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First Group: General Discussion

mic

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First manchester have done a 2 way swap with Doncaster in gaining 33657 back and sending 37561 in its place rumors are Oldham will be getting more E400s in place of B9s
 
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Volvodart

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Firstgroup share price appears to be flattered by some person (or persons) buying considerably more shares than are normally traded recently.
 
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Volvodart

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They have reported what they are required to do in their holdings in company reports.
 

overthewater

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What do you know, Its easier than trying to deal with Ceefax., I think.

Its Schroder Investment Management Limited from Chief Executive Matthew Gregory?

Better Question is why would they want to buy First?
 

TheGrandWazoo

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What do you know, Its easier than trying to deal with Ceefax., I think.

Its Schroder Investment Management Limited from Chief Executive Matthew Gregory?

Better Question is why would they want to buy First?
Schoders are one of the largest shareholders already.

They invest because they’re a wealth and asset management business.

You would have to ask them why they hold and buy FGP shares. Can only assume they believe that the shares are undervalued?? They certainly aren’t going to run buses.
 

Surreyman

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Sunday Times reporting today that 4 Train Operating companies including TPE & SWR 'will have to forfeit their deposits' with a further comment about First Group.

"Trenitalia is one of four companies expected to forfeit their deposits, along with the operators that run Greater Anglia, South Western Railway and TransPennine Express — Dutch-owned Abellio and FirstGroup. All four franchises were widely expected to go bust during the next few years, even without the impact of the pandemic, after they were won with overly optimistic bids. The operators are likely to be obliged to hand over hundreds of millions of pounds of parent-company support to the Department for Transport. That could force First, which has £3.3bn of net debt and a market value of just £533m, to beg shareholders for cash".
 

richw

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Schoders are one of the largest shareholders already.

They invest because they’re a wealth and asset management business.

You would have to ask them why they hold and buy FGP shares. Can only assume they believe that the shares are undervalued?? They certainly aren’t going to run buses.

I expect IF the American sale mentioned in the annual report completes that the share price will go up considerably.
 

Goldfish62

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Sunday Times reporting today that 4 Train Operating companies including TPE & SWR 'will have to forfeit their deposits' with a further comment about First Group.

"Trenitalia is one of four companies expected to forfeit their deposits, along with the operators that run Greater Anglia, South Western Railway and TransPennine Express — Dutch-owned Abellio and FirstGroup. All four franchises were widely expected to go bust during the next few years, even without the impact of the pandemic, after they were won with overly optimistic bids. The operators are likely to be obliged to hand over hundreds of millions of pounds of parent-company support to the Department for Transport. That could force First, which has £3.3bn of net debt and a market value of just £533m, to beg shareholders for cash".
It must be galling for First Group and the others to be in this position based on pre-Covid financial performance when in reality all other TOCs are also now in deep trouble and unsustainable.
 

Volvodart

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If the schools in the US are not going back full time, as seems likely, no one would be willing to pay a decent price for the US businesses until some sort of normality is resumed. They are probably worried that if there is not a rushed sale, Firstgroup are going to implement some of the measures Coast suggested last year, which possibly may reduce the money Coast get out of it.
 
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markymark2000

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If First want out of the US, would it not just make more sense to not put in bids for contracts and give them away slowly to other companies. I'm sure quite a few of the buses belong to the school districts and the operator merely does the maintenance and the day to day operations.
 

Ted172

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More developments


"The Telegraph can reveal that Coast now plans to vote against the re-election of the board at FirstGroup’s annual general meeting on Sept 15"

For when The Telegraph article is back behind a paywall:

"The Telegraph" said:
"Some of the world’s biggest buyout funds are circling FirstGroup’s American business as the top investor in the embattled bus and rail operator launches a fresh boardroom coup.

The Sunday Telegraph has learnt Canary Wharf owner Brookfield, Apollo Global Management and KKR are among a slew of potential suitors for FirstStudent and FirstTransit.

Sources said FirstGroup’s financial advisers had restarted a sales process in recent weeks and attracted significant private equity interest.

