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Congratulations to the BVRLA on its Golden Anniversary Since 1967, the BVRLA has worked tirelessly to ensure fairness of the regulations and legislation that affects its members and the country’s drivers. We are proud to be part of the BVRLA and look forward to its continued success in representing the interests of our industry.

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• 03

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09 FOREWORD Minister of State for Transport, John Hayes CBE MP.


13 INTRODUCTION BVRLA Chief Executive, Gerry Keaney.



The changing landscape of the fleet industry, and what it means for the sector.


48-49 BVRLA IN NUMBERS The facts and figures that define the association. 50 years of service. From 1967 until present day – the events that shaped Britain and the BVRLA.


27-33 KEY PEOPLE 10 people who have been instrumental in our first 50 years.


In what ways will digital change the way the fleet industry works?





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83-85 WHAT WE DO The services, advice and work the BVRLA does for its members and the industry.


How the technology in cars and vans will change the fleets of the future.





The BVRLA stages many events throughout the year to aid understanding and promote the industry. Here are some of them.


92-93 ANNUAL DINNER A look at five decades of the BVRLA Annual Dinner.


96-97 BVRLA TEAM The most influential vehicles of the last five decades.

Who we are, and how to get in touch.




The association’s figureheads from 1967-2017.



POWERING VEHICLE FLEETS FOR OVER 50 YEARS We’ve been working side by side with our customers to guide them through the challenges of running vehicle fleets. Here’s to the next 50.

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ith more than 240,000 miles of road and over 37 million vehicles licensed to use them, it is clear that road transport is still the dominant way of moving goods and people around the UK. HGVs alone travelled 18.4 billion kilometres on UK roads in 2015. The vehicle rental and leasing industry is an integral part of this network. It provides the trucks delivering parts to our factories and stock to our supermarkets; the vans and minibuses carrying plumbers to our houses and children to our schools; and the cars transporting salesmen to their customers and holidaymakers to their destinations. BVRLA members don’t just enable economic activity, they also support it, through the billions of pounds they spend on buying, servicing and running their vehicles. Keeping our industry moving is key to the continued prosperity of the UK economy.

Your industry’s purchasing power and fleet management expertise have played a major part in driving down CO2 emissions and reducing the number of people killed or injured on our roads. With air quality, road safety and connected and autonomous vehicles at the top of the government’s agenda, the BVRLA’s input on these vital policy issues is more important now than it has ever been. Together with my colleagues at the Department for Transport, I would like to thank you for your continued support with our industry working groups, forums, consultation papers and briefings. I would like to congratulate you on a remarkable first fifty years of achievement and look forward to many more productive years of working together. The Rt. Hon. John Hayes CBE MP Minister of State for Transport • 09

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ack in December 1967 the British Vehicle Rental and Leasing Association was incorporated and its founders held their first meeting in offices near Victoria Station in London. Those twelve members were part of a young and relatively small sector. They got to work immediately, recruiting new members, making representations to Ministers, producing a Code of Conduct, launching a newsletter and laying much of the groundwork for the huge strides forward that the industry has made ever since. Even so, I doubt whether many of those pioneers could have imagined the scale and size that their industry would reach fifty years on. Today BVRLA members own and operate millions of the cleanest and safest cars, vans and trucks on our roads. In doing so they pump billions of pounds into the UK automotive industry and economy each year. Getting here has not been plain sailing. Over the course of the last fifty years, the BVRLA and an immensely dedicated group of member volunteers have had to deal with a series of challenges. Whether you look at the tax or accounting regime, Block Exemption and Type Approval regulations, the availability of fleet funding, the ability to transfer liability for parking fines and fixed penalty notices or the digitisation of the DVLA and

DVSA, the BVRLA and its members are responsible for nurturing the thriving industry we can see today. The versatility that your association has shown and continues to show will be essential as we enter a new business era. It is likely that our industry will see more change in the next 10 years than we have seen in the previous 50. We face a revolution in the way vehicles are powered, used and managed. At the same time, we must adapt to a policy making environment that is dominated by the need to cut emissions, reduce car use and increase tax revenues. The fleet sector is at the epicentre of this seismic shift. And, just like its members, the BVRLA must adapt and anticipate to meet a rapidly changing set of business requirements. At the same time, we must maintain a close focus on the basics that have stood us in good stead during the previous five decades. Rest assured, the association will continue to help you manage your assets and your reputation by campaigning, lobbying, training, researching and setting ever higher professional standards. Whether you see us as an insurance policy, a trusted advisor, a badge of quality or an opportunity to network with industry colleagues, we look forward to many more years of working together.

Gerry Keaney BVRLA Chief Executive • 13

Setting the standards. Proud to be an associate member of the BVRLA.

Official fuel consumption figures for the A3 Sportback range (excluding S, RS and e-tron) in mpg (l/100km) from: Urban 37.7 (7.5) – 68.9 (4.1),


standardised EU test conditions. This allows a direct comparison between different manufacturer models but may not represent the actual fuel consumption achieved in ‘real world’ driving conditions. Fuel affect fuel consumption, BIK and emissions data (which may also affect the amount of Vehicle Excise Duty payable and therefore the ROTR price) – check with your local Audi Centre. Images for illustration

cons purp

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Extra Urban 56.5 (5.0) – 76.3 (3.7), Combined 47.9 (5.9) – 72.4 (3.9). CO2 emissions: 134 – 103g/km. Fuel consumption and CO2 figures are obtained under

Fuel ation

consumption and CO2 figures correct at time of print [February 2017]. More information is available on the Audi website at and at Choice of wheels and other options may purposes only. Model shown is the Audi A3 Sportback S line 2.0 TFSI 190PS with optional metallic paint (£550.00), black roof rails (£250.00), privacy glass (£375.00).

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Keeping your business moving since 1971

Yesterday, Today, Tomorrow.

