Bus regulation and the net-zero transition dynamics in Great Britain

Abstract

The transition to urban Net-Zero emission bus (ZEB) transportation receives policy attention throughout the world. Most studies in this area address techno-economic aspects, overlooking the role of institutional workings. This offers limited insight into actual transition problem areas and solutions. Informed by expert interviews, this article examines the ways in which two bus institutional environments – deregulation and franchising – shape financial and organizational challenges and opportunities for the ZEB transition in Great Britain (GB). The analysis suggests that it is the larger local authorities and bus operators in deregulated networks that tap into central government funding. Yet, the ad-hoc and competitive nature of these programs restricts longer-term strategic planning, whereas less competent authorities and operators are left behind. In the franchise model (London case), higher contract prices for ZEB tendered routes facilitate investments. However, operators must address the substantial upfront costs of ZEB vehicles and infrastructure. Concurrently, wider conditions including declining bus patronage and high car use in urban areas pose financial risks in both networks. Organizationally, the public oversight of franchised networks drives ZEB adoption, while a culture of collaboration that draws upon distinct stakeholder competences appears central, particularly in deregulated networks. The article highlights the importance of public management of bus networks based on local stakeholders’ transition priorities. It concludes with policy recommendations for accelerating ZEB transitions.