I Squared Capital, the owner of Energia, one of Ireland’s two main energy firms, is also understood to have registered interest.

FirstGroup hoisted a for-sale sign over its most profitable two divisions in March, with analysts estimating the pair could fetch around $4bn (£3bn) – several times the company’s market value at that point. The sale was put on hold as the pandemic hit.

FirstGroup shares have plummeted as a result of the pandemic, with the operator now worth around £485m.

The auction followed an acrimonious campaign by Coast Capital Management, the FTSE 250 firm’s biggest shareholder, culminating in the ousting of Wolfhart Hauser, the chairman, in May last year. David Martin, the former boss of rival Arriva, was appointed in his place.

At the time, the US activist was supported by a number of Square Mile fund managers, such as Columbia Threadneedle and Schroders.

The Telegraph can reveal that Coast now plans to vote against the re-election of the board at FirstGroup’s annual general meeting on Sept 15.

However, while “frustration” persists among large shareholders this side of the Atlantic, City sources said a major revolt was not on the cards, with many confident Mr Martin could deliver on his promise to sell off the US assets.

It is expected that a deal will be agreed by the end of this year, ahead of formal completion in the second quarter of 2021, they added.

James Rasteh, Coast’s chief investment officer, criticised FirstGroup bosses over a decision not to obtain additional breathing space from its banks earlier this year.

“[It is] the only one of its peers to issue a ‘material uncertainty statement’,” he said. “Investors must hold both Matthew Gregory and David Robbie, the CEO and chairman of the audit committee respectively, and deemed financial experts, responsible. There are clearly improvements still to be made to the board and top management team. The divisional managers we have deep faith in.

“The company has great assets that clearly do not belong together. Investors have for years advocated for a sale or spin-off of the North American assets to unlock material value, and the board has fought its own investors, and destroyed value, every step of the way.”

Mr Martin said: “I am confident the board has the necessary mix of skills, experience and knowledge to unlock material value for all shareholders through the sale of our North American businesses.

“We are intent on achieving this sale without distraction or delay, and are encouraged by significant interest from potential buyers.

“Since the start of the pandemic, we have taken swift and decisive actions to protect the business for the longer term. We have increased our available liquidity and we will continue to do all that is necessary to ensure the group is in the most robust position possible to deliver on our strategic plans.”

Brookfield, Apollo and KKR declined to comment. I Squared did not respond to a request for comment."
 

Volvodart

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New Managing Director for First Bus


https://www.firstgroupplc.com/news-and-media/latest-news/2020/10-09-20.aspx

10 Sep 2020

Giles Fearnley, First Bus Managing Director, has decided to retire after a long and successful career in public transport. He will be succeeded by Janette Bell who joins the Group in October.

Giles has been Managing Director of First Bus since February 2011. Since then, he has led a transformation of our customer offering including greater digitisation as well as investment in fleets and systems. In 2018, we became the first major operator to offer contactless payment on all our buses nationwide. Under Giles’s leadership the business also developed a strong approach to partnerships in the communities we serve, by working closely with local authorities and all our stakeholders to deliver thriving bus services that are vital to local prosperity and sustainable growth, through reducing congestion on the roads, improving air quality and helping to lower carbon emissions. In July this year, we announced our commitment to operate a zero-emission fleet by 2035 and do not plan to purchase any diesel buses after December 2022.

Janette was previously Chief Executive Officer of P&O Ferries. Having joined them in 2012 as Commercial Director, she was a key part of the executive team that devised and led a significant transformation of the business, including resetting the commercial agenda and delivering a profitable e-commerce strategy. She became CEO in 2018, and under her leadership the company delivered a significant change programme, establishing a new on-board proposition for customers, driving greater efficiencies and placing its first order for new ferries in over a decade. Most recently Janette led P&O Ferries through extensive preparations for the UK leaving the EU and its response to the coronavirus pandemic.