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AMT Group Sales Director: Neil Burroughs Member type: Rental Company size: 180 employees

Fleet size: 1,868 cars, 50 minibus, 218 LCV

Year established: 1995

Year joined BVRLA: 2009

How would you sum up what makes your company special? The AMT Group provides solutions whether it’s a one-day requirement of vehicles or four years, and everything in between. It’s all about us providing a consultative solution to a customer depending on their needs, whether it be short-, medium- or long-term. The right solution in place for their business as it is today or for the future. What do you like most about the BVRLA – any surprise benefits? There’s value in the information the BVRLA puts out and the representation and credibility it offers. There are particular businesses that look for that reassurance and we have that through our links to the BVRLA. Personally we probably don’t utilise all the benefits, but that’s because there are so many – I reckon we need to do a bit more! What could the BVRLA do better? Maybe on the emails, the segmentation could be better. That’s just the world we live in now – there’s so much information that if you can’t split it up, then you can quickly turn recipients off absorbing it and things get missed.

What is the biggest challenge facing your company in 2017? As any company going through growth knows, a challenge is providing resource to bring talent into the business. Actually getting in the quality people to deliver that expertise, that consultative approach we look for. How quickly customers want something is a challenge too. Acquiring a vehicle – whether it’s business or personal – 10/15 years ago, the consumer would take their time because it was a more significant purchase. Now with online, that’s not the case. Where do you see your company in five years? There’s a very clear growth plan for us to service the client in a much more robust and speedy way. I feel the next four years will all be about preparing ourselves for growth through those channels – web, B2B portals and our decision to make things automated. How do you see the fleet industry progressing in the next five years? Consolidation and acquisitions are always possible in the fleet industry

where you’ve got big PLCs right down to small local private companies. Companies who have a gap in the provision of an end-to-end solution will always look to cover that off. For example, they might not have great volumes in the rental space. What lessons have you learnt since starting out? Things always go in cycles. You have to have a roadmap to growth, but you have to accept that there’s got to be some flexibility in that roadmap. You have to predict the unpredictable because everything can change! What has been your company’s biggest achievement? Its greatest achievement is to grow. It’s grown by 20% in the last year, but it feels like continued growth and it’s accelerating. It gives us the ability to grow our depots, our fleet size and allows us to adapt to the changes. There have been increases across both the rental and contract hire sides of the business.

• 17

BMW Fleet & Business Sales


BMW Connected with Learning Function. BMW Connected with Learning Function seamlessly syncs your calendar to your car and learns your travel patterns, allowing for prompt, efficient journey planning. No other car brand has more integrated connectivity and telemetry than BMW. Find out more at

BMW. THE MOST CONNECTED CAR BRAND. Official fuel economy figures for the BMW X5 range: Urban 21.7–47.9mpg (13.0–5.9 l/100km). Extra Urban 36.2–57.6mpg (7.8–4.9 l/100km). Combined 29.1–85.6mpg (9.7–3.3 l/100km) inc. PHEV. CO2 emissions 226– 77g/km inc. PHEV.

Figures are obtained in a standardised test cycle. They are intended for comparisons between vehicles and may not be representative of what a user achieves under usual driving conditions.

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Secretary General > DR Quinn

• BVRLA incorporated on 8 December and the Memorandum and Articles presented at first meeting of the Committee of Management (CoM) four days later at Davis House, Wilton Road, London SW1. • Two days later still first general meeting of members took place at the Waldorf Hotel in London followed immediately by second meeting of the CoM. • 12 companies accepted into membership.

1972 > National coal miners’ strike.

1973 • BVRLA News launched with 13 pages of information and news for members. • The BVRLA succeeded in having the Road Transport Industry Training Board (RTITB) levy lifted for chauffeur drive operations.

> UK joins the European Economic Community (EEC). > VAT introduced at 10%. > Ford Escort launched.


SG > Douglas Joyce

• 16 January, third meeting of CoM. Sub-committees formed for Car Rental and Chauffeur Drive, Leasing, Chairman’s and Commercial Vehicles. • On 5 March eight further members accepted.

1969 • The BVRLA registered under the Restrictive Trade Practices Act – a forerunner of the Competition Act

1971 • VAT sub-committee formed to help with the introduction of VAT to the sector. > Decimalisation of sterling.

20 •


SG > Oliver Dawson

> Volkswagen Golf launched.

1975 • The BVRLA holds its first Annual Dinner. > EEC referendum – UK votes ‘remain’.

1976 • The BVRLA fights DVLC proposal to introduce driving licences without the driver’s address or driving record. > Inflation at 16.5%.

1977 > Income tax cut to 33%.

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• The BVRLA persuades the RTITB to exclude leasing from its levy.

• BVRLA sees off attempt by HMRC to only allow VAT claims on leased or rented vehicles where there is no private use. • BVRLA Public Relations Sub-committee formed to help raise the association’s profile. > Riots in Brixton.

SG > Clive Ainsley

1986 > England knocked out of World Cup by Maradona’s ‘hand of God’.

1987 > Margaret Thatcher becomes the first female Prime Minister.

1981 • The Office of Fair Trading (OFT) responds to BVRLA’s new Code of Conduct – five years after its submission! • The BVRLA establishes its first training course.

• BVRLA launches Anti-Theft Award which Vauxhall wins. The Award goes on to become a major industry event recognised by Police and Government. > Margaret Thatcher re-elected.

1988 • BVRLA launches City & Guilds pilot examination in Rental Operator Skills. The exams have gone on to attract up to 100 candidates every year. • 21st Anniversary Ball held at London Hilton hotel.

1982 • Hire Fleet Protection (database of problem renters) acquired by BVRLA. • First BVRLA golf tournament. • Control of Hiring Order abolished following submission by BVRLA. > Falklands War.

1983 • BVRLA computerises its membership system.


SG > John Allen

> The UK joins the European Exchange Rate Mechanism (ERM). > World Wide Web proposed by Tim Berners Lee.



• The first BVRLA regional meetings were held in Glasgow, Bristol, Preston and Gatwick. • RTITB re-imposes levy on leasing companies.

• Regional meetings attract no less than 1,700 representatives from members. > UK in recession.

• 21

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• Following continued pressure by BVRLA, among others, RTITB scrapped by government. • BVRLA helps secure VAT reclaim for rental vehicles. > UK drops out of ERM on ‘Black Wednesday’.

• HMRC propose VAT allowances based on private mileage. BVRLA objects and wins.



> Minimum wage introduced at £3.60.


