| MWH Treatment
to be phased to overcome the issues of availability and range limitations. For vans, availability is often an issue or the range isn’t suitable, making them unfit for purpose. Tat’s a sticking point for us, but I am proud of us being this far ahead at this point,” she adds.
Money, money, money Five years ago, the fleet transitioned from contract hire to finance leasing with Holman, aiming to realise cost savings. However, the true impact of the switch wasn’t clear until the end of their first 48-month cycle. “When we evaluated the results of the case study, it clearly reflected the improvements we’d made,” says Lindsay. “Overall, this shift has been very positive, helping streamline our operations and better manage the fleet. It’s a significant and encouraging step forward.” As Lindsay and her team continue to look for ways to improve, they’ve focused on navigating the major shift from ICE vehicles to fully electric ones. Tis transition has brought its own challenges, particularly concerning safety, given the power and instant acceleration of electric vehicles. Within the first few months of drivers switching to EVs, there was an increase in speeding and accidents. To address this, Lindsay’s team added a short video to their risk management platform for drivers transitioning to EVs. Te video highlights key differences, such as more powerful braking and acceleration, to ensure drivers understand the unique driving dynamics of these vehicles. Driver safety remains a top priority for
Lindsay and her team, especially over the past 12 months, which have presented additional challenges. Te fleet uses a
comprehensive risk management system, which all drivers must complete. “We also offer on-road driver training for high-risk drivers and closely monitor driver miles and fatigue. We’re doing everything we can to mitigate risk,” Lindsay explains. Currently, the fleet's accident incident
rate for 2024 stands at 1.8%, which is low compared to the industry average. “I’m really proud of that,” Lindsay says. “But what frustrates me is the rising costs of insurance and SMR. Despite our low incident rate, we’ve seen significant increases in these costs due to rising repair expenses – something we have no control over.” From a cost perspective, Lindsay notes that it’s difficult to influence these increases. “It’s frustrating to know we’re putting in all this effort, but still facing a 30% rise in insurance premiums this year.” Lindsay says another big challenge in
fleet right now is the uncertain market and vehicle availability. “While it’s exciting to see new brands entering the UK, the sustainability of this influx is a concern. Investing in a vehicle that could lose value if the manufacturer goes out of business – especially when we’re committing to it for four years – is a real worry. As much as I’d love to explore new options, it’s hard to take the risk when the market is so unpredictable,” she notes. Te rising cost of vehicles is another
issue. “A few years ago, we were looking at around £25,000 for a decent vehicle, but now we’re talking about £45,000. It’s a challenge to manage costs while also meeting expectations. As much as we’d like to offer the best vehicles possible, we can’t keep increasing costs. I do hope manufacturers can find ways to reduce
“Fleet is only going to grow in importance as we move towards 2030, and it’s vital that we attract young talent.”
prices to make them more affordable for businesses.”
Shifting gears: championing women One of Linsday’s key goals is to encourage more women to join the fleet industry. “I’ve been working in the vehicle sector since I was 20, and back then, there were very few women in the field. Over the past 25 years, progress has been made, but not at the rate it should have been. I’d love to become an advocate for women entering the industry and help create a platform for them to thrive.” Last year, Lindsay took part in a course
with the Association of Professional Fleet Managers called ‘Women’s Voices in Fleet,’ and describes it as one of the most inspiring experiences she has ever had. “Tere were 12 women in the course, ranging from those my age to younger women, all of whom were passionate and driven. It was amazing to be surrounded by so many like-minded women, and it reaffirmed my goal to be an advocate for women in fleet. “We need to continue working
on making women more visible and recognised in the fleet industry. Tere’s so much potential for growth, and I’m excited to be part of that change,” she says. Another important area for Linsday is getting younger people interested in fleet, particularly through apprenticeships. “Te UK currently lacks a formal
apprenticeship recognition for fleet management. I think that’s something we really need to work on to make the industry more accessible to the next generation,” she explains. “Fleet is only going to grow in importance as we move towards 2030, and it's vital that we attract young talent. I think bringing someone in at an apprentice level and nurturing them into a future fleet manager is an exciting opportunity for both the individual and the industry.
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