Nebulization and negotiation
How does the entire organization chart of the company gets involved in this unprecedented sequence?

   At the end of the lockdown, bus and coach depots are changing their habits. Which vehicle should be used? How often should the line be used and how should it be adapted to the new sanitary requirements of the transportation? How can we reassure the employees on one hand and the financial partners on the other hand? How does the entire organization chart of the company gets involved in this unprecedented sequence? This is the feat of strength that the passenger transport companies are currently playing, whether they are a group or a small family business.

  Companies first negotiate with their insurers regarding the vehicles that are no longer operating (in this case, coaches that are usually touring or on the national road). For the vehicles that are no longer operating, it makes sense for the CFO or the company manager to negotiate a reduction in the amount of the insurance. In the meantime, the salesman takes good note of each of his customers. Regular lines and personnel transport lines are their priority. Those same customers who didn't notify him when they were closing (so buses toured for nothing at the beginning of the crisis), so this time he is anticipating, every euro counts.

  During the whole period of quarantine, it would take, at least, the passage of a mechanic to regularly "reactivate" the engines, cause a vehicle that does not run is a vehicle that may not turn on again. This mechanic also seals off one out of every two seats. Should this same mechanic be lucky enough to own a bus driver license, he would then take care of the technical controls. The mechanic may be the only full-time employee on the bus garage (if the volume of vehicles on the garage allows it).

  However, when the regular lines resume, we must have to respect the health instructions and also try to be as fair as possible in regards to the unpredictable line traffic. This equation will inevitably cause quite legitimate arguments. It is quite a puzzle for the exhausted planner to find the actual capacity to allocate to each line while making sure to balance the different drivers' working schedules. There is a driver who lives only for his work, he has always been a volunteer and today he is present. There's the hypochondriac who refuses to work (and whom you can't really blame). Between these two, there is a wide mosaic of human behaviors and situations that the HR Department has to deal with. 

   Among the drivers, some are often available for other tasks, such as the heavy sanitization. Should the company be considerate, he will be trained and equipped to perform the now-famous nebulization. Dressed in the uniform and equipped like a Ghostbuster, he is immediately photographed by the Communication Manager who wants to reassure the network... The challenge is to be assertive in this ordeal as some pessimistic experts are already telling us that this is only the beginning. The secondary challenge is not to renege on previous commitments, those relating to eco-mobility, but to combine them with the challenges of the COVID: Good luck! 

  Now that we will be counting the number of bankruptcies, while we may no longer be expecting any public authority involvement, the same time when unions will be left on answering machines and all the trade fairs in the field will be canceled, we will have to exchange between partners so that we are no longer vertical in the market but capable of a greater flexibility if a part of it fails.

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