DG > John Lewis

• New car pricing order impacted heavily on residual values. • Accounting Standards Board proposes adding operating leases to balance sheets. • BVRLA agrees transfer of liability to customer for parking offences with local authorities. > Fears of ‘millennium bug’ prove ill-founded. > Ford launches Mondeo. • BVRLA moves HQ from Chichester to Amersham. • Introduction of Fair Wear & Tear Guide for leased vehicles. > 1% of UK population has Internet access.



SG > Norman Donkin

• BVRLA obtains full VAT allowance on purchase cost of leased vehicles.


2001 • Quality Assured scheme launched with BCA for disposal of vehicles. > 9/11 attack in New York City.

2002 • BVRLA negotiates for members to be treated as end users and not re-suppliers under Block Exemption rules. • BVRLA wins extension of need to declare insurance information from seven to 14 days.

2003 •

Members face difficulties with transferring penalties for London Congestion Charge. BVRLA negotiates with Transport for London. • Updated Code of Conduct launched. > Sales of new cars touch nearly 2.6 million. Members responsible for largest single share of the market.


> Labour wins landslide General Election.

22 •

• DVLA agrees with BVRLA that VE103 will be retained in use. > 65.6% of UK population has Internet access (ahead of both USA and Germany).

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• BVRLA launches Fleet Disposal Values. • Drive Europe (travel package including breakdown and recovery, etc) launched. • BVRLA’s Management Development Programme produces its first MBA graduates.

• Members now operate the lowest emission fleet in the UK. > London Olympics – UK second in medal table.

2006 • Memorandum of Understanding signed with TfL for members to transfer liability for paying London Congestion Charge to customers.


• Members’ fleet hits new record high of 3.4m. > 89.8% of UK population has Internet access (still ahead of both USA and Germany).


2007 • Using Block Exemption Rules BVRLA foils attempt by manufacturers to obtain members’ customer data. • BVRLA launches Legal Helpline and a Customer Information portal. > Tony Blair wins historic third General Election.


CEO > John Lewis

• BVRLA establishes the Technical & Operational Management and the Residual Value & Remarketing forums. • BVRLA achieves exemption from Distance Selling Regulations for rental members. > Banking crisis followed by major recession (Credit Crunch).

CEO > Gerry Keaney

• BVRLA holds first Fleet Technology Conference.

2015 • BVRLA successfully postpones government attempts to rush through the abolition of the paper counterpart to the Driving Licence. • BVRLA works with ACFO and Fleet News to produce the fleet sector’s first ever Fleet Industry Manifesto ahead of the General Election. • First ever BVRLA Parliamentary Reception. > Conservatives win overall majority in General Election.

2016 2009

• Updated Code of Conduct launched. • BVRLA and its members persuade the government to preserve the salary sacrifice car market. > UK votes to leave the European Union.

• BVRLA negotiates with major funders to lift restriction on credit for the sector.


> Conservatives win General Election but with no overall majority, form coalition with Lib-Dems. > Recession ends with 0.1% growth.

2011 • Online portal developed in conjunction with DVLA for driver licence checking.

2017 • BVRLA celebrates 50 years of serving its members. > Donald Trump becomes 45th President of the United States.

• 23


Vauxhall – proud members of the BVRLA Congratulations to the BVRLA on their 50th Anniversary as the trade body for the vehicle rental and leasing sector. BVRLA, the voice. Vauxhall, the choice.

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> • 27

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Chairman 1971-1973 President 1985-1988 Honorary Life President 1992the USA bought it and I retired but remained in my role as President of European Car and Truck Rental Association until my period of office came to an end. Your role with the BVRLA: As chairman and president I was privileged to help guide the association both in its early years and later. I saw, and helped, it grow from a small collection of like-minded individuals and companies into the major trade association that it is today.

Your career to date: I started my management career in 1966 with United Dominions Trust (UDT), as a director of the Motor Dealership before moving into their Swan National rental operation. TSB eventually bought UDT and after several internal moves I became chairman of Swan National. In 1991, Swan National was rebranded as EuroDollar and in 1993 I was part of an MBO to buy the company from TSB. We floated the company in 1994. Four years later Republic Industries from


What excites you abou the sector? I have always enjoyed the cut and thrust of the industry and the challenges it poses of providing customers with the vehicles they need and, of course, making a profit for my company. What’s the most important lesson from your career? Motivate your staff at all times – make them feel they have an important role within the company. Never forget we are in a service industry, therefore high standards of service are paramount. Finally, enjoy your work. What has been the BVRLA’s main

Your role with the BVRLA: To look after the interests of members and to ensure that issues that affected the industry were fully addressed through government and the civil service. Also, to ensure that members operated the very highest standards of quality when dealing with their customers.

28 •

Is there anything that you wish the BVRLA had done in its first 50 years? I wish we had had better success with the Control of Hiring Orders and the Road Transport Training Board, but those are both now gone so we did win in the end! And what of future challenges? Brexit, of course and the impact of future regulation. And retaining our excellent staff in the Executive.

Secretary General 1985-1995 In addition, there were successful negotiations with the DVLA on a number of issues and with HMRC on VAT for leasing, for which in 1995, I received the Fleet News Special Award for services to the industry.

Your career to date: I held senior roles in Avis, firstly in customer accounting for EMEA and later on a worldwide basis before becoming company secretary. The BVRLA appointed me as Secretary General in 1990, a post I held for five years. During my time we launched the Vehicle Mileage Database, VE103s, the Conciliation Service and the RV Survey. These, together with other commercial initiatives left the association in a sound financial position when I retired.

achievement in its first 50 years? To bring together commercial competitors to work for the good of the industry as a whole and to represent the sector to government, while at the same time providing a framework of regulation for the sector and of course, providing our members with good value services. I would particularly stress the enormous advances in the BVRLA’s strong relationship with government which John Lewis, Chief Executive from 2000 to 2013 achieved during his period of office. In addition, Gerry Keaney, the current incumbent, has taken the association’s profile both within the industry and government, to extraordinarily high levels.

What excites you about the sector? The challenges that continually face the industry and the application of new technology to evolving issues. What’s the most important lesson from your career? Attention to detail and follow up. Communicate with employees the objectives so they are fully involved and committed. What has been the BVRLA’s main achievement in its first 50 years?

