Fleetmaster O S S

A Message from Lord Pickles and Lord Blunkett, followed by Fleetmaster O S S's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Fleetmaster O S S is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

www.fleetmastergroup.com/

THE PARLIAMENTARY REVIEW
Highlighting best practice
34 | FLEETMASTER
Director and Founder
JohnBoocock
Jamie, John and Nick Boocock receiving
the BRAKE road safety award
Fleetmaster were established in 2000 and became part of
the SWS Group four years ago. They provide professional
support to fleet operators by assisting them in meeting
their legal and moral obligations. They deliver tailored training
programmes, which primarily focus on assisting their clients
in remaining compliant and ensuring the safe and efficient
operation of their vehicles. Each year, they deliver in excess of
17,000 training courses. Founder John Boocock explains the
different types of courses that they deliver and the need for the
industry to attract more recruits.
Our business model is centred on close working relationships among the employer,
the workforce and our company, delivering outcomes-based results. Our success is
reflected in a decrease in crashes and a reduced environmental impact.
We have a duty of care to ensure the safety of others, and we regularly share
best practice to ensure that all drivers may benefit. Our expertise in reducing
fuel consumption by modifying driver behaviour has been acknowledged by the
Department for Transport in its safe and fuel-efficient driving best practice publication.
Our proven track record of successful driver training has allowed us to work
with many of the UK’s most forward-thinking companies. Our provision includes
specialist accredited courses on electric vehicles and interactive road safety
workshops in partnership with large fleet operators.
We created a young driver academy for a large energy provider to support
inexperienced drivers. Telematics were used to monitor behaviour, allowing details
FACTS ABOUT
FLEETMASTER
»Director and Founder:
JohnBoocock
»Established in 2000
»Based in Ossett, West
Yorkshire
»Services: Training courses for
the haulage industry
»No. of employees:
Approximately 16,000 in the
»No. of clients: Over 100
Fleetmaster
35FLEETMASTER |
BEST PRACTICE REPRESENTATIVE 2019
of the before and after pictures to
be produced, which were used to
tailor future learning. The results of
this initiative have been staggering.
After 1,000 young drivers completed
the course, the energy provider
benefitted from a 44.4 per cent drop
in the number of insurance claims
and a 14 per cent improvement in
fuel economy, which has reduced
operational costs and reflected
positively on the brand.
We provide employers with a
dedicated team of accredited training
experts who work towards developing
a safe, committed workforce that
reflect the employer’s brand. We have
grown organically and now provide
89 separate industry-leading transport
and logistics courses. By leveraging our
experience and expertise in partnership
with our clients, we drive profitability
and competitiveness through training
drivers and developing systems that
maximise efficiency.
In the past three years, as a direct
result of our training provision, the
at-fault incident rate of a client’s
13,000-driver fleet has reduced by
33 per cent. Safer and more efficient
driving behaviour has generated
significant cost savings.
Changing the behaviour of
delegates
Our approach to driver training is
focused on fundamentally changing
the behaviour of the delegate and
developing their skills. Working
together with employers, we embed
safety-focused behavioural changes in
each course to ensure that learning is
transferred immediately to operational
delivery. This has a significant
impact on all behavioural aspects of
drivingcourses.
Objectives will differ depending
upon the type of course. For licence
acquisition and advanced driving
courses, where there is a defined
outcome of either a licence or
certification to be met, the objective
will always be passing the course.
Courses such as those on fleet
induction or fleet upgrades will have
objectives defined through working
with employers, in addition to those
we have available from our list of 89
products and services.
Planned and unplanned
courses
Planned courses utilise group teaching
and one-on-one elements with
registered advanced or approved driving
instructors. The balance between group
and individual training will depend
on the needs of the course and the
employer’s specification and is always
defined depending on achieving the
best outcomes under DVSA standards.
Courses are a mix of classroom-based
delivery and in-cab training. Weighting
will depend on the type of course.
Typically, this will be split 40 per
cent in cab and 60 per cent in class.
Fleetmaster train
apprentice drivers to
help address the LGV
driver shortage in the
industry
After 1,000
young drivers
completed the
course, the
energy provider
benefitted from
a 44.4 per cent
drop in the
number of
insurance claims
and a 14 per
cent
improvement in
fuel economy
THE PARLIAMENTARY REVIEW
Highlighting best practice
36 | FLEETMASTER
Coursesvary considerably in length,
with a typical induction course lasting
six hours, including breaks.
Unplanned courses are normally
provided reactively because of driver
behaviour or in response to an
incident. I, supported by my course
writing team, create objectives for
each course based on the behaviour
that needs to be addressed.
As the company charges per hour for
all its courses, costs are kept down, as
only the training is charged for, not the
dead time.
We have a network of advanced driving
instructors who cover the whole of the
UK, including the Scottish Highlands
and Islands and Northern and Southern
Ireland, known as SHINSI. This ensures
the same high levels of service across
the contracted geography, irrespective
of traininglocation.
A regional approach to delivery
of service is adopted, with the UK
split into 11 distinct regions divided
by postcode. Each is allocated a
senior instructor to lead the area,
supported by a cohort of instructors.
Each postcode sector has instructors
assigned to it who can access locations
within a maximum of two hours’ travel
time. Therefore, we have instructors
with the correct qualifications and
availability everywhere in the UK. In
the past year, we have delivered 2,714
courses in the SHINSI area.
We have won prestigious national
awards, including National Motor
Transport Training Awards, Energy
Saving Trust Awards and several
BRAKE Fleet Safety Awards,
including for partnership, safety and
e-learning innovation. In addition,
we are accredited with all the main
UK awarding bodies to ensure
that our services are of the highest
standards, with supporting audits to
prove that we pass every time with
outstandingresults.
The need to stimulate
recruitment
One of the main challenges we face
is the shortage of skilled workers
and drivers. It is estimated that the
industry is currently 40,000-60,000
drivers short, and this is compounded
by fewer people entering the industry.
Historically, it was far easier to
become a driver, but now there are
significant additional costs to gaining
a licence. Increased regulation has also
meant that drivers must pass more
compulsory training. Many companies
are struggling with this, and half of
many companies’ workforces are
over the age of 50. Before drivers can
become qualified, they must attain
three different licences. Legislation can
often be beneficial, but it can also be a
barrier to recruitment. The introduction
of the apprenticeship levy has also had
mixed results in the sector. Although it
has worked well in some areas, smaller
operators are struggling. This mainly
centres on the fact that 20 per cent of
working hours must be spent learning
off the job.
Action must be taken to stimulate
recruitment. I fear, however, that it will
only be when delivery systems break
down due to a lack of recruits that
anything concrete will be done. It is
essential that more people are attracted
to the industry before thishappens.
In the past
three years, as
a direct result
of our training
provision, the
at-fault
incident rate
of a client’s
13,000-driver
fleet has
reduced by
33per cent
The Young Driver
Academy team at a
quarterly standardisation
meeting

www.fleetmastergroup.com/

This article was sponsored by Fleetmaster O S S. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister