expr

ess Moving on to

the next levelRichard Bowker examines the Group’s successes and future outlook

InterCity East CoastNew rail franchise is awarded toNational Express

Family travel by coach Children take centre stage

NOVEMBER 2007

FOR EMPLOYEES OFNATIONAL EXPRESSGROUP PLC

WWhat’s in a brand?National Express Grouprebrands

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02UPFRONT

CONTENTS MARKET WATCH

The latest UK GovernmentWhite Paper on rail,Delivering a SustainableRailway, sets out itsinvestment plans to enablefuture growth on the UK railnetwork. After record levelsof growth – 40 per cent –from 1997-2006, theGovernment has establisheda strategy to addresscapacity increases andovercrowding. Its ambition isfor a railway that:• can handle double today’s

traffic• is even safer, more reliable

and efficient than today• can cater for a more

diverse, affluent anddemanding population

• has reduced its carbonfootprint and improvedenvironmentalperformance.

To meet these objectives it is planning to invest £10 billion in enhancingcapacity from 2009-2014.Major projects includefunding an additional 1,300carriages; the £5.5 billionThameslink programme; a£600 million congestion-busting programme atReading and BirminghamNew Street stations; a £150 million stationmodernisation programmeand £200 million to developa strategic rail freightnetwork.

Other initiatives includesmartcard ticketing, settingtargets for carbon footprintreductions and advancedpreparatory work on a newIntercity Express train andnew signalling systems.

07

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National Express Group PLC75 Davies Street, London W1K 5HT+44 (0)20 7529 2000www.nationalexpressgroup.com

For career opportunitiesrefer towww.nationalexpress.com/nx/cc

express is published for National Express Group employees

Managing editor:Alison Flynn+44 (0)20 7529 2040aflynn@natex.co.uk

Local contacts:UKKatie Wilcock, London+44 (0)20 7529 2036kwilcock@natex.co.uk

SpainPablo Gómera +34 9 17 54 65 06pgomera@alsa.es

North AmericaTiffini Bloniaraz +1 630 435 8048tiffini.bloniarz@nationalexpresscorp.com

CONTACTS

07 The kids are all rightHow National Express Coaches isleading the way in family travel

08 Welcome to National Express East Coast…What lies ahead for the prestigiousInterCity East Coast rail franchise

10 Moving on to the next levelGroup Chief Executive Richard Bowkerexplains his vision for the Group

12 The smarter airport transfer service express unveils a new product that’s making travel simpler for visitors to London

13 Cream of the cropexpress reveals the nominationsfor the 2007 Express Awards

14 How we’re shrinking our carbon footprint…Nick Coad, Head of Group EnvironmentalStrategy, explains the Group’s currentenvironmental stance

15 A day in the life of:Ian Allison, ‘one’ Chef and Duty CateringManager

16 Taking the responsible routeHow Group employees are enhancingquality of life in their communities

18 On the ballFootball Association (FA) Chief ExecutiveBrian Barwick reveals the FA’s community impact, plus Gary Neville talks about his travel experiences

20 Learning the Alsa wayGraduate trainee Davina Bajorekexamines working life in Spain

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03NEWS

SUPERLOO FOR COACHES

IN BRIEFREBRANDING

In today’s fast-moving world, whenevery second counts, 67 per cent ofpeople claim to have inspirational ideasor brainwaves on the toilet, according toresearch commissioned by NationalExpress Coaches.

The survey also showed 64 per centhave read a book, 57 per cent have hada telephone conversation and one in 12people have read their BlackBerry whileon the loo.

These toilet tales were unearthedduring research the company undertookas part of the development of a new loofor its latest tri-axle coaches.

The finished product is a unique,luxury coach toilet which is brighter,more spacious and more appealing.

It features light emitting diode (LED)mood lighting, a window, an airreplacement system, a mirror, plusautomatic taps, an air dryer and liquidsoap dispenser to ensure the highesthygiene standards are maintained.It also has rounded corners and aminimalist layout that makes it veryeasy to clean.

The toilet has been developed by theNational Express engineering team inconjunction with external designconsultants Blake Cotterill andPortuguese company, Alma Design.

Pause forthought

National Express Group is taking theopportunity to lead the UK transportmarket by developing its brand.

All the Group’s UK companies willcome together under one umbrellabrand that the company believes willhelp drive new and improvedrelationships with customers andemployees and deliver better businessbenefits.

The move follows a full review of thecompany’s brands and includes researchwith more than 2,000 consumers and250 internal stakeholders includingemployees at every level in the Group.

National Express’s familiar coachbrand is already a household name. Ithas just achieved Superbrand status forthe second successive year and wasranked 294th in the list of official top

500 UK brands for 2007/8 ahead ofWaitrose, Virgin Trains, Flora, Hotpointand Body Shop. It is this status that theGroup is now building on to extendthose brand benefits to its rail and busoperations, and to help develop itsprofile as it becomes more customerand marketing focused. The new logo isan evolution of the famous coachidentity, which has been brought up todate with a new font but retains theiconic red, white and blue colours.

The new design, developed by theGroup with external consultants CHIand other experts, features the wordsnational express using an attractive,contemporary font which, for mostGroup businesses, will be followed bythe operating name. This will becomplemented by an additional livery

device called “connections” – a series ofsilver lines linking separate dots,symbolising customer “touch points”.

The Group is also focused on deliveringan improved proposition and new look,so that customers experience high qualitycustomer service and see a tangibleimprovement, not just a new logo.

Group Chief Executive RichardBowker says: “While we are proud ofour ‘new look,’ rebranding is not justabout liveries and logos. The revitalisedbrand will be both a symbol andexpression of our commitment to ourcustomers. Rebranding will bring hugebenefits across the business, as it willgive the Group greater visibility amongpartners and stakeholders.”

Rebranding will start in mostbusinesses by early 2008.

RECOGNITIONFOR USLYNCHPIN

John Elliott,Executive VicePresident, ServiceDelivery, NorthAmerica forNational ExpressCorporation,recently gainedrecognition for his long-termcontribution to the National SchoolTransportationAssociation ofAmerica (NSTA), theonly nationalorganisationrepresenting theinterests of private schooltransportationmembers thatmanage thetransportation ofstudents to andfrom schools onbehalf of US schoolbus boards.

He has beennamed by SchoolBus Fleet magazineas its Contractor ofthe Year for 2007.

WE’REETHICALLYDRIVENNational ExpressGroup has beencited as one ofBritain’s top ethicalcompanies, havingbeen placed 14thout of the best20 firms in theFinancialTimes/StockExchange 350 listfor ethical issues.

The rating isbased on a surveycompiled by theEthical InvestmentResearch Service inconjunction withCo-operativeInvestments.

National Express rolls out new brand

Travel West Midlands (TWM) andCentro, the West Midlands PassengerTransport Executive, have signed avoluntary partnership agreement tofurther improve bus services in theregion. The agreement covers the 1, 377,451, 934, 993 and 997 routes throughBirmingham, Walsall and WestBromwich which will see faster andmore frequent services.