The strength of our relationships with government and within the motor industry. Is there anything that you wish the BVRLA had done in its first 50 years? I don’t think we could have expected much more. It has become the leading rental and leasing body across Europe and continues to move with the times thanks to the very active support it gets from its members. What are the BVRLA’s main challenges going forward? As long as vehicles are an integral part of leisure and business requirements then the leasing and rental sector will be there to service that need. However, Brexit is likely to pose challenges for the industry. Also, the introduction of further restrictions for operating vehicles with high carbon emissions and penalties introduced either in the form of taxation or congestion charging. What has been your standout vehicle of the past 50 years? The Volkswagen Golf. It represents the epitome of excellence and reliability in a compact family vehicle.

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Chairman 2003-2005, Honorary Treasurer 2007man of the association itself. It’s been a privilege and pleasure to serve the association in such a variety of personal capacities over the years. It was Freddie Aldous who got me involved after he bought me lunch when I was still new to the leasing sector and I wanted to find out more. It only goes to show that there really is no such thing as a free lunch! What excites you about the sector? I think the industry has the freedom to innovate, create new products and bring added value propositions to customers. I like the fact that lean, nimble, innovative small companies can still prosper and grow.

Your career to date: I held a number of senior roles in Mann Egerton (a dealer group) before becoming MD of Inchcape Vehicle Contracts. After a so-called retirement I was Chairman of Zenith Leasing for a couple of years.

What’s the most important lesson from your career? Visionary management and smart systems coupled with strong customer focused people, produce a winning team.

Your role with the BVRLA: Nowadays I am still the BVRLA’s Treasurer and in the past I chaired both the accounting & taxation and the leasing & fleet management committees as well as being Chair-

What has been the BVRLA’s main achievement in its first 50 years? In my time we have without any question of doubt, protected our members from the often unintended adverse conse-


What do you love about the vehicle rental and leasing industry? There is never a dull day and always a challenge. Mobility and motor vehicles are central to people’s business and personal lives. The rental and leasing industry plays a vital role in enabling people to access them, which means that you feel that you are adding real value.

Your connection with the BVRLA: My father Peter Butler was heavily involved in

Is there anything that you wish the BVRLA had done in its first 50 years? I would loved to have seen a pan-European association modeled on the most all-encompassing trade body in Europe – the BVRLA. And what of future challenges? The future can be summed up in one word – change. Customers are changing, routes to market are changing, legislation is changing and our members are changing. There’s never a dull moment! What has been your standout vehicle of the past 50 years? I’m tempted to say my old Bentley but the truth is it’s the company car. After all, it created our industry!

“Freddie Aldous got me involved after he bought me lunch.”

Rental Committee Chair 2011-2014 the BVRLA in its early days during the 1970’s and was a member of its Rental Committee until his retirement in 1995. I sat on the same committee in the 1990s and again from 2007 to 2016.

Your career to date: My first job in the industry was with U-Drive Rental in 1990 and I worked my way up to Managing Director before managing the sale of the business to Cowie Group in 1997. I then worked as an independent consultant (including a couple of projects for the BVRLA) before joining Scot Group in 2001, where I still work today as Director, Retail and Speciality Rental.

quences of ill-conceived government legislation and regulation.

What did you learn during your career/at the start of your career that you think is still very relevant today? To put the customer at the centre of everything we do. Where do you think the industry is going? It’s going to be challenged by changes in vehicle technologies and models of vehicle usage, as well as local and global economic pressures. We need to remain profitable so have to ensure we keep our products relevant and charge properly for them.

What has been the BVRLA’s main achievement in its first 50 years? To raise the profile of the industry and ensure that its voice is properly heard. Is there anything that you wish the BVRLA had done in its first 50 years? No – I think BVRLA has always responded to its members’ requirements. What are the BVRLA’s main challenges going forward? Continuing to be the voice of the industry at ALL levels. What has been your standout vehicle of the past 50 years? I’m not sure there’s just one: Ford Mondeo – the first real fleet car I came across in the ‘90s – great in all its derivatives. Renault Laguna – I met my (much later to be) husband at the launch! And BMW 325 coupe – I was just so proud to have one as a company car.

“Vehicles are central to people’s business and personal lives." • 29

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Chairman 2011 - 2013 BVRLA Rental Committee and Committee of Management for many years. What do you love about the vehicle rental industry? The way that customers book a rental car or van has changed massively over the years, but the physical handover of the vehicle has remained largely the same. I love the variety of customers that we deal with – ranging from the tourist to the businessman and the car enthusiast. Of course this is all beginning to change now with the increasing popularity of car sharing, which is a consequence of another aspect of the industry I love – its ability to innovate.

Your career to date: I have worked in the rental industry for more than 30 years, always with BVRLA members. I spent 19 years at Hertz as General Manager of the UK business before joining Kindertons, the credit hire specialist in early 2016. Your role with the BVRLA: I was Chairman of the BVRLA from 2011 to 2013, which was a time when the rental sector was under intense scrutiny from the European Union and OFT. I also served on the


What are the key lessons you have learnt from your career? Customers rightly have very high expectations of our industry and we cannot fail to meet them. I have also learnt that we need to be vigilant in how we hand over such valuable assets. The risk of theft and fraud remains high and is an enormous cost for the industry – which is why we place so much trust in our excellent front line staff.

30 •

What has been the BVRLA’s main achievement in its first 50 years? In recent years the successful roll out of the new Codes of Conduct has proven very effective in demonstrating that the industry can regulate itself. This is vital at a time when the industry is coming under increased scrutiny from regulators in the UK and Europe. Is there anything that you wish the BVRLA had done in its first 50 years? I don’t think we could have expected much more. It has become the leading rental and leasing body across Europe and continues to move with the times thanks to the very active support it gets from its members.

Chairman 1999-2001 Your role with the BVRLA: Being a Commercial Vehicle Committee member helped me to develop my own management skills and through that earn the respect of fellow committee members who saw fit to offer me the Chairmanship of both the CV Committee and ultimately, the Association. I always felt after meetings that my time was rewarded simply by being there and learning.

Your career: In 1969, when applying for a job in the Kennings parts division, Terry Ward (later Association Chairman and a valuable mentor) asked, “How would you like to run a car hire operation?” I went from working an honest forty hours a week to double that without noticing it. From that moment on it was rental all the way. Later, I was fortunate enough to be able to start my own commercial vehicle hire company which I am pleased to say is now managed by my daughter.