FirstGroup Chief Executive Matthew Gregory commented:

“I am delighted Janette Bell is joining us as First Bus Managing Director. She brings vast experience and a strong track record in creating and delivering successful customer and commercial strategies, making her the right person to build on the progress achieved so far as we work towards our ambition to be the partner of choice for innovative, sustainable transport. Vibrant local transport networks are critical to economic growth and I know Janette will ensure our customers receive the best possible service and that our buses continue to play a key role in supporting communities to deliver a connected, healthy and zero-carbon world.

“I’d like to thank Giles Fearnley for his immense contribution to FirstGroup and the wider public transport sector. His leadership during the coronavirus crisis has helped ensure First Bus can continue to provide essential services and emerge from the current situation in the most robust position possible. We have all benefited greatly from his experience and knowledge over time, and he leaves with our warmest wishes for a long and happy retirement.”

Janette Bell commented:

"I'm delighted to be joining First Bus and excited about the opportunities that lie ahead. I know there is a bright future for the high-quality, low-carbon services that we bring to communities across the UK. I look forward to continuing the work of the team as we provide better and simpler journeys for our customers, and create a stronger, successful and sustainable business for the future.”

Giles Fearnley commented:

“It has been a great privilege to lead First Bus for approaching ten years. With the recent advances we have made in our innovative customer offering; strong partnership working with local authorities and now with our roadmap to a zero-emission fleet in place, it is the right time for me to retire and hand over to Janette who, with the help of our dedicated and hard-working team, will ensure that First Bus maintains its critical role in our communities for years to come.”

Janette will join First Bus on 26 October enabling a handover process to take place between her and Giles, who will leave later in the year.



Notes

About Janette Bell


Janette joined P&O Ferries as Commercial Director in 2012. She was later appointed Managing Director, repositioning the business for growth through the development and delivery of a range of customer value propositions and strategies, before becoming CEO in January 2018. Janette is also a non-executive director of Grainger plc.

Prior to joining P&O Ferries, Janette was Sales & Marketing Director for Hammerson plc, the property development and investment company. She held senior executive positions within Centrica, including Director of Sales & Growth for British Gas. Her career began at Tesco, where she was a graduate trainee, before becoming a consultant at Pricewaterhouse Coopers. She has an MBA from the University of Stirling and completed her undergraduate degree in Biochemistry from Warwick University.


About Giles Fearnley

Giles’s career in passenger transport spanned several decades. In 1991 he led a management buy-out of Blazefield Holdings which operated bus networks principally across Yorkshire and Lancashire. He remained as Chief Executive for two years following the group’s sale to Transdev plc in 2006. In the mid-1990s he moved to the rail sector and was one of the founders of Prism Rail plc, which operated four UK passenger rail franchises, and led that group prior to the sale in 2000 to National Express. He then served as Chairman of Grand Central, the open access rail operator, prior to its sale to DB in 2011. At various times, Giles has served as Chairman of the Association of Train Operating Companies and President and then Chairman until 2011, of the Confederation of Passenger Transport.

About First Bus

FirstGroup is one of the UK’s largest bus operators with around a fifth of bus services outside London. A fleet of some 5,200 buses carries approximately 500m passengers annually, serving two thirds of the UK’s 15 largest conurbations. We also operate the Aircoach network in Ireland. Making journeys easier for our customers, we were the first national bus operator to accept contactless card payments across all of our services. Our most recent investments are in new, state-of-the-art buses across our key networks. We work proactively with our local authority partners, making a positive impact on air quality, tackling congestion and improving customer experience. We are focused on First Bus becoming a leader in the transition to a low-carbon future and are committed to operating a zero-emission bus fleet by 2035.

About FirstGroup

FirstGroup plc (LSE: FGP.L) is a leading provider of transport services in the UK and North America. With £7.8 billion in revenue in 2020 and around 100,000 employees, we transported 2.1 billion passengers. Whether for business, education, health, social or recreation – we get our customers where they want to be, when they want to be there. We create solutions that reduce complexity, making travel smoother and life easier. We provide easy and convenient mobility, improving quality of life by connecting people and communities. Each of our five divisions is a leader in its field: In North America, First Student is the largest provider of home-to-school student transportation with a fleet of 43,000 yellow school buses, First Transit is one of the largest providers of outsourced transit management and contracting services, while Greyhound is the only nationwide operator of scheduled intercity coaches. In the UK, First Bus is one of Britain's largest bus companies with 1.4 million passengers a day in 2020, and First Rail is one of the country's most experienced rail operators, carrying 340 million passengers in the year. Visit our website at www.firstgroupplc.com and follow us @firstgroupplc on Twitter.
 

TheGrandWazoo

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Given the news on James Freeman at First West of England retiring, I had wondered about Giles Fearnley going.

Tbh, his tenure is a bit of a mixed bag. I think like most fair-minded people, we'd have hoped that First Bus would be in a better state than it is. The recruitment of some good industry figures has been reflected in the transformation of some OpCos but some of them (South Yorkshire, Greater Manchester, Essex) are no further forward or have regressed in that time.

There have been some successes (as alluded to) and there has been some progress in streamlining back-office and corporate functions as well as the roll-out of ticketing technology etc.

We also have to remember just how bad First Bus was when he took over. Also, he had to preside over getting a fleet to meet the DDA deadlines with huge fleets of Olympians, step floor and early non-DDA low floor Darts etc, thanks to underinvestment in preceding years, and doing that against a backdrop of continued financial constraint (even with the rights issue).
 

Robertj21a

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Given the news on James Freeman at First West of England retiring, I had wondered about Giles Fearnley going.

Tbh, his tenure is a bit of a mixed bag. I think like most fair-minded people, we'd have hoped that First Bus would be in a better state than it is. The recruitment of some good industry figures has been reflected in the transformation of some OpCos but some of them (South Yorkshire, Greater Manchester, Essex) are no further forward or have regressed in that time.

There have been some successes (as alluded to) and there has been some progress in streamlining back-office and corporate functions as well as the roll-out of ticketing technology etc.

We also have to remember just how bad First Bus was when he took over. Also, he had to preside over getting a fleet to meet the DDA deadlines with huge fleets of Olympians, step floor and early non-DDA low floor Darts etc, thanks to underinvestment in preceding years, and doing that against a backdrop of continued financial constraint (even with the rights issue).

A fair summary. First Group was in such a state post-Lockhead that it was always going to take many years to make significant progress. He clearly achieved a lot but it still felt that it was never quite on target. It's a bit ironic that there seems to have been more real progress in the past few months, under a guy from Arriva.
 

DragonEast

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Given the news on James Freeman at First West of England retiring, I had wondered about Giles Fearnley going.

Tbh, his tenure is a bit of a mixed bag. I think like most fair-minded people, we'd have hoped that First Bus would be in a better state than it is. The recruitment of some good industry figures has been reflected in the transformation of some OpCos but some of them (South Yorkshire, Greater Manchester, Essex) are no further forward or have regressed in that time.

There have been some successes (as alluded to) and there has been some progress in streamlining back-office and corporate functions as well as the roll-out of ticketing technology etc.

We also have to remember just how bad First Bus was when he took over. Also, he had to preside over getting a fleet to meet the DDA deadlines with huge fleets of Olympians, step floor and early non-DDA low floor Darts etc, thanks to underinvestment in preceding years, and doing that against a backdrop of continued financial constraint (even with the rights issue).
Don't be so unfair! Essex got two shiny new bus depots in that time (and we got expensive flats in one case, but at least the new town centre residents don't have to use the buses, though in the other case we're waiting forever, like for their buses). So what if that was their chosen priority rather than improving the fleet like everyone else? It's still a £multi-million investment and in the UK we have to be grateful for anything. (Chelmsford was probably opportunistic, and none the worse for that at the time, though kept the bus station the wrong side of a low bridge. Colchester is harder, beyond desperation to get rid of a 3 sites split, but to create the largest superdepot in an area with strong competition, a large rural hinterland and the Clacton basketcase on the doorstep? Someone's rose tinted glasses needed cleaning! And not Giles' fault if they forgot about the easterly winter winds when locating the bus washes. It just means the buses spend half the year caked in filth. At least then it makes no difference, whatever their age. And when they did invest in fleet, who realised the Stansted bubble would burst, or that regular commuters and shoppers might try to use a holidaymakers' service? So unfair. The passengers ought to be more patient and learn to behave themselves. Waiting is our national pastime.
 