Passengers will also benefit from anenhanced bus cleaning regime, new andrefurbished vehicles, on-board CCTV andreal-time bus stop information, as well

as the provision of 149 new, plus anumber of refurbished, bus shelters.

The improved services are backed bya Passenger Charter, which gives TWMcustomers an outline of what they canexpect from their service.

Geoff Inskip, Chief Executive ofCentro-WMPTA, says: “Passengers wantmore frequent services that are safe,affordable, clean and accessible.Through this partnership, we will worktogether to provide high-quality serviceswhich should enable us to growpatronage.”

WEST MIDLANDS TRAVEL PARTNERSHIP

L-R: Group Chief Executive Richard Bowker with Geoff Inskip

New bus partnership forWest Midlands

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04NEWS

Midland Mainline Chef Steward Terry Foster (above) has served his last GreatBritish Breakfast after nearly 50 years’ service to the railway industry on theDerby to St. Pancras route, having served everyone from Sir Alex Ferguson toBrian Clough and Princess Margaret to Tommy Cooper. However, the retiredchef’s whites will still be used at home in Sinfin, Derby, where he does themajority of the cooking!

Family travelimprovements– turn to page 7

Commuting thegreen wayA brand new service has beenlaunched by National Express Coachesto tempt London-bound commuters touse a coach to get to work.

Commuter Coach runs from MiltonKeynes to Canary Wharf, with drop-offpoints at six convenient centralLondon locations.

With lower carbon emissions perpassenger kilometre than equivalentjourneys by car or train, the newservice is an altogether greener optionfor commuters, who will be able tospend valuable time on board eitherrelaxing or working.

The coaches feature luxuriousreclining leather seats, an at-seat deskand power socket, free wi-fi and dailynewspapers which have beenprovided to ensure the journey is ascomfortable, stress-free andproductive as possible.

The new service is alsoconsiderably cheaper than othertransport modes, with an annualseason tickets costing just £1,600 forthe coach compared to £8,047 a yearfor driving and parking at CanaryWharf.

Dave Watkin, Sales and MarketingDirector for National Express Coaches,says: “Throughout Europe, and inparticular in Spain, travelling to andfrom work by coach is especiallypopular. National Express, throughextensive research, believes that asimilar service in the UK, whichprovides commuters with a cost-effective, reliable workingenvironment will be warmly received.If this is the case, we envisage rollingthe Commuter Coach services out toother major UK cities.”

ALSALAUNCHES M-TICKETS Alsa is now offeringits customers theoption of buyingtickets by mobilephone.

By keying-inalsamovil.es on theirmobile phone andentering departurepoint, type of ticketrequired,destination anddates and preferredtime of departure,the customer onlyhas to enter theirpersonal data, BUSPlus card numberand credit cardconfirmation tocomplete atransaction.

JON’S IDEABEARS FRUIT

The 2005 intake ofNational ExpressGroup graduateshas completed theGroup’s two-yeargraduate trainingscheme. At a recentgala graduationevening, GroupChief ExecutiveRichard Bowkerpresented a prize tothe graduatewinning the Group’sannual OutstandingAchievementAward. This year’swinner wasJonathan Pollard,who developed abusiness case for anew product aimedat students, calledCampus Hoppa.

IN BRIEF

TERRY BOWS OUT WITH A BANG(ER)

COMMUTER COACH

New dawn: the Commuter Coachat Milton Keynes

State-of-the-art new buses andcoaches are now entering service onkey routes following a £69 million orderfor new vehicles by the Group for its UKbus and coach operations.

The 480 low-floor vehicles are fittedwith fuel efficient clean-burn enginescompliant with the Euro IV low exhaustemissions standards and run on low-sulphur diesel. All have on-board CCTV.The order will result in a sustainedimprovement in the quality of NationalExpress Group’s bus and coach fleets,

and full accessibility for all customers –including wheelchair users – in theWest Midlands and Londonmetropolitan areas.

Manufacturers Scania andAlexander Dennis are supplying thenew vehicles over a three-year period.The Scania order, worth £43 million, isfor single and double-deck buses andCaetano Levante coaches. TheAlexander Dennis order, worth £26million, comprises both single anddouble-deck buses.

NEW VEHICLE ORDER

£69 million investment paves theway for sustained improvement

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05

NORTHAMERICAEXPANSIONIn the UnitedStates, NationalExpress Corporationhas secured schoolbus contracts forthe 2007-8 schoolyear in the newlocations ofChattanooga,Tennessee;Charleston, South Carolina;Carpentersville,Illinois; Troy, NewYork; Johnston,Rhode Island; IowaCity and PleasantValley, Iowa;Crowley, Texas andPort Gibson/Claiborne County,Mississippi.

The Corporationhas also acquiredthe 500-strong fleetand operations ofMurphyTransportation inNew Jersey, andOntario (Canada)operators DundasBus Service andHogan Bus Service.It has alsoexpandedoperations throughorganic growth inIndiana andMissouri.

DOUBLE JOYexpress magazine,written, designedand produced byLondon-basedBeetroot Publishingon behalf ofNational ExpressGroup, received twoprestigious Awardsof Excellence at theCommunicators inBusiness Awards inthe internalpublications andbest designcategories formagazines.

Two National Express Group trainoperating companies scoopedprestigious awards at the National RailAwards 2007 event held at London’sGrosvenor House Hotel. The awardscelebrate excellence and achievement inthe UK rail industry.

Silverlink Metro won the LondonTeam of the Year award (given inassociation with Transport for London)plus the Sir Robert Horton Safety Award,and ‘one’ received the PuttingPassengers First award (given inassociation with Passenger Focus).

Supra show!A brand-new Supra class coach has beenlaunched by Alsa in Spain.

The first of a fleet of 17 state-of-the-art Mercedes-Benz engined vehicles wasexhibited at the Feria Internacional deMuestras de Asturias (FIDMA) tradeshow at Gijón in August. The new coachis one of the most advanced on themarket and is bristling withtechnological and safety advancesincluding SPA (a warning system thatalerts the coach driver when his vehicle isat the edge of a lane), DBL (a continuousbraking limiter, preventing speed limitover-run, even on slopes) and ART (adistance regulation device, whichadjusts the speed of the vehicle inrelation to the distance from the vehiclein front).

Each coach has 38 luxury leatherseats with wide footrests andincorporates 10 movie monitorsthroughout, as well as individual at-seatsound systems and power points. Asignificant innovation is the provision offree wireless Internet access for allpassengers.New airconditioningand heatingsystemsprovideenhancedcomfort.

‘one’scoops twoawards forinnovation National Express Group train company‘one’ won the Customer Service Awardat the 2007 Rail Innovation Awards forthe on-board catering service it provideson the Norwich to London route,reflecting the efforts of the cateringteam to develop its innovativecustomer-focused service with newbuffet carriages, additional trolleyservices during the morning andafternoon peaks, and furtherimprovements to its restaurant service.

‘one’ also secured a runner-up awardin the marketing category for its “Let’sGo” campaign run in association withEast of England Tourism, which raisedawareness of rail travel in the Easternregion and generated a significantincrease in leisure travel to the area.

Passenger focus reaps rewards for Group companies

Putting Passengers First is a newaward aimed at recognising andrewarding excellence, best practice andinnovation in customer service in therail industry, whereby an organisation,team or individual demonstrates thatthey have gone “over and above the callof duty” to deliver customer satisfaction.‘one’s programme in East Anglia of re-staffing rural stations was a majorcontributor to clinching the award.

Silverlink County received the judges’special commendation in theMaintenance Team Of The Year category.

IN BRIEFNEW ALSA COACH NATIONAL RAIL AWARDS

RAIL INNOVATION AWARDS

The ‘one’ team with the Putting Passengers First award

England goalkeeper Paul Robinson was guest of honour at the recentLondonlines Family Fun Day. He is seen aboard a Thames pleasure boat withKaty Newman, Londonlines Employee Relations Officer, who won acompetition to interview him for an internal news bulletin

HEAD TO HEAD

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06INTEGRATION

We welcome National ExpressEast Coast into the Group– turn to page 8

On 1 January 2008, National ExpressGroup will amalgamate its UK bus, coachand trains operations into a singledivision to be headed by the Group’sexisting Chief Operating Officer, RayO’Toole. The new division will be based in Birmingham.

Over the summer months, goodprogress has been made on merging thethree businesses in preparation for thelaunch of the new organisation.

Explaining the rationale for theintegration, Group Chief ExecutiveRichard Bowker says: “At the GroupLeadership Conference back in April,attended by representatives from all ourbusinesses, we agreed our customerpromise – making travel simpler – andthat moving forward we would need towork together very differently to achievethis. The time was right to consider howto bring the separate business divisionsinto a single focused approach. Sincethen, I have given much thought as tohow the business can run in a muchsimpler, clearer way.

“This change will not mean centralcontrol: day-to-day operations will stillbe managed locally. However, there aretoo many examples of the samechallenges being faced by all ourbusinesses but them being addressed incompletely different ways, often withdiffering degrees of success.

“We also have the opportunity togenerate real value for our customers,our people and our stakeholders bytaking advantage of our superb brandand using it not only to provide aconsistent range of products andservices, but also to look to develop newproducts and services in partnershipwith others.”

Ray O’Toole, National Express GroupChief Operating Officer, says: “To do any of this we have to have a

Reesttruccturre herralldss neewbbussinnesss appprooacchA major restructuring of the National Express Group’s UK businesses tocreate one UK division is under way. It is a key part of delivering theGroup’s promise to customers of making travel simpler

commitment and high-quality approachto everything we do, especially if it is tobe more obviously linked to NationalExpress.

“So, in future, there won’t be separateteams developing bus, coach and trainproducts. Instead, a single integratedteam will look at our entire customerbase and design and specify productsand services under the National Expressbrand, such as the development of asingle National Express web portal,rather than separate bus, coach andtrain company websites.

“It will still require all of us tocontinue our focus on the customer,day-in and day-out at the local level, butit will mean that there will be more

“We have tohave acommitmentand high-qualityapproach toeverythingwe do”

consistency and clarity, and support forour people, to really enable them tomake travel simpler. Everyone has avaluable role to play in developing aNational Express approach and therewill be areas to learn from, and bestpractice to teach, so there is scope forplenty of personal development andcontribution from our people.

“We want to ensure our customerscome first, that we make travel simplerfor them and improve the quality oftheir lives. We need to make sure we dothis for our own people, too. The newbranding will help us on our journey.The remainder of 2007 will see usgetting ready for integration, but 2008will be the year of making it happen.”

Ray O’Toole will headup the combined UKdivision

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07FAMILY TRAVEL

How National Express Coaches is leading the way in family travel

As well as making travel simpler forcustomers through a range of market-savvy innovations such as mobile-ticketing, print-at-home tickets andeasy-to-use kiosks, National Expresscoaches is leading the way in children’scoach safety in the UK.

The company is fitting specialseatbelts and providing booster seats soyoungsters up to the age of 14 cantravel in comfort and safety.

The new measures exceed UKGovernment safety legislationintroduced in October 2006 which madeit mandatory for all coach passengers of14 years and above to wear seatbelts.

By the end of 2007, all new coachesjoining the National Express fleet will befitted with special seat belts which canbe adjusted to suit the shape and size ofany child, as well as special Isofixfittings which will allow parents to fixtheir own child car seat to the coachseat base.

Existing coaches will be retro-fittedwith the new seatbelts in a child-

friendly zone of eight seats in a specialconfiguration. This will allow familygroups to travel together with theirchildren. Each National Express coachwill carry a supply of branded boosterseats to enable smaller children to weara seatbelt safely.

DEVELOPMENTThe rollout marks the culmination ofmore than a year’s intensive researchand development work led by theNational Express engineering teamworking in conjunction withcoachbuilders and seat manufacturers.The seating solution adopted is broadlyidentical across the range of coach typesthat the company currently operates.

The safety enhancements have beenapproved by the Road User Safety and

“National Express is the first UK nationalscheduled coach operator to provide theseextra measures enabling all children, fromnewborn babies onwards, to benefit”

Transport Divisions of the UKDepartment for Transport and theVehicle and Operator Services Agency,which have been involved at every stageof the comprehensive development andtesting process.

Paul Bunting, Chief Executive,National Express Group Coach Division,says: “National Express is the first UKnational scheduled coach operator toprovide these extra measures enablingall children, from newborn babiesonwards, to benefit. We have aresponsibility to take the lead on newcustomer-focused initiatives and thisnew safety facility is designed to giveparents and guardians extrareassurance that their children cantravel safely with us.”

Duncan Vernon, Road SafetyManager at the Royal Society for thePrevention of Accidents (RoSPA), says:“RoSPA is frequently contacted byparents concerned about how theycan carry children safely on coaches.This initiative by National Express is tobe welcomed, because it will increasethe number of children who can makeuse of seat belts when travelling bycoach.”

TThe kids areall right

Interior view of a newCaetano Levantecoach showing child’sbooster seat andseatbelt and child carseat fitment

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08THE EAST COAST FRANCHISE

David Franks, Chief Executive,National Express Group Trains Division,says: “One of the biggest changes madeto the bid, based on what stakeholdersand local people said they needed, wasthe introduction of a new direct serviceto Lincoln via the East Coast main line.Lincoln is one of the fastest-growingareas of the UK. Other winning bidideas, which stakeholders welcomed,are faster, more reliable services; morethan 14,000 extra seats; and makingtravel simpler, so that more customerscan buy online, with simpler fares andbetter travel information. Stations willhave clearer, advanced informationequipment and, once on-board,customers will receive excellent servicein contemporary surroundings.”

But that’s just the start of it. Thehard work really starts now. Putting theplans into practice is the job of the EastCoast mobilisation team, based in 207Old Street and in offices now open in

York. The mobilisation team,

comprising members of theoriginal bid team, expertise

from the Trains division andwider Group, now has just

one month to ensureeverything is in place

for the new franchise to start on9 December. That’s 17 differentworkstreams,covering every aspectof running a high-performing railway.