Where is the industry going? People will always need to rent vehicles and the trend towards pay-as-you-go transport is growing. I don’t see a huge risk from the Uber model – you rent a car for different reasons and people will always choose rental cars for journeys or itineraries that need a bit of flexibility. One of our industry’s biggest challenges is to improve the transparency and clarity of our processes, and I am concerned that we are not keeping up with other industries.

What excites you about the sector? Luckily, I was in the industry in its heyday when strong relationships with manufacturers allowed the fast and profitable development of the industry. Although competitive, it was also more dynamic and run by entrepreneurs. Today, my love is more about watching my successors capitalise on the structures we built. What’s the most important lesson from your career? The best attribute one can bring to the industry is an ethic of hard work while commercial success comes from controlling the logistics of efficient vehicle use. What has been the BVRLA’s main

achievement in its first 50 years? Structure, commonality and discipline. In addition, the launch of the Quality Assured programme when I was Chairman of the CV Committee. What began as BS5750 formed the basis of that programme. Is there anything the BVRLA wasn’t able to do in the past 50 years? It’s important for people to remember what the BVRLA was formed for and take full account of all sections of membership including commercial vehicles. And what of future challenges? The BVRLA should resolve the foregoing paragraph before it loses its significance with smaller members. What was your standout vehicle of the past 50 years? Not a good one! The Austin J4 van. Even when new it was dreadful!

"I always felt my time was rewarded by being there.”

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Director of Member Services 2001 - present database and risk and fraud services (I am well known to the police!). I enjoy the satisfaction of doing a good job and I think that what we achieve as a membership community, is always more than any one member could. What excites you about the sector? The pace is fast-moving which means that the landscape - positive or negative - is constantly changing. The people in it are naturally energetic and service-oriented and of course, there is always something new to learn. What’s the most important lesson from your career? It’s a man’s world…still.

Your career to date: 20 years with Hertz and 20 with the BVRLA. However, when working for Hertz I did not really engage with the BVRLA nor did I understand its potential. How very different for members today with the enormous range of services, information and help that we provide.

What has been the BVRLA’s main achievement in its first 50 years? Establishing relevance and credibility throughout the sector. Is there anything the BVRLA wasn’t able to do in the past 50 years? Considering how much we have achieved in the past 50 years, I’m not sure if we could have done more!

Your role in the BVRLA: I am responsible for providing virtually all of the BVRLA’s services; eg, VE103Bs, training, conferences, events, forums, vehicle mileage


What was your standout vehicle of the past 50 years? Our first car, when Dad was working for Ford, was a Cortina MK1 and we crammed a family of seven into it! But my standout car was the Honda Civic Type R from the Nineties. I absolutely agreed with Damon Hill’s review of it – a wolf in sheep’s clothing with such a free revving engine that made the best sound ever!

“What we achieve as a membership is more than any one member could.”

Director General 2000-2008 Chief Executive 2009-2013 ation by identifying threats and opportunities, mainly emanating from UK and EU Governments, and developing ways of handling the threats and capitalising on the opportunities for the sector while remaining company neutral. Also to ensure that the three main sectors of membership, Leasing (including brokers), Short Term Rental, and Commercial Vehicle Rental and Leasing were allocated appropriate resources.

Your career to date: I first joined the sector in 1984 as Sales Manager at UBM Fleetdrive, moved to Camden Contract Hire as Sales and Marketing Director, then transferred in group, to Dial Contracts in 1990 as Director and then promoted to Deputy Chairman. Your role in the BVRLA: I joined the BVRLA in 2000 initially as Secretary General and was then promoted to Chief Executive in 2004. My role as CEO was to lead the Associ-

What are the industry’s main challenges going forward? There are many threats to the sector’s existence – automated vehicles, Uber, young urbanites not learning to drive. But the resilience and creative flair we have shown will continue to stand us in good stead. Now the future lies in the quality of our members’ young executives – they will ensure the sector remains relevant.

What excites you about the sector? Before I joined the BVRLA I loved the challenge of being able to analyse a customer’s needs, develop appropriate solutions and then, most importantly, monitor the effectiveness. My second love was being able to lead the industry, which provided me with significant job satisfaction, and put my knowledge to use for the benefit of the industry as a whole. What’s the most important lesson from your career? The vital importance of good and clear communication, whether with immediate colleagues, members, the board or government.

What has been the BVRLA’s main achievement in its first 50 years? Bringing together three key sectors to form a cohesive industry that is recognised by government(s) for the role it plays in the UK economy. Is there anything that you wish the BVRLA had done in its first 50 years? Yes – change its name to use an acronym that trips off the tongue more easily than BVRLA. What are the BVRLA’s main challenges going forward? Continuing to give readily identifiable value for money to its members in an environment where cost pressures will only ever increase. What was your standout vehicle of the past 50 years? The Ford Cortina as it was almost synonymous with leasing as the industry grew and made the proposition to drivers much more acceptable.

“It provided me with significant job satisfaction.” • 31

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Chairman 1967-1969 television company in the USA and then took an M.Phil at Cambridge on the impact of cable television on sport. Your role with the BVRLA: I was elected as the first Chairman in 1967. The first Committee set the success of the association from the outset. We developed a code of conduct and negotiated hard with government over many issues, with a good deal of success. My mentor then was the late Cecil Redfern who was a great driving force in those early days.

Your career: I had quite a varied career. I qualified as an accountant in 1954 and in 1960 I was a founder of Controlled Cost Motoring, one of the first vehicle leasing companies. I joined the board of Lex Services in 1968 and five years later became Chairman of Weyburn Engieering, the largest independent camshaft manufacturer in the world. Weyburn was acquired by Carborundum Inc and I joined the Carborundum Executive. In 1982 I became Chairman of a cable


What do you love about the vehicle leasing and rental industry? Being in the vehicle rental and leasing industry in a creative leadership role provided me with the most satisfactory period of a lengthy career. What are the key lessons you have learnt from your career? My philosophy was to develop a unique brand image in each organisation for which I worked. What has been the BVRLA’s main achievement in its first 50 years?