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TheGrandWazoo

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Don't be so unfair! Essex got two shiny new bus depots in that time (and we got expensive flats in one case, but at least the new town centre residents don't have to use the buses, though in the other case we're waiting forever, like for their buses). So what if that was their chosen priority rather than improving the fleet like everyone else? It's still a £multi-million investment and in the UK we have to be grateful for anything. (Chelmsford was probably opportunistic, and none the worse for that at the time, though kept the bus station the wrong side of a low bridge. Colchester is harder, beyond desperation to get rid of a 3 sites split, but to create the largest superdepot in an area with strong competition, a large rural hinterland and the Clacton basketcase on the doorstep? Someone's rose tinted glasses needed cleaning! And not Giles' fault if they forgot about the easterly winter winds when locating the bus washes. It just means the buses spend half the year caked in filth. At least then it makes no difference, whatever their age. And when they did invest in fleet, who realised the Stansted bubble would burst, or that regular commuters and shoppers might try to use a holidaymakers' service? So unfair. The passengers ought to be more patient and learn to behave themselves. Waiting is our national pastime.

Again, I struggle to work out what you're actually trying to say not least given the whirl of obtuse rambling sentences.

A few interesting points. In respects of Chelmsford, that deal was done in 2003/4. That was when Giles was MD of Blazefield, about 7 years before Giles' tenure at First commenced in 2011 so how's he influenced that?

As for Colchester.... the strong competition being Go East (lost over £1.1m in the last accounts) and Arriva who didn't want the depot, sold it to TGM and then got it back when they bought TGM Group and now have about 35 mainly elderly Darts/e200s save a handful of Streetlites (of which a couple are for the tendered Braintree to Stansted route).

Also, I don't know how to respond in relation given this comment....

The recruitment of some good industry figures has been reflected in the transformation of some OpCos but some of them (South Yorkshire, Greater Manchester, Essex) are no further forward or have regressed in that time.

....so I'm really not certain about things being rose tinted.

Think you might be guilty of posting without due care and attention :lol:
 

overthewater

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Has the Sell of US operations been put on hold again, its been 2 months and nothing has been said? is it all covid related or election?
 

DragonEast

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Again, I struggle to work out what you're actually trying to say not least given the whirl of obtuse rambling sentences.

A few interesting points. In respects of Chelmsford, that deal was done in 2003/4. That was when Giles was MD of Blazefield, about 7 years before Giles' tenure at First commenced in 2011 so how's he influenced that?

As for Colchester.... the strong competition being Go East (lost over £1.1m in the last accounts) and Arriva who didn't want the depot, sold it to TGM and then got it back when they bought TGM Group and now have about 35 mainly elderly Darts/e200s save a handful of Streetlites (of which a couple are for the tendered Braintree to Stansted route).

Also, I don't know how to respond in relation given this comment....



....so I'm really not certain about things being rose tinted.

Think you might be guilty of posting without due care and attention :lol:
I know it's the dialogue of the deaf. I quite understand you've never visited Essex. That's fine. No reason to do so. It's as boring as hell.

But it's a populous area, and First Essex run frequent services across a comprehensive network, so what the heck would you expect the "better" management to do? They've had endless recovery plans to tackle reliability after they were hauled before the TC a few years back. They've done whatever the passengers have asked for. Of course they reduce costs. What else are they supposed to do with insufficient income to sustain their expensive network, without subsidy? Any fool can spend money they haven't got. Essex doesn't have tourism to come to the rescue.