One way thatNational ExpressEast Coast iscontinuing to listento everyone who hasan interest in it, isthrough the “YourEast Coast” website– find out more

about the newest part of theNational Express Group atwww.youreastcoast.co.uk.

Weelccomme to Nattioonal ExpreAs we welcome former GNER employeesinto the Group, express outlines what laysahead for this prestigious rail franchise

PETERBOROUGH

Prinipal ICEC services

Other ICEC services

Other non-ICEC connecting services

Principal stations

Other stationsLONDONKing’s Cross

DONCASTER

LEEDS

YORK

NEWCASTLE

EDINBURGHGLASGOWCentral

FalkirkDundee

QueenStreet

Motherwell

AberdeenInverness

Haymarket

Almmouth Morpeth

Sunderland

MiddlesbroughDarlington

Durham

NorthallertonScarborough

HullSelby

GrimsbyWakefield

HarrogateSkipton

KeighleyBradford

Huddersfield

Retford

Newark

GranthamNorwich

Lincoln

Cambridge

Stevenage

DunbarBerwick-upon-Tweed

There aren’t many projects whichinspire the kind of profile, interest andfascination that the East Coast franchisehas. Since 2006, when the Departmentfor Transport announced it would be re-letting the East Coast franchise early,bringing the current franchise to an endjust two years after it had been re-let, ithas scarcely been out of the headlines.Everyone from broadcaster JoanBakewell to Durham County CricketClub has a view on it. Listening to them,and other people along the route, was akey factor behind the winning approachtaken by the National Express GroupEast Coast bid team.

By the time the Group wasannounced as the winner this August,literally thousands of comments,opinions and preferences had beenlistened to – and put into the winningbid.

12managed stations (11in England, 1 in Scotland).

136 services a day (increasing to 162a day from December 2010).

31 225 (electric) and 9 125 (diesel) trains in the fleet, plus anadditional fleet of IC110 trains from December 2010.

17million passenger journeys per annum, rising to 28million by 2015.

4 hours 40minutes Edinburgh-London journey time. By 2015, this will reduce to 4hours 20minutes for the fastestservices.

3,000employees (approx).

THE FRANCHISE IN NUMBERS

Prinipal ICEC services

Other ICEC services

Other non-ICEC connecting services

Principal stations

Other stations

KEY

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09

BACKGROUND TO THE FRANCHISE

The franchise for the East Coast was first let in1996, when the current Great North EasternRailway (GNER) company was first created.GNER was originally awarded a seven-yearfranchise in April 1996 to run what had beenBritish Rail’s InterCity East Coast division.

The company was later granted a two-yearextension, allowing it to operate trains until2005. When this franchise expired, it won arenewal until 2015, overcoming rival bids fromDanish State Railways, First London, Scottishand North East Railway, and Inter City Railways(a consortium of Deutsche Bahn, StagecoachGroup, and Virgin Group).

In December 2006, the DfT announced that ithad entered into a management agreeementwith GNER to bring the franchise agreement toan end, with a new franchise letting process tocommence. This was the bidding process whichNational Express Group entered, in competitionwith Virgin Stagecoach/GNER, Arriva and FirstGroup.

15 December 2006 – management agreementwith GNER announcedDecember 2006 – expressions of interest invited15 January – expressions of interest submitted15 February – end of DfT consultation20 February – shortlisited bidders announced8 March – invitation to tender issued6 June – submission date14 August – announcement of franchise winner9 December – start of new franchise

Revenue: Around £500 million in year one.Franchise term: Seven years and five months.Key services: Regular services between LondonKing’s Cross, Peterborough, Doncaster, Leeds,York, Newcastle, Edinburgh and Glasgow, withsome services extending to Inverness, Aberdeen,Hull, Bradford, Skipton and Harrogate.

“We are absolutelydelighted that we havewon the UK’s premierintercity railway whichlinks the capital cities ofEngland and Scotland andmany important cities inbetween, and probably hasmore Members of Parliamentper mile using it than anyother! We have delivered abid which is ambitious,deliverable and structuredto generate shareholder

value over the long term.The award represents amassive vote of confidencein the Group.”Richard BowkerGroup Chief Executive

“During the bidpreparation we consultedstakeholders up and downthe route, asking for theircomments and opinionson what they wanted forthis flagship franchise. We

are really looking forwardto working with them overthe coming years, and weare very excited to bewelcoming a new team ofemployees to the NationalExpress Group family.”David Franks, ChiefExecutive, NationalExpress Group TrainsDivision

“This route is a vitallyimportant link to London

for businesses across ourregion. We welcome theannouncement thatNational Express has wonthe franchise. Quick,reliable and sensibly-priced services on this keyartery are a priority for ourmembers.

“We hope NationalExpress will be able tomeet the challenges ofrising demand for serviceson the line and ensure that

it continues to be a‘premier route,’meetingthe needs of the businesstraveller.

“We are also pleasedthat National Express willbe introducing some newservices, facilities andadditional car parkingcapacity.”Michael Oughtred,President, Yorkshire &Humber Chambers ofCommerce

© p

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ress East Coast…

Clockwise from top: The Angel of the North (Newcastle);Glasgow; Lincoln; York and Edinburgh

WHAT PEOPLE ARE SAYING ABOUT THE EAST COAST FRANCHISE

FRANCHISE TIMETABLE

KEY FACTS AND FIGURES

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10THE BIG INTERVIEW

It’s been a year since you joined theGroup. What have been your personalhighs and lows over the period?The last year has been phenomenallybusy and during this period I believe theGroup has achieved a huge amount.

One of the biggest highs has beenthe acquisition of Continental Auto.This consolidates the Group’s positionas a major international business andthe leading coach and bus operator inSpain. We closed the deal just a fewweeks ago and there is now a great dealof work under way to integrate it intothe National Express Group family.

I’m also delighted with our recentwin of the InterCity East Coast UK railfranchise. It was just reward for all thehard work of the rail bid team. NationalExpress put in a lot of effort on the EastMidlands bid and losing the franchisewas a real blow, especially given theincredible performance of our CentralTrains and Midland Mainlinecolleagues. Still, we can be incrediblyproud of everything we achieved and Iwish all teams transferring to the newfranchise well, along with our Silverlinkcolleagues who will transfer with manyCentral employees to the WestMidlands franchise or to the LondonOverground concession.

The InterCity East Coast win is asuperb one which catapults us back tothe top of the Premier league of inter-city operators. I’d like to welcomeeveryone at GNER into the NationalExpress family and look forward toworking with them.

Other big highs include the workwithin our coaches division, especiallythe special events and productdevelopment teams who have workedso hard in many areas, for example, thelaunch of Commuter Coach and the

partnerships forged with the FootballAssociation and Wembley Stadium. It’searly days for both, but I’m confidentthat they will be a success, along withmany other things we have planned.

The bus division has also had areally great year, seeing solid passengergrowth, new routes and products, andthe signing of the groundbreaking buspartnership deal between Travel WestMidlands and Centro.

Our North American businessenjoyed an unprecedented bid season,winning more than $38 million of newbusiness and retaining over 95 per centof its existing business contracts. Wenow operate in 27 US states as well asCanada.