Your role with the BVRLA: Many years

Is there anything that you wish the BVRLA had done in its first 50 years? From the distance of 30 years in retirement I think we did pretty well in all we set out to do. And what of future challenges? I think that the industry will perform very much in line with economic activity. The industry is now so well established that the alternative of ownership, once relieved, is unlikely to return. However, Brexit may well cause difficulties; we’ll see.

“We negotiated hard within Government, with a good deal of success.”

Chairman 2005-2007 on the Leasing and Fleet Management Committee, including two years as Chairman. I also sat on the Committee of Management, and chaired the BVRLA between 2005 and 2007. I had three key motivators; to benefit me and my company; to give something back to the industry; and to effect change in the BVRLA itself to ensure it remained relevant in a rapidly changing business environment.

Your career to date: A wholly automotive career including manufacturer, retail motor group, and over the final 29 years entirely within the leasing sector, initially with Appleyard Vehicle Contracts, then JCT 600 Contracts, Velo, and finally Lex Autolease, before retirement. A Non-Executive Director career continues with Vertu Motors, Merrion Fleet, Prohire and APD R&D.

Certainly, its unique position in the sector and the wide range of services in training and forums held each year together with its ability to have its views and advice considered by government.

What excites you about the sector? The fact that it is a dynamic business, constantly changing and evolving. Whilst it is highly competitive there is general respect amongst those working within it and a tremendous camaraderie, especially at senior level. What’s the most important lesson from your career? That success is a team effort and is delivered by more than just the leader. Building a high-quality, motivated, determined team is vital. What has been the BVRLA’s main achievement in its first 50 years? Successfully establishing itself as the most

respected, knowledgeable, active influencer of opinion on fleet industry matters with policymakers. In addition, it provides a valuable source of information and services for members. Is there anything that you wish the BVRLA had done in its first 50 years? The BVRLA was slow to recognise that being proactive for members was essential to justify its role. Previously seen as a club for elder members of the industry, both perception and reality has completely changed over the last 10 years or more. What are the BVRLA’s main challenges going forward? To remain at the forefront of identifying, recognising and embracing the transformation of our industry and developing products and services to meet the needs of members, who themselves may not recognise the challenges that lie ahead. What was your standout vehicle of the past 50 years? Ford Cortina/Mondeo for being preeminent in the fleet sector. However, the market always moves on! • 33

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ARNOLD CLARK UK Managing Director: David Cooper Member type: Leasing & Fleet Management Company size: 716 employees

Fleet size: 51,000

Year established: 1963

Year joined BVRLA: 1988

What makes your company different? We are a family-run business, one that is small enough to deliver that personal service, but large enough to be totally professional. Why did your company join the BVRLA? The association provides us with very specific feedback and information that we wouldn’t get from any other source. On Budget Day we get the highlights from the Chancellor, but most of the detailed information that really impacts our sector is buried in the detail and we rely on the BVRLA to provide us with that in a quick and easy-to-access way. Also, Arnold Clark is not an internationally known rental brand, so for international customers, the BVRLA logo gives us credibility and helps with raising awareness. What are the key advantages of being a member? The BVRLA really cares about its members. If we call up with a request or enquiry we get a personal response and can always speak to someone. We don’t just get sent a fact sheet. What could the BVRLA do better? That personal service has always been a hallmark of the BVRLA, but in the future, as the association grows, it may have to

deal with a wider range of members, many of whom will want their information delivered in different ways – through apps, social media or other digital channels. What is the biggest challenge facing your company in 2017? The digitisation of the business is bringing massive change. These days it is all about providing information to customers when and where they want it. Many customers want less and less human interaction which can make it difficult to differentiate yourselves or develop a relationship. Rising costs are an issue in the short term. We have seen multiple prices rises since the Brexit vote as manufacturers try to compensate for the weakening of Sterling. This along with the VED changes in April this year will cause rental prices to increase. Where do you see your company in five years? We have the UK market covered for leasing and will focus on organised, organic growth. It’s easy to grow a leasing company through staff acquisition; the challenge is cultivating a company culture that encourages people to stay and build on their experience. Many of our key staff have been with us for more than 20 years. On the car rental side, we are still looking to develop our rental presence

in the South of England, having recently opened a new location in Surrey. How do you see the fleet industry progressing in the next five years? We face some massive changes in our sector. Cars are becoming more like phones – customers are now more likely to talk about the monthly cost than the actual price of a vehicle. Connected cars will bring much more flexibility to the rental and leasing business model. You could soon see people and businesses being charged for their actual mileage used per month rather than a set figure per month. What lessons have you learnt since starting out? You can have the best systems in the world, but it is still all about employing the right people and creating the right impression in between all that digital interaction. Those key touch points are vital. If things do go wrong, having the right personal interaction can mean the difference between losing or keeping a customer. What has been your company’s biggest achievement? Our biggest achievement has been to gain a position as one of the UK’s top ten leasing companies and top six rental operators. We achieved this without any major acquisitions.

• 35

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Celebrate the past plan for the future Volvo Car UK would like to congratulate the BVRLA on its 50th anniversary, and wish all of its members continued success. Here at Volvo Cars, we’re proud of our legacy of outstanding safety innovations, but we want to keep moving towards a future where our IntelliSafe package is so advanced that no one will be killed in a new Volvo car – this is our Vision 2020. Being at the forefront of technological change is at the core of our offer moving forward. Just like BVRLA, we aim to support fleets with constant developments in the areas of intuitive connectivity and autonomous driving. We look forward to sharing these developments in an exciting future of change. VOLVOCARS.CO.UK /BUSINESS VOLVO CAR BUSINESS CENTRE 0345 600 4027

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01/02/2017 10:40

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CHALLENGES & OPPORTUNITIES A range of industry experts share their views on the future of the fleet sector, and how a changing landscape will bring opportunity and threats.