As FSW prove every time (and Eastern Counties for that matter, or Stagecoach East or Arriva Shires) with enough passengers we can do (almost) anything. Though as I have noted previously, none of them run as intensive a network or to a service pattern as frequent as First Essex.

Without passengers, which is the First Essex problem, nothing works. For most of the day their buses run nearly empty, and less than half full in peaks, even before COVID. At least nothing works in the absence of massive subsidy which is not available to the Home Counties. Essex have cut the fringes of their network. Cut the core and surely they risk losing even more passengers and income!

So of course COVID grant is a godsend. Perhaps the Tory money tree will make it permanent, so we can save the planet as Boris apparently wants for his new friend across the pond.

To a lesser degree everyone has the same problems in the South East, but at least everyone else usually have more other successful services to ease the pain, whether like Cambridge itself, or on the Arriva core network.

Why don't Kernow run a comprehensive commercial network across North Cornwall. For the same reason I'd suggest? There are plenty of people travelling (or were when I visited), but not on the buses.

What is so hard to understand?
 
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TheGrandWazoo

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I know it's the dialogue of the deaf. I quite understand you've never visited Essex. That's fine. No reason to do so. It's as boring as hell.

But it's a populous area, and First Essex run frequent services across a comprehensive network, so what the heck would you expect the "better" management to do? They've had endless recovery plans to tackle reliability after they were hauled before the TC a few years back. They've done whatever the passengers have asked for. Of course they reduce costs. What else are they supposed to do with insufficient income to sustain their expensive network, without subsidy? Any fool can spend money they haven't got. Essex doesn't have tourism to come to the rescue.

As FSW prove every time (and Eastern Counties for that matter, or Stagecoach East or Arriva Shires) with enough passengers we can do (almost) anything. Though as I have noted previously, none of them run as intensive a network or to a service pattern as frequent as First Essex.

Without passengers, which is the First Essex problem, nothing works. For most of the day their buses run nearly empty, and less than half full in peaks, even before COVID. At least nothing works in the absence of massive subsidy which is not available to the Home Counties. Essex have cut the fringes of their network. Cut the core and surely they risk losing even more passengers and income!

So of course COVID grant is a godsend. Perhaps the Tory money tree will make it permanent, so we can save the planet as Boris apparently wants for his new friend across the pond.

To a lesser degree everyone has the same problems in the South East, but at least everyone else usually have more other successful services to ease the pain, whether like Cambridge itself, or on the Arriva core network.

Why don't Kernow run a comprehensive commercial network across North Cornwall. For the same reason I'd suggest? There are plenty of people travelling (or were when I visited), but not on the buses.

What is so hard to understand?
Not deaf on my part - I have tried to understand what you mean but the complex raft of idioms, imprecise statements and other verbiage make it difficult to understand. So to clarify...

What do you actually want First Essex to actually do?

(FWIW, it's wrong to say I've never visited Essex. The paternal side of the family go back hundreds of years living by the Blackwater Estuary. Just that with the exception of First Leicester, First Essex is the only other OpCo that I've not been on in the last couple of years)
 

DragonEast

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Fair points. It's hard to know what First Essex should do. It's a very difficult area for buses, not least because of the neglect and mismanagement of the strategic and local highway network. From observation, I strongly suspect that when First imported the former London management they had a strong preference to create a Met style operation. Wrong answer. It's been tried by virtually every other operator in the northern Home Counties, and failed every time. There aren't the subsidies, or the passengers.

What now? I'm sure they'd like to get out but how? They've made a faltering start with Clacton and around Braintree. Stephensons and Ensign are careful what they do, and even more careful what they don't. First Essex are a good collection of all the "problem" routes.

If I were one for conspiracy theories, which I'm not, I would wonder if indeed the freshly repainted EN livery bus is being transferred to Kernow, it's a prelude to a disposal of the orphan,
underperforming and convoluted Colchester ops to Go-Ahead? I just can't see how they'd agree on price. Unless First really are desperate.

