The past few years have been a whirlwind for the bus industry with COVID-19, recovery, post-pandemic challenges, funding, inflation and franchising. Those factors have all contributed to significant changes at pace that have tested the resilience and agility of our sector.
However, as an industry we have proved that we can adapt to our ever-changing environment and the evolving needs and expectations of our customers. As we look forward with excitement, we must embrace continuous improvements and innovations with an eye on the future.
We have invested in new technology, autonomous buses, electric fleets, innovative ticketing and a move towards net zero as we help to grow our economy through recovery. And we have held firm to our values, connecting our communities and regenerating our towns and cities.
In the face of mergers, collapses and struggles for survival, those who weather the storm will succeed in maintaining a stable position in the market. At Stagecoach Manchester, we have made continuous improvement and change our new normal.
We don’t fear it; instead, we harness new opportunities without losing sight of the things that have delivered our core business successes. We are at a pivotal point in transport as government policies and franchising emerge, and we align ourselves with those dynamics.
A crucial ingredient in the success of our operation is our people.
Like any great recipe, many ingredients require nurturing and investment, but our secret ingredient remains the people at the heart of our operation.
We have chosen to be the architects of our structure, with a diverse management team where the balance of bus industry experience and new industry experience is carefully orchestrated. Both are equally important and essential to achieving high levels of success now and in the future.
Experience is essential in transport for credibility and to make sure we do things right. We need to know the journey we’ve made to understand the direction in which we are going.
New experience is equally important as we navigate a new employee market and changing customer base. Combining both brings a willingness to step away from the ‘that’s how we’ve always done it’ approach, to look outside the box, and to explore new opportunities.
We must face new challenges, combining diverse experiences, to evaluate a variety of comprehensive options. It is through these diverse perspectives that we will reach considered solutions as we navigate environmental changes and adapting funding and political pressures. An operation is united by the benefits that each individual brings to the process.
Whether it be someone with 30 years of working in the industry, a graduate or someone with wider business experience: By working together, we build a resilient operation that is supportive, with a one-team ethos and a deep-rooted objective to not only drive the best operation but, most importantly, deliver the best service to the customer, stakeholder and client.
And so, as we move forward, we need to maintain the commitment and experience of those who have built our bus service, and to embrace and welcome the passion of those who bring new qualities and skills to enhance the sector.
There is space for both, and both will be needed if we want our future to truly deliver a seamless, connected and sustainable public transport system for everyone.