The biggest low was the coach crashin January this year, followed by therecent incident at Newport Pagnell.These came as a great shock, given theexemplary safety record that coachescontinue to have, as coach travelremains the safest form of roadtransport. However, that trackrecord is only going to be kept ifwe ensure we are never evercomplacent. I am confidentwe’re not, but we’re workingvery hard to ensure lessonsare learned in theseincidents.

Obviously, our thoughtsalways go first to those whoare injured and the families ofthose who died. I would also like to paytribute, however, to the team atcoaches both in Birmingham and at theincident scene for their tremendousprofessionalism. Thanks also to theteam at Silverlink who helped out atNewport Pagnell recently, evidencingwhat a great family National ExpressGroup is.

Moving on tothe next levelNational Express Group Chief Executive Richard Bowker talks to express about his vision for the Group

“I’mdelightedwith ourrecent win ofthe InterCityEast Coast UKrail franchise and the hardwork of therail bidteam”

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11

What have been the key overseasdevelopments?A lot has been happening in both theSpanish and North Americanbusinesses. We’ve just completed thedeal to buy Continental Auto whichcements our position as a leader in theSpanish public transport market.

We received unconditionalclearance from the Spanish competitionauthorities which means we are nowable to integrate the business into ourSpanish operations sooner than weoriginally anticipated. I’ve been reallypleased with Alsa’s performance and,although there is still a lot to do, wehave demonstrated what we canachieve in the Spanish marketplace.

Also we are really looking forwardto welcoming the Continental

management and people tothe Group, and seizing the

opportunities that exist inthe Spanish market in

the future. The North

American school busteam has had its

best-ever year. TheGroup is seen as

a qualityoperator inNorthAmerica and on

“ I’ve beenreally pleasedwith Alsa’sperformanceand, althoughthere is still a lot to do, we havedemonstratedwhat we canachieve in theSpanishmarketplace”

completion of the Transformationproject which is now under way ourschool bus business will stand head andshoulders above the rest.

What are the highlights in the busbusiness?The bus business quietly gets on withits day-to-day business, yet it hassecured some real achievements overthe past year. The bus partnership dealwe signed with Centro will deliverincreased quality on six routes as part ofan initial £6.5 million deal. TravelLondon has secured a number of newcontracts and Travel Dundee is achievinggood growth through its strong localauthority partnership.

What are going to be the key drivers forthe Group for the next 12 months?We are working hard to integrate thebus, train and coach divisions into asingle UK business (see page 6 for moredetails) under Ray O’Toole’s leadership.The new structure will go live on 1 January 2008. It represents a massivechange, and goes hand in hand with ournew connected branding, which is beingrolled out as we speak.

Integration is massive because thesedivisions of bus, coach and trains will nolonger exist as we all know them today.In order to become really customer-focused, the UK division will have a

single product development andspecification team called StrategicMarketing.

This team will be responsible forlistening to our customers and thensetting out the products and servicesthat we are going to sell to ourcustomers, and the way in which – andthe standards to which – the operationalteams will have to deliver them.

How do you see the overall strategy forGroup?Our overall strategy is simple and clearand consists of three parts: • to continue to do those things that we

already do well and wherever possiblegrow by doing more of the same

• acquire new businesses in sectors andcountries in which we are expert

• work hard to optimise the value of ourbrand.

Now we have a clear strategy inplace, we must deliver on all ourpromises. Delivery will be a key themefor the Group in 2008. We must all askourselves: What am I doing to maketravel simpler for our customers? Everyemployee has something to contribute.

What does all this mean for employees?It will mean changes, challenges andsome great opportunities to be part of athriving, customer-focused Group that’sreally going places.

The partnershipbetween NationalExpress, the FA and WembleyStadium was amajor developmentin 2007

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12DOT2DOT

This month sees one of the mostsignificant National Express Groupproduct launches for some time withthe rollout of National Express dot2dot-– an innovative new airport transferservice which fulfils the Group’spromise of making travel simpler.

National Express dot2dot is atransfer service which uses a fleet ofluxury 10 and 12-seater shuttles withluxurious leather seats and the latestin satellite navigation and congestionavoidance technology. The vehicleshave been designed to ensure plenty oflegroom and space for luggage.

The service is complemented bytrained drivers recruited for theircustomer service aptitude.

Initially, the shuttle vehicles willoperate between Gatwick andHeathrow airports and central Londonhotels.

The vehicles will pick up incomingvisitors at either airport. On eachjourney into London, no more than

three further pre-booked set-downswill be made. This means that mostjourneys will be faster thanconventional airport shuttle serviceswith multiple stops. The vehicles,classified by Transport for London asbuses, are able to use designated buslanes.

Fares for individuals and groups arehighly competitive and, in most cases,cheaper per person than equivalentairport express train and taxi journeys.

Ray O’Toole, National Express GroupChief Operating Officer, says: “Thisexciting new venture is designed toremove a lot of the hassle that visitorsface when arriving at London airports.We have invested significant amountsin ensuring that the technology thatsupports the service meets their needfor up-to-date information.

“For example, 30 minutes before thebooked pick-up time, customers aresent a text message reminder and,when the shuttle is within half a mile

of the pick-up point, they get anautomated phone call advising them.Similarly, customers returning to theairport are sent a text informing themwhen their hotel pick-up will be made.”

Much thought has also gone intofast, simple, control-to-drivercommunication. Each driver will receiveinformation on exactly who needs tobe picked up, how many stops thereare, and where and when they need tobe collected, by text messages sent toan on-board visual display.

Adds Ray: “As well as websitebookings, we have worked closely withBAA to establish help desks at theairports where customers book inperson. At Heathrow, these will bemanned throughout the time theairport is open, from the first flight to

The smarter airporttransfer serviceexpress unveils a new product that’s making travelsimpler for visitors to London

FAST FACTS

• dot2dotincorporatesHotelink,purchased bythe Group inApril 2007

• 44 brand newminibuses willbe in service byJanuary 2008

• 200 drivers willbe recruited byJanuary 2008

• dot2dot is partof the GoAirport Shuttleconsortium, thelargest of itstype in theworld.

“Everyone that has seenthese striking silver-liveriedvehicles has beenimpressed, so much so thata number of hotels haverequested to use them on aprivate hire basis”

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13How the Group is shrinkingits carbon footprint – turn to page 14

express gives an update onthe 2007 Express Awards

NOMINATIONSFOR EXPRESSAWARDSAs this issue went to press, theGroup’s Express Awards weredue to take place. The followingindividuals or teams werenominated for the 2007 Awards:

c2cc2c Steering Group – Stacy Hanson,Suzanne Linggood, Andy Mead, Kim Gorman, Iain Palmer, GordonPark, Gill Skelton.

Central TrainsLichfield City station team – JimBrown, Peter Bryant, Melvin Lane,Gordon Ray, Chris Wakeman.

Gatwick ExpressAndrew Cordwell, ProductionManager.

Midland MainlineJohn Green, Customer Service Officer,Sheffield station.Mohammed Ayud, Duty StationManager, Sheffield station.

‘one’Barry Eagle, Train Driver.