38 •

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THE FUTURE OF FUNDING The landscape may be changing but the fundamentals remain...


lthough the fundamentals of great leasing haven’t altered in the 50 years of the BVRLA’s existence, the demands and expectations of customers have changed dramatically. Similarly, the industry has undergone big changes resulting from, and reacting to, governmental, economic, social and technological developments. Nick Brownrigg, Chief Executive Officer, Alphabet GB, said: “As a service industry we’ve been flexible to react and adapt quickly to meet the needs – and in some cases foresighted enough to anticipate and shape these shifts in the market. Whether a customer’s particular strategic goals are financial, environmental or operational, the industry has provided an array of funding models, fleet management services and mobility solutions to help businesses of any size achieve their objectives.” Shaun Sadlier, Head of Consulting at Arval, expects to see a continuation of the trend away from vehicle ownership to leasing and rental. Three and four year leases are likely to remain the bedrock of the market, he said, although there may be more use of newer solutions such as mid-term rental, car clubs and even car sharing. “In our latest fleet research, 31% of fleet managers agree that the latter will grow,” he said. “Furthermore, we may also see the introduction of new means of car provision, especially if use of autonomous vehicles becomes widespread. The latter, especially, could see the creation of flexible, pay-on-use models.” As digital developments make businesses less centralised and fragmented than ever before, their needs for cars and vans necessarily follow similar patterns. While the pattern may be less repeatable and predictable, fortunately the essential, underlying need for transport is not declining. The number of vehicles being bought into fleets is rising. According to the Society of Motor Manufacturers and Traders, fleet sales accounted for 1.38 million units for 2016 – up 4.8% on 2015 and giving the sector a 51.3% market share. This figure hides a multitude of manufacturer actions rather than purely cars as company cars, but it does reflect the increasingly disparate nature of fleet too, because increasingly manufacturers and

leasing firms are looking for innovative tactics to provide vehicles to end users. Matt Dyer, MD of LeasePlan UK and BVRLA Chairman from May 2017, explained: “Demand for leasing continues, and it’s being led by innovation in product design, flexibility and delivery – whether it’s personal leasing, finance lease or business contract hire – this organic growth is ultimately being driven by private individuals and small-to-medium sized enterprises switching on to the benefits of leasing.” David Brennan, Chief Executive Officer of Nexus Vehicle Rental, added: “We’re increasingly seeing businesses wanting flexible access to a number of different vehicles but rather than using a single method of acquiring them they are using a blended form of vehicle funding encompassing rental, contract hire and outright purchase.”

Demand for leasing continues, and it’s being led by innovation. Nick Brownrigg thinks that over the next 10 years, 80% of the business his company does today will remain. But meeting the needs of the other 20% will be critical, as they are the ‘adopters’ who will be leading the path of where the market is going long term. He said: “If you’re going to succeed going forward you have to be relevant to those customers. And if you’re not going to be relevant to those consumers – who are the employees of your corporate customers – in terms of choice, flexibility and access, then ultimately you’re not going to be relevant to the corporate customer in the long run.” Graham Prince at Neva Consultants, thinks the shift away from purchasing to leasing will continue as we become increasingly a ‘throwaway’ society. He explained: “Whatever product it is, customers always want the most up-to-date and efficient goods. Leasing suits this type of customer perfectly as, like a mobile phone, they pay

a fixed monthly payment that can also cover servicing, tyres and so on, and at the end of the lease hand the car back and get a new one. We are becoming lazy humans hiding behind technology and the thought of having to sell a vehicle at the end of the agreement is something we no longer want to get involved in. The next generation does not want to talk face-to-face but use social media to interact, so to sell a vehicle in the flesh is just not in their DNA.” So what does this funding model look like? It is likely it will be based on a truly flexible offering, more akin to the ‘sharing revolution’ approach of the likes of Airbnb and Uber. These essential changes to the very nature of leasing give industry players big challenges in how they operate going forward and how they do the basic things they currently take for granted. Brownrigg added: “For instance, the sheer scale of the funding requirement and leasing book will grow exponentially if every vehicle is leased, not owned. On a practical level, what does disposal or remarketing look like in the world where there is no ownership and usage is almost always on demand? Let no one be in any doubt that the opportunities for our industry arising from these changes are significant. Both personally and professionally I think we should relish this challenge.” Neal Francis, Divisional Managing Director, Pendragon Vehicle Contracts thinks that a ‘disrupted’ market will result in a split in funding offerings in which workhorse vehicles – cars and vans used for critical business operations – will still be funded by businesses, as this will still prove the optimal cost-effective route. But, he said: “Perk vehicles will see a shift toward personal leasing though, as senior executives and directors who seek a higher standard of vehicle are increasingly overburdened by the tax now levied so therefore may opt out of a company car scheme in favour of a personal lease in their name.” There is no doubt that the market is fragmenting, and that leasing and rental firms will have to find new funding methods and innovative ways of supplying vehicles to customers on an increasingly bespoke basis, but the underlying trend seems to be that far from the market shrinking, it will in fact grow and strengthen, pulling in new customer demographics and offering new opportunity for those businesses willing to innovate.

• 39

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MOBILITY SOLUTIONS Genuine customer need or a marketing buzzphrase?


sk anybody in the fleet industry, and they will say there are huge opportunities to sell businesses ‘mobility solutions’. However, what exactly is a mobility solution? As with any nascent concept that tries to marry emerging technologies together, it can often become a rather cloudy reality that means entirely different things from one company to another. And that leads to customer confusion. Nick Brownrigg, Chief Executive Officer, Alphabet GB summed his view up as this: “Mobility is a buzzword in the industry and has been for quite a while. But I’m not sure everyone truly understands what is meant by it. At Alphabet we’ve been talking about mobility for nearly a decade and have been delivering innovative, real world mobility solutions, such as AlphaCity, to customers since 2013. “At a simple level, mobility is about joining the dots on all of your fleet management, vehicle leasing, rentals and business travel – making sure your employees have the right modes of transport relevant to them and their journeys. It’s about making what moves your business – physically and motivationally – a strategic rather than operational issue. “It’s thinking about the employee and their journey first, then specific modes of travel second. By understanding your organisation’s true cost of mobility you can reduce costs and emissions while increasing operational efficiencies.” David Brennan, Chief Executive Officer of Nexus Vehicle Rental agreed: “There is a lot of use of the word ‘mobility’ at the moment but there is a lack of clarity over what it actually means. It means different things to different people depending on where you are in the industry and what you see in terms of changing customer behaviours. “The rental sector is fast moving and we can see many providers evolving their offerings to encompass a range of mobility options from cars clubs to bike hire to satisfy customer demand. “While it’s all well and good expanding rental services to include alternative mobility options, it’s also important to back this up with the right fleet software and technology, at the same time as maintaining service levels. It is possible to provide a range of mobility options using tech-

