Fleet size: 2,000 plus vehicles
Tell us a bit about the G4S fleet and the team which runs it.
The G4S fleet consists of more than 2,000 vehicles and 3,000 highly-trained crew members. The G4S Fleet Management team comprises 52 personnel, 37 of whom are in house technicians who carry out nonmechanical maintenance and ensure the security integrity of our complex industry-leading Cash in Transit (CIT) vehicles. Transport Compliance is also essential and we have a team of four expert individuals nationwide ensuring we remain compliant in all transport undertakings to the Traffic Commissioner.
Has your career always centred on fleet?
I have been involved in fleet logistics from an early age (17!) when I joined the Armed Forces as a vocational HGV driver, progressing through the ranks and holding senior fleet and operational roles. I also held a senior logistical role in the aerospace industry before moving to G4S three years ago.
What are the biggest fleet issues for you presently?
Whole Life Cost and vehicle optimisation are currently key drivers. Telematics also play a vital role in how we deliver our CSR values and how our brand is perceived by our customers and the general public as we transit the road networks and town centres. Telematics and how we manage this internally, demonstrates our commitment as a business, as well as managing driver behaviour and reducing road traffic accidents and vehicle emissions, which also benefits the business in saving fuel costs.
I presume your vehicles are all tracked. Tracking gives access to a mass of information – how do you select just the information which brings the greatest benefit?
We have several tracking systems fitted to our vehicles due to the type of work we undertake. Some are solely for employee safety and operational risk management. Other systems are utilised to measure driver behaviours and fuel consumption management.
Vehicle reliability must be key to G4S given the nature of its business?
We are immensely proud to support our key customers and sustain On Time In Full (OTIF) measures of over 98.5%. Like most companies, cost drivers in a complex fleet are paramount when measuring fleet utilisation and optimisation, therefore exceptional levels of vehicle maintenance and equipment husbandry are key to delivering a best in class solution to our customers.
On a fleet the size of yours, relationship management with internal and external stakeholders is obviously crucial?
The key to our success in service delivery is aligned to the maintenance and management of our fleet, one of the most complex in the world. We are supported by BT Fleet, who have delivered exceptional service to us over the last seven years. Their professionalism and approach to innovation and technology has been integral in helping to reduce our operating costs.
What’s your best advice to someone just starting their first fleet manager job?
Service delivery is fundamental to all we do – everyone needs to take a “customer centric” view of fleet operations to support our end state customers. This is against the backdrop of operational transport compliance and actively seeking cost out opportunities.
Innovation and technology should be embraced in delivering a first-class fleet solution, which is sustainable and cost-effective whilst ensuring service levels are never compromised. A strong work ethic, and networking skills will also help your survivability in a dynamic operationally-focussed sector.
If you weren’t a fleet manager, what would you do?
In my prime I was a keen sportsman, a jack of all trades and master of none. I was a county level athlete and played cricket and basketball to a high level. I am also a qualified alpine ski instructor – if I had the opportunity, I would relish the chance to spend my days on a mountain teaching people how to ski!