National Express CoachesLisa Colgan, Sales Manager.

Silverlink CountyDarren Ward, Operations/FleetInterface Manager.

Silverlink MetroJose Pereira, Deputy Area StationManager.

Travel CoventryIan Ramsay, PCV Driver.

Travel DundeeNorrie Clark, PCV Driver.

Travel LondonSam Saifar, Service Delivery Officer.

Travel West MidlandsThe Dream Team – Paul Bishop, Steve Bradbury, Paul Cockin, Chris Fellows, Graham Houlston,Kerry Jukes, Roy Rowe, Lee Watters,Sandy Webb, Phil Wilkes.

Cream ofthe crop

the last. In time, there will also becustomer self-service points.”

Ray continues: “Everyone who hasseen the striking silver-liveried vehicleshas been impressed, so much so that anumber of hotels have requested touse them on a private hire basis. Wewill be showcasing the shuttle buses atthis month’s World Travel Market atLondon’s ExCel Centre, when alltransport to and from the event will beprovided by us.”

For more information go towww.dot2.com

The National Express Group Express Awardsrecognise the outstanding endeavours of thoseemployees who go well beyond the norm in theireveryday work or leisure hours, resulting in asignificant improvement to customer service, thecommunity, the environment, other people’s livesand the fortunes of their Group company.Employees are nominated by their colleagues andeach national nominee is selected from the bestlocal award nominations.

This year, the Group has received a crop ofsuperb entries and each nominee has beeninvited to attend a gala dinner and awardsceremony in London at the Park Lane SheratonHotel, where the outright winner will beannounced.

Look out for details of the 2008 scheme, whichwill be published in the New Year.

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14ENVIRONMENT

Following the December 2006publication of the Stern Review on theEconomics of Climate Change by SirNicholas Stern, Head of the UKGovernment Economic Service, therehas been a huge surge of interest inenvironmental issues and specifically,how companies are addressing them.

Many businesses have been makingbold claims about their “green”credentials – some of these have beenwell thought out and ambitious, forexample, Marks & Spencer’s Plan A –working with customers and suppliersto combat climate change, reducewaste, safeguard natural resources,trade ethically and build a healthiernation (there is no Plan B!) – whileothers have been nothing more than“green wash”.

The reality is that environmentalissues are often complicated andinvolve complex trade-offs. Oneparticular initiative may be good inaddressing one issue, but worse withrespect to another.

An example of this paradox is theuse of biofuels, which can help to

reduce greenhouse gas emissions.Many transport operators areswitching to biofuels which are derivedfrom plants or recycled oil – to addressthis issue.

However, the production of biofuelsfrom crops is increasingly being linkedto the destruction of natural habitatsand wildlife, as farmers seek toincrease production of these valuablecrops by planting more extensively.With much farmland alreadyconsisting of fields of monoculturedcrops, the fear is that widespreadadoption of biofuels may reduceanimal and wild plant habitats yetfurther.

Additionally, food costs arebecoming higher as production isswitched away from staple food crops.Because of these factors and concernsabout the long-term sustainability of

the fuel, National Express Grouprecently decided to abandon itsproposed trial of biodiesel fuel in its UKbus division until sustainably producedbiofuels are available. The decisionmade media headlines and the Groupreceived widespread support for itsposition. Other companies, includingretailer Asda, have followed our leadand suspended their own trials.

For its part, the Group will continueto take the lead in the environmentalarena and not shirk from makingdifficult decisions.

Climate change is a massivechallenge to society and the Group hasa key role in helping the move to a low-carbon economy.

It is our aim to be a truly low-carbonbusiness and to offer attractivealternative modes of transport to thecar or plane. We’re working with otherleading brands in the Climate Group’s“We’re in it together” campaign topromote the benefits of our servicesand will continue to take steps toreduce energy use in our vehicles andon our sites.

How we’re shrinkingour carbon footprintHead of Group Environmental Strategy, Nick Coad, explains the Group’scurrent environmental stance

FAST FACTSGreenhouse gasemissionsper passengerkilometre(Group operationsonly)

BUS: 106gCO2/pass.km

COACH:29gCO2/pass.km

TRAIN :52gCO2/pass.km

Figures calculatedby the EdinburghCentre for CarbonManagement.

“The production of biofuels fromcrops is increasingly being linked tothe destruction of natural habitatsand wildlife”

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15A DAY IN THE LIFE

one go, where possible. It is much morepressurised than working in aconventional restaurant, where the chefgenerally has more flexibility and theorders are more spread out. I work as ateam with the restaurant carstewardess and assistant and barsteward who report to me – we share avery compact working space, so youlearn to work with each other to getthe meals out quickly! I enjoy being ateam leader.

I get a lot of satisfaction fromknowing that our food and service havewon awards for being best in the UKrailway industry. We often getcomplimentary e-mails as well as verbalfeedback from our customers. We prideourselves on our fresh food, which ismainly sourced locally from producersacross East Anglia.

We get quite a few celebrities onthis route and in recent weeks we’vecatered for Michael Palin, Suzi Quattro,

Esther Rantzen and Amanda Donohoe,among others.

As Duty Catering Manager, I talk tothe other train chefs every day, helpingto resolve their problems, and I alsohave a personal input to the menus.

There’s no Saturday restaurant carservice on the route, so this is a free dayfor the chefs. Outside work, I enjoyplaying snooker or pool and watchingfootball. I support Blackburn Rovers.

CVIan Allison has clocked up 16 years incatering, the last four with ‘one’. Hehas cooked for royalty, including PrinceCharles and The Queen Mother, whenthe event catering company he wasworking for was asked to providecatering at the decommissioning of theRoyal Yacht Britannia. He has alsoworked in the hotel and pub sector,having previously run his own pub nearCambridge.

Express deliveryA day in the life of: Ian Allison, ‘one’Chef and Duty Catering Manager

I work from ‘one’s’ Norwich station andprepare and cook meals in therestaurant cars on the Norwich toLondon Liverpool Street route.

My duty roster covers nine weeks,and over this period the hours workedaverage 35 per week. In a five-hourearly morning shift I serve 48 meals,and on a 10-hour shift, 96 meals. ‘One’train chefs also come in on Sundaysevery nine weeks to work in the foodstores and prepare food for the Mondaymorning services.

On earlies, I cook breakfasts on fivejourneys into, and out of, LiverpoolStreet. Before leaving Norwich, I prepareand check the food which is broughtonto the train in airline-style fridges.The restaurant car is a 24-seater andwhen we have a full house, it becomesexceptionally busy in the kitchen andserving area.

The full English breakfast is by farthe most popular option and thebreakfast cars are always very busy – onthe inbound services, we’re often full byIpswich.

Demand for lunches varies by train,but in the evenings, the restaurantcars are again always full. The dinnermenu – which represents great valuefor our customers – is more extensive,with starter, main and dessertoptions, so there’s more for me to cookand serve.