I don't think Steve Wickers is a bus romantic, with form with Northampton and the savage pruning of the old Eastern Counties. But what were First Essex doing to plan for the future whilst ECs former MDs were making their shrewd moves with Excel and the Norwich Network? I don't know who is running Essex these days, though a fair few longstanding names are now appearing in the Norfolk East Coast ops.

To do anything with Essex, I wouldn't start from here. I think their network is just about as an inefficient a use of resources as it could be. So they are, and have been for a decade, treading water. Perhaps any change is just too controversial. Digging ourselves into a hole is often the easy bit, getting out is hard. But perhaps easier bringing a fresh pair of eyes to the problem?

I've mentioned some of the issues before: usually estates served by two, three or more routes running along close or parallel routes within a few hundred metres, and cross town routeis hampered by multiple congestion pinch points, in a conurbation environment; and the standard minimum half hourly interurban network, where competitors in neighbouring counties provide hourly services. I'd have no problem if it were all justified by passenger usage, but it certainly doesn't usually look like it.

Doesn't help at all, I know. But I think with many similar issues, Arriva Shires and Essex and Stagecoach East (beyond Cambridge Central) have made a better job of it, even with limited resources, (disappointing many passengers along the way, I know). Despite the criticism, Essex have tried to do what passengers have asked for. Perhaps too much?

Arriva and Stagecoach are now too ensconced with their own problems in the East. I'm rambling and repeating myself, but does that help?

Perhaps I've missed the most important point. If Essex had their own 20:20 Vision plan what would it say? The world isn't standing still.

North Essex needs two new towns to accommodate government housing targets. The Local Plan is stalled because the inspectors were unconvinced sustainability was addressed. What if anything does Essex's bus operator have to contribute? Perhaps it's what matters? (apart from Coronavirus and Brexit, obviously). We can't just wait for the tourists.
 
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TheGrandWazoo

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Fair points. It's hard to know what First Essex should do. It's a very difficult area for buses, not least because of the neglect and mismanagement of the strategic and local highway network. From observation, I strongly suspect that when First imported the former London management they had a strong preference to create a Met style operation. Wrong answer. It's been tried by virtually every other operator in the northern Home Counties, and failed every time. There aren't the subsidies, or the passengers.

What now? I'm sure they'd like to get out but how? They've made a faltering start with Clacton and around Braintree. Stephensons and Ensign are careful what they do, and even more careful what they don't. First Essex are a good collection of all the "problem" routes.

If I were one for conspiracy theories, which I'm not, I would wonder if indeed the freshly repainted EN livery bus is being transferred to Kernow, it's a prelude to a disposal of the orphan,
underperforming and convoluted Colchester ops to Go-Ahead? I just can't see how they'd agree on price. Unless First really are desperate.

I don't think Steve Wickers is a bus romantic, with form with Northampton and the savage pruning of the old Eastern Counties. But what were First Essex doing to plan for the future whilst ECs former MDs were making their shrewd moves with Excel and the Norwich Network? I don't know who is running Essex these days, though a fair few longstanding names are now appearing in the Norfolk East Coast ops.

To do anything with Essex, I wouldn't start from here. I think their network is just about as an inefficient a use of resources as it could be. So they are, and have been for a decade, treading water. Perhaps any change is just too controversial. Digging ourselves into a hole is often the easy bit, getting out is hard. But perhaps easier bringing a fresh pair of eyes to the problem?

I've mentioned some of the issues before: usually estates served by two, three or more routes running along close or parallel routes within a few hundred metres, and cross town routeis hampered by multiple congestion pinch points, in a conurbation environment; and the standard minimum half hourly interurban network, where competitors in neighbouring counties provide hourly services. I'd have no problem if it were all justified by passenger usage, but it certainly doesn't usually look like it.

Doesn't help at all, I know. But I think with many similar issues, Arriva Shires and Essex and Stagecoach East (beyond Cambridge Central) have made a better job of it, even with limited resources, (disappointing many passengers along the way, I know). Despite the criticism, Essex have tried to do what passengers have asked for. Perhaps too much?

