Abbey Logistics
A host of improvements at Abbey Logistics, including a 58% reduction in ‘at fault’ RTAs and a drop of more than a fifth in vehicle damage, have followed significant investment in its driver training team.
At the beginning of the process, the company decided to focus on several core objectives: to be the best in class for driver skill, quality and behaviour; to increase driver retention; to reduce incidents; and to establish tailored training for individual drivers.
The next step was to overhaul the driver training process with the appointment of an experienced trainer, who then built a team around him. Bespoke courses, designed to reflect the markets Abbey operates in, were developed. They proved such a success that the company now provides CPC training to drivers from other hauliers around the UK too.
It was, as the judges noted, an impressive and focused submission, outlining an holistic approach that did not shy away from bringing in new staff to lead the programme.
Specific mention was made of Abbey’s strong emphasis on securing driver feedback on the training via an anonymous survey and its unique use of Microlise data to identify measurable outcomes.
DPD
An “unacceptable” manager retention rate was the catalyst for DPD to introduce a comprehensive New Manager Induction scheme last year.
The courier firm took on 131 managers during 2017, but 12 months later just 63 remained – a retention rate of 48%. Following the identification of a lack of structured training as one of the reasons for the high turnover, a new programme was developed.
Managers joining the company now take part in an intensive, five-week induction, during which they spend time in their own depots as well as at one of DPD’s model depots. At the end of the course, during their evaluation by a DPD trainer, candidates are given the opportunity to discuss what they have learned.
This improved induction process enables managers to hit the ground running, and implement the best practice techniques they have learned as soon as they enter their own depot.
Retention is now at 81%, reducing recruitment costs by £226,200.
The judges praised the well-written and focused submission, with measurable outcomes clearly articulated.
Fowler Welch
A year of increased collisions, damage costs and minor infringements, together with the subsequent rise in insurance premiums, led to Fowler Welch strengthening its driver development team to improve matters.
The food logistics specialist decided to concentrate on three key areas: environmental social responsibility, driving safety together and legal compliance. A robust personnel structure was created, alongside investment in fleet and technology, and before long the company saw significant improvements.
Results show falls in speeding and harsh braking incidents, with accident costs reducing by more than a third and annual collisions by 21%. On the compliance side, EU and WTD infringements came down from 3.18% to 2.61%, while fuel efficiencies led to a 2.4% cut in emissions and a 10,000-tonne decrease in CO2.
The judges were impressed with the comprehensive driver training programme Fowler Welch introduced, which encompassed mobile phone distractions, bridge strikes and driver fatigue, as well as its clear strategic vision and delivery to more than 650 drivers.
O’Donovan Waste Disposal
With 60% of UK workers experiencing mental health difficulties due to their job, it’s easy to see why O’Donovan has prioritised the issue.
The company’s Dynamo Welfare Project promotes health and wellbeing through bespoke training, delivered by qualified in-house staff. The project also encourages employees to take responsibility for their own health.
The top-down, bottom-up approach enables individuals to develop the practical skills they need to help reduce stress, improve communication, reignite their passion for excellence and growth, be more effective at problem solving and increase personal and organisational coherence.
Employee feedback shows that staff are more aware of how emotions affect energy levels, and feel well equipped with techniques to renew their energy throughout the day, including breathing exercises and conscious recognition of what is affecting them.
The judges applauded the innovative approach, as well as the very impressive results: a 15% decrease in absenteeism and 32% fall in stress levels.