I start cooking almost immediatelyafter departure from Norwich orLondon. I aim to get the orders out in

Ian Allison preparessmoked salmonbagels with chivecream cheese (above)and Lowestoftkippers for thebreakfast service(below)

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16CORPORATE SOCIAL RESPONSIBILITY

UK rail operator c2c proved it could reach out to theyoungest members of the community by running aspecial Wizards Express train for children and theirparents from Southend to London during the 2007summer holiday period. Children enjoyed excitingonboard entertainment, including face painting by a teamof enchanting “witches” and enjoyed watching themagical creations of a team of balloon modellers. A kind,elderly white-bearded wizard and a slithery master of thedarker arts provided additional magic. The special trainalso highlighted c2c two-for-one summer entertainmentdeals for families, allowing them to enjoy specialconcessions on top London attractions on the day.

Says Gary Webb, c2c’s Marketing Manager: “Themedtrains provide a superb platform to launch leisure initiatives,and our Summer in London campaign used the WizardExpress to kick start the summer holidays on c2c. Patronagewas up by more than 40 per cent, compared with last year.”

The National ExpressGroup genuinelyseeks to enhance thequality of life in thecommunities itserves on a numberof levels, not just byproviding bus, coachand train servicesthat make travelsimpler. express givesa flavour of exactlyhow its people aremaking a difference

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resp

onsi

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A Wizardsolution

Earlier this year, 13 former, current andnew members of the National ExpressGroup’s graduate programme helpedto make a vital UK cycling and walkingroute a safer and greener alternative tousing busy adjacent roads. Thegraduates joined volunteers at theSustrans (sustainable transport) workcamp in Flax Bourton, Somerset, fortwo days to help work on a 1.3 miletraffic-free route to allow local peopleto cycle and walk between LongAshton and Nailsea.

Highlights included constructing abridge using railway sleepers, building

a Japanese interlocking bench fromscratch, as well as plenty of hedgetrimming and path raking. For a luckyfew volunteers, it also meant having ago in diggers, dumper trucks and roadrollers.

Team members are all part ofn:gage (National Express: Group andGraduates Engaging) – a voluntarygroup, established in 2006, which aimsto support the National ExpressGroup’s commitment to corporatesocial responsibility by undertaking arange of activities to support thecommunities it serves in the UK.

Engaging graduates

Not the usual receptionon the commuter trainto London!

The n:gage team take abreak from enhancingthe cycle route

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17Graduate trainee Davina Bajorek shedslight on her experiences working inSpain – turn to page 20

Central Trains and CentralMaintrain employees organisinga Tyseley depot Family Day – thisyear marking 99 years of Tyseleyas a railway depot and a decadeof Central Trains – were able topresent leading UK cancercharity Cancer Research UK witha £5,300 cheque after raising themoney from the fun-filled day.Hundreds of visitors, includingCentral Trains and Maintrain

staff and their families, as well ascontractors, visited the historicsite.

Attractions included a displayof diesel, electric and steamlocomotives and children’sentertainment includingfairground rides, face paintingand a variety of competitions.Adult visitors were able topurchase collectablemerchandise and enter a raffle

with prizes ranging from a familytrip on the steam ShakespeareExpress to Aston Villa andBirmingham City football ticketsto seats at the BirminghamHippodrome.

Says Helen Johnstone ofCancer Research UK: “It was greatto see people enjoying themselvesand raising such a large amountof money for Cancer Research atthe same time.”

Travel Coventry is assisting aninitiative, called Routeforward,which pairs volunteers with peoplewith learning disabilities to helpthem find their way aroundCoventry.

The operator has donated 11annual bus travelcards, worth£3,500, to encourage more peopleto get involved and it has pledgedmore free passes as morevolunteers join.

The scheme aims to assistpeople with learning disabilitiesgain confidence as they learn totravel independently around thecity. Volunteers act as “travelbuddies,” until they feel ready totravel on their own.

Bernard Delaney, ManagingDirector of Travel Coventry, says: “Byworking together withRouteforward we hope that we are

playing some small part in makinglife easier and safer for those whoneed a helping hand.

“The annual travel passes will bea small reward for those caringpeople who volunteer to becometravel buddies and we hope thisdonation may attract more helpers.”

Adds Christine Eade fromRouteforward: “We are very gratefulto Travel Coventry for theirgenerosity. It’s great to have somany organisations pullingtogether to make the lives oflearning disabled people morefulfilling by helping them becomemore independent.”

Fifteen employees from TravelWest Midlands’Pensnett garage –also known as the “Dream Team”– recently undertook an epic 520-mile charity cycle ride using justtwo tandem bikes from TravelDundee’s East Dock Street depotto Travel London’s Walworth busgarage in four days to raise fundsfor Missing People, formerlyknown as the National MissingPerson’s Helpline. As they

travelled through the UK, theyalso raised the profile of severalmissing persons cases in specificregions of the country.

Says Paul Bishop, PCV Driverand bike ride co-ordinator: “It wasa very tough four days, but we allmanaged to keep our spirits upthroughout our time on the road.We’re all very tired but immenselypleased and proud that wecompleted the challenge on time.

We faced various difficultiesalong the way, including badweather, some of the team beingill and technical problems withthe bikes. But we finished,although we’ll probably never doanything like that again in ourlifetime!”

The team raised £5,500 forMissing People, which is one of the Group’s sponsoredcharities.

L-R: Phil Smith and Bernard Delaney ofTravel Coventry with travel buddy JaiskereeGangani and learner Karen Jenkins

Family day benefits charity Travel Coventryhelps to find away...

On your bike!

Central Trains and Central Maintrain employees hold the cheque for £5,300 for Cancer Research UK

Walworth – journey’s end. The Dream Team marks the support of their Travel Dundee, West Midlands and Londoncolleagues by unveiling the England and Scotland national flags at the Travel London bus garage

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18INTERVIEW

Could you tell us about the FA’s workbeyond top club level?If the tip of the FA iceberg isrepresented by the England team and the FA Cup, the reality of our workis that we do a lot that’s under thewaterline. The FA has a significantgrassroots impact. At this level, thereare 37,000 clubs, 2,500 leagues, 30,000referees and 500,000 volunteers. Sevenmillion people participate in footballevents every weekend – more than allother sports put together. We’redealing with a growing socialphenomenon, and the FA understandsthat it has to give as much emphasis tocommunity football as top leaguefootball.

I’m particularly excited by the FA’sRespect initiative – about improvingbehaviour both on and off the field –which launches with a pilot scheme ineight counties around the country fromJanuary 2008. Football is such apowerful phenomenon, as it can reachout to those individuals in society thatnormally shun authority and we canuse it to promote positive messages,too – for example, on health, educationand obesity.

Of course, most people think thatthere’s just one England football team,but to the FA, there are 23 Englandteams – ranging from the Englandwomen’s team to our cerebral palsyand blind teams. We believe thateveryone should be allowed to

participate in football at any level theywish, and this is a challenge, anopportunity and a responsibility for us.

What do you think about the growth inwomen’s football?I’m a huge advocate of women’s footballand hot-footed it from the England vRussia men’s game at Wembley toShanghai to see the England women’steam’s goal-less draw against Germany,then on to Chengdu to see them beatArgentina, before their quarter-finalelimination. They’ve come a heck of along way. For our part, we have putconsiderable effort, time and moneyinto the women’s game. What mattersmost to me is maximising participation:I believe women’s football has a greatfuture and the next few years will bevery important.

What does the FA do for charitablecauses?The FA is a not-for-profit organisation –last year, we redistributed more than£60 million back into the game, half ofwhich goes into the national game andthe other half into grassroots. This isexpected to increase to £100 million.It’s important that the money is used inthe right way and we are well aware ofour responsibilities in supportingcharitable causes – we’re proud ofbringing back to Wembley theCommunity Shield for instance, whichgenerates funding for charities and

Few people realise that the FootballAssociation (FA), National Express’partner,reaches out to communities at all levels.express spoke to the FA’s Chief Executive,Brian Barwick, to find out more

good causes the length and breadth ofthe country. This drew a crowd of 80,000people, and for me, was a better gamethan the FA Cup Final!

What are your thoughts on the newWembley stadium?I’m immensely proud of the newWembley Stadium and being the ChiefExecutive who got it past the post. The2007 FA Cup Final was an outstandingmoment when the whole world waswatching us. With a capacity crowd of90,000, A-list participants and guestsfrom around the world, and two massiveteams, Chelsea and Manchester United,we showed the world how to stage afantastic football event. At the England v Germany friendly, the great FranzBeckenbauer told me that we have thebest stadium in the world. It’s a veryspecial place, and the players like it, too.

What do you feel about the sponsorshiparrangement with National Express?Our partnership with National Express issignificant. The FA sells out events andsends fans across the world, so when we knew National Express wasinterested in FA sponsorship, we saw it as a perfect fit, which would workcommercially for both parties. Ourpartners are very much part of the FA family and we look forward todeveloping our relationship withNational Express to 2010.

On the ball

Earlier this year, National Express Group announced that it is now theOfficial Travel Partner of the England football team and the FA Cup until the end of the 2010 FIFA World Cup, and the Coach division is theOfficial Travel Supplier to Wembley Stadium for the same period.

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19

“I believewomen’sfootball hasa greatfuture andthe nextfew yearswill be veryimportant”

express: Were you a regular coachtraveller as a youngster?GN: I’m a regular coach travellernow! But coaches have alwaysbeen a part of my life since I wasyoung. I was always going onschool trips and off to footballtournaments at the weekends. Thegreat thing about coaches is thatthey’ve moved with the times. Theyfeel like first-class travel, with ovensand fridges and all thosesophisticated mod cons on board.

express: Given all the time youspend on coaches, how do youspend time on board?GN: We’re usually on a coach forbetween one-and-half to twohours. But we’ve got DVDs andmusic and the time just flies by.Some of the lads even use theirPlayStations on the coach. Thegreat thing about coaches is thatit’s such a sociable atmosphere onboard. You feel you are part of aspecial group of people andeveryone talks to each other andmakes an effort to get on.

express: What’s been yourworst travelling experience?GN: Without a doubt, thereturn flight from theWorld Cup in Germany.We were flying back toManchester when wewere hit by a storm. I’venever experiencedturbulence like it. We werediverted to Liverpool. I’d bethe first to admit flying isnot my favourite mode oftransport. I think it’sbecause I don’t feel incontrol. You feel veryhelpless. It’s not fear assuch, it’s just theelement of control.

Time Traveller

express: What is your favouriteway of travelling?GN: To be honest, I love driving. Itgives me a great sense offreedom. I can relax and play myown music. It feels as if youreally created your own space.

GARY NEVILLE, MANCHESTER UNITED SKIPPER ANDENGLAND CORNERSTONE, WHO HAS PLAYED FORUNITED FOR 14 YEARS AND WON 85 CAPS FOR HISCOUNTRY, HAS TRAVELLED EXTENSIVELY BY COACH TOGAMES OVER THAT TIME. HE SPEAKS TO EXPRESSABOUT HIS EXPERIENCES

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20WORKING LIVES

Modern languages graduate DavinaBajorek joined the National ExpressGroup graduate training programmein September 2004. After a spell asExecutive Assistant to former GroupChief Executive Phil White, she wasseconded to Alsa’s commercial officein Madrid, Spain.

“My first month or so in Spain wasspent really getting to know Alsa,travelling around the coach networkand meeting many people across thebusiness, being a mystery shopperand providing feedback on myexperiences. Subsequently, I workeddirectly on a marketing campaign forAlsa’s airport coach services andhelped in the launch of Alsa’supdated bus loyalty scheme, BUSPlus.The airport marketing campaignsought to give the company’sproducts a more consistentimage across the Spanish,English and German touristmarkets. I’ve also beeninvolved in writing pressreleases, radio advertisingand sending information totourist sites.

RHYTHM“The working dayoperates to adifferent rhythm tothe UK – theSpanish way oflife means thatdays are moreextended.Working hoursare from 09.00to 14.00 and16.00 to19.00, with atwo-hourlunch break,and thereaftermost peoplewon’t eat again inthe evening withtheir families until22.00. It is quitecommon for social

evenings to end at around 01.00. Forthe first six weeks, I was starving!You learn to be more flexible in thisenvironment. The culture is moretraditional European and family-orientated than the UK.

“I’ve learnt a lot about marketingwith Alsa, including how externaladvertising agencies work and I’vegained a detailed understanding ofits advanced telesales system. Iattend the monthly meetings of thecommercial division, too, and have

gained a valuable understandingof new products and aspects

such as incentivising thesalesforce.

“Alsa receives a lotof visitors from theUK and one of myroles here is to helpwith translation at

meetings attendedby UK guests. This

too has helped tobroaden my

understanding of Group operations.“The key difference between the

Spanish network and the UK’s long-distance coach network is that theSpanish services are much moreregulated and the UK’s are moreliberalised.

DIFFERENTIATION“In Spain, services are bundled into aseries of concessions around eightyears in length and although there isno direct competition on routes,maximum fares are set and minimumservice levels are specified. This doesnot prevent an operator developingadditional services. Also, there isplenty of room in the Spanish marketfor market differentiation (eg,standard, business and luxury coachservices), which I feel is somethingthat could potentially benefit our UKoperations.

“Working overseas represents aunique opportunity for someone tolearn more about Group operations,and I would thoroughly recommendit. My Spanish has improveddramatically, and I’ve made a lot ofnew friends here. My secondment inSpain comes to an end at the end of2007 and I’m talking to people aboutmy next role, so watch this space!”

LLearning the Alsa way

“Alsa receives a lot of visitors fromthe UK and one of my roles here is to help with translation at meetings attended by UK guests”

Written and produced by Beetroot Publishing, 44 New Inn Yard, London EC2A 3EY. Printed by Beacon Press, Bellbrook Park,Uckfield, East Sussex TN22 1PL. Beacon Press isthe first Carbon Neutral printer in the worldand is registered under the ISO 14001 andEMAS environmental schemes.

National Express Group graduate trainee Davina Bajorek talks to expressabout her secondment to Alsa in Madrid, Spain

Davina Bajorek andAlsa BUSPlusadvertising on an Alsalong-distance coach

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