Arriva and Stagecoach are now too ensconced with their own problems in the East. I'm rambling and repeating myself, but does that help?

Perhaps I've missed the most important point. If Essex had their own 20:20 Vision plan what would it say? The world isn't standing still.

North Essex needs two new towns to accommodate government housing targets. The Local Plan is stalled because the inspectors were unconvinced sustainability was addressed. What if anything does Essex's bus operator have to contribute? Perhaps it's what matters? (apart from Coronavirus and Brexit, obviously). We can't just wait for the tourists.
Without wishing to turn this into a First Essex thread, it does seem that it is one of the OpCos that really needs some concerted effort. Route networks in places like Chelmsford seem inordinately complex. Take the 42 group of services in Chelmsford. A group of routes that are essentially a cross city route from Galleywood to Broomfield Hospital every 10 mins but are then projected to Stansted (hourly) or Braintree (half hourly); that looks like two very different types of route welded together for operational convenience. It's something that you'd expect a new management team to look at and question, and those convoluted patterns seem endemic in that business. As well as making it difficult to be reliable, how do you go about marketing it?

That they have challenges in recruitment and congestion (as per much of the South East) is without question but it's not beyond redemption. The region is economically better than, say, South Yorkshire. First have shown that they can reinvigorate businesses such as FSW and FWoE. If First South West can do things differently (and that was much more of a basket case), then there is scope; Essex has a reasonable council (not brilliant but not bad) and there are opportunities to exploit.

However, as an outsider looking in, I'd agree that they seem to be treading water. Aside from the Airport services, there's little in terms of product development or marketing. If there's a plan to break the cycle, it isn't apparent, instead relying on a few mid-life cascades, and religiously still repainting stuff in Urban, aside from a few heritage schemes to keep the gricers happy even if the general public really couldn't give a monkeys about Westcliff on Sea, a firm that disappeared in 1952 or something. As with Nigel Eggleton and the Midlands team taking on First South Yorkshire, some new faces is probably what Essex needs and to bring in some of the best practice that has been shown to deliver benefits in places like Cornwall and Bristol.

You mention Go Ahead and Arriva and, to be honest, they are hardly in great shape themselves. I'd be intrigued to see what surgery Go Ahead may undertake on their East business which has lost money hand over fist in recent years. Arriva Colchester is a shadow of an operation (underpinned by the P&R), Harlow has had problems for many a year, and now Southend is being rumoured that it will lose its modern deckers to Leicester. Certainly, First have the critical mass to be able to step in and get those opportunities.

In short, I agree with much of what you say. Where we differ is that you think it's a lost cause; I don't think it is....yet.
 
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Man of Kent

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Messages
590
some new faces is probably what Essex needs
Well anyone who fancies their chances has until 4 December....



First Essex, operating over 16m miles and carrying 27m passengers a year is looking for an outstanding candidate for the newly created role of Commercial Director.


Throughout the COVID pandemic First Essex, supported by its excellent team of around one thousand people, has continued to provide essential services and will continue to play a vital role supporting the wider social and economic recovery across Essex. The role represents a great opportunity to use your leadership skills to put bus at the forefront of that recovery as we attract new and returning customers to our services.


As a key member of the senior team the successful candidate will develop an innovative commercial strategy focussed on delivering a transformational customer experience and culture change to maximise revenue opportunities. You will also champion the use of data and insight led approach to develop efficient and reliable bus networks in line with passenger demand.


By working collaboratively with other commercial leaders, you will also play a key role influencing and contributing to the success of the wider First Bus division.


Based in Chelmsford the role will report to the Managing Director, and will lead the teams that deliver Marketing, Commercial Development, Pricing and Network Planning across First Bus's business in Essex.


We're looking for an experienced, customer-focused leader with a collaborative style, a strong commercial acumen and someone who's not afraid to challenge the status quo. But we also need someone who can quickly get to the root of a problem and who's not afraid to get stuck into the detail. Experience of the bus industry is not essential.


Interested? Click on apply and complete an application form!





Applications close Friday 4th December 2020
 

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