40 •

enabled services but this will take time and is still some way off. There needs to be strategic foresight as to what is needed to meet customer demand and what technology is required to achieve this.” So should the industry be able to establish what is meant by the phrase and what is involved within the parameters of mobility solutions, what then is the size of the prize? A survey conducted by Association of Car Fleet Operators (ACFO) in partnership with LeasePlan UK indicated that a third (33%) of fleet decision-making respondents had investigated a multitransport option booking/payment/reporting platform and 11% had already implemented such a solution. Additionally, 30% of respondents had investigated a multi-transport option journey planning platform and 10% had implemented one. This suggests a hunger to try and marry up all elements of travel, but that currently that need has not yet been satisfied. ACFO Chairman John Pryor said: “Holistic mobility solutions are very much the future. Businesses can cut travel costs and share some of the savings with employees to drive cultural change by focusing on the ‘total cost of mobility’ rather than a fleet-based total of cost of vehicle ownership model. “Some companies are already on the road to driving the change with the merger of fleet and business travel departments. That has enabled managers to have a complete picture of all journey and related expense costs, including hotel bills and meal claims as well as expenditure relating to car parking, taxi fares, flights and rail tickets.” “One of the key drivers behind focusing on mobility as a service, in addition to driving down the cost of corporate travel, is to deliver an increasing array of benefits to all employees, not only recipients of a company car.” Asked if their employers had investigated or implemented any mobility solutions, by far the most popular answer among ACFO respondents was short-term car rental (82%), followed by long-term car rental (57%), corporate taxi services (55%) and corporate car sharing (42%). In mature sectors such as rental, it is not a surprise that take-up is high. In fact, it could be said that the rental and leasing

Innovative approach Mobility solutions such as car clubs are seeing increasing interest as fleets explore alternative options.

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industries have been offering mobility solutions for a long time before the buzzphrase was invented. Adrian Bewley, Head of Business Rental, Enterprise Rent-A-Car UK & Ireland believes the rental industry has a key role to play in creating a more integrated approach to mobility. He said: “Rental already covers every type of road transport need, from a car club vehicle for an hour to a hire car for a day to a van or truck for a year. The industry is looking at integrating rental solutions including car clubs, daily rental and more long term options, into a broader transportation offering. Partnerships are key, so that businesses and public sector bodies can offer multi-modal transport. People want to be able to go from public transport to their car club car with ease. “An example of this is the fact that the technology used to access car club cars is no different than the contactless technology that people are already using in everyday life. “As rental companies deliver more flex-

ibility and choice, customers raise their expectations. What they want is ondemand access to mobility, similar to renting a car. It’s all about information, convenience and access. Shaun Sadlier, Head of Consulting, Arval, reckons the crux of the issue is whether there is genuine demand from businesses for an all-in-one mobility solution and, so far, this appears to be open to question outside of a few cases, he thinks. “The fact is, for the majority of business travellers in the UK, almost all of their transport needs in 2017 can be met through provision of a company car or rail services, and accessing these doesn’t really require a sophisticated mobility solution,” he said. However, we understand that the situation may change and the demand for a mobility solution will increase; something we monitor regularly.” But the growth opportunities are in bringing the services already in place together with newer technologies and other parts of business travel to understand how the end-to-end solution might look. Asked what could help in managing total cost of mobility, 36% of ACFO respondents identified hotel booking and spend and usage reporting as “extremely important” with 78% and 72% respectively identifying multi-transport option booking/payment /reporting platform and a multi-transport option journey planning platform as either “important” or “very important”. Neal Francis, Divisional Managing Director, Pendragon Vehicle Contracts reckons that in the medium term, of about three to five years, the technology will be in place to sell a holistic mobility solution. However, in actuality a true mobility solution will require significant investment in rail, roads and airport expansion by central government. He said: “The biggest challenge for early adopters is the disjointed nature of public and private sector transport. Certain transport services such as Uber prove the technology exists in isolation, but more travellers will instead be looking for a combination of motorways, railways, airports and inner-city public transport to fulfil their journeys. None of these offer guaranteed journey times or a reliablyintegrated IT solution. “Without vast investment and improve-

ment in the scale and reliability of these publically funded services, a true holistic mobility solution remains unlikely.” Fast, reliable, predictable and dependable infrastructure is essential to allow mobility solutions to develop, claims Matt Dale, Consultancy Services Manager at ALD Automotive. He said: “An holistic mobility solution can be more than a marketing concept, if the market really wants it. However, it means that the present transport system needs to be redefined, shifting from an efficiency mind-set, to a focus on accessibility and social participation, but that is a major change for us. “We also need to consider who we’re selling it to and the fact that one size won’t fit all. There are currently 37 million vehicles in the UK car parc, with the majority being privately owned cars, used by people from all different demographic backgrounds, and all needing a slightly different mobility solution. “The move towards a holistic mobility solution has already started, but it must be recognised that this is evolution, not revolution. Some people will adapt more quickly than others, and this could be influenced by where they live and how far they need to travel to work. It will also be impacted by their local transport network, trains, buses and trams as well as the access to car hire and car clubs for when they need a car. They also probably want it bundled up into one monthly cost. “In reality, we already have the majority of the elements required for a holistic mobility solution, they’re just not all in the same place and that means it takes too much time to make proper use of them.”

The move towards a total mobility solution has already started, but it must be recognised that this is evolution, not revolution.

• 41

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ENVIRONMENTAL PRESSURES Emissions, air quality issues, regulatory developments such as the Worldwide Harmonised Light Vehicle Testing Programme (WLTP) and Real World Emissions (RWE), as well as ‘Clean Air Zones’ in cities are all bringing more pressure to bear on fleets. Here is what BVRLA members think...

“Whether taxation in the future focuses on CO2 or air quality is perhaps the wrong way to look at the issue, and certainly HMRC plays its cards close to its chest. Technological developments and societal attitudes may even make such a question redundant a decade or more from now. With the huge leaps forward taking place in technology the Ultra-Low Emission Vehicle revolution is gaining serious traction in certain areas, particularly cities and suburbs. “However, let’s not forget that diesel is still the most fuel efficient form of transