which may be a deterrent for those who like a cushy life, but if it’s an interesting portfolio and the chance to make a difference at a young age, as well as the opportunity to spend time getting to grips with the fascinating nuances of local markets, then the bus sector is the place to be.
I’m not necessarily saying that in years to come we’ll look back on this era as some kind of golden epoque, nor that all in the depot is rosy, but I do believe there needs to be a reflection that there are reasons very much to be cheerful. My 18-year-old son this month spent a few days working alongside me on an assignment with First on their services, in their depots with drivers, engineers, cleaners and with key external stakeholders. He’s nowhere near a bus nerd like me, but he thought all the people he met were “absolutely sound and down to earth” and they made him extremely welcome. The customers were fun to deal with, so too tourism partners, and the customer and commercial dynamics on the hugely scenic routes we travelled on were fascinating – and he could see the decent career prospects. He’s not quite signed up to a career on the buses just yet and is keeping his options open, but his experience made me feel even more positive, at a time when I’ve never felt so good about the bus sector. It’s easy to grumble all the time and let’s face it on these pages I’m normally worse than most, but with a bit of reflection and a ‘glass half-full’ mentality, it’s actually not difficult to look to the future with vigour and more than just a sprinkle of optimism.
ABOUT THE AUTHOR: Alex Warner has over 29 years’ experience in the transport sector, having held senior roles on a multi-modal basis across the sector
This article appears in the latest issue of Passenger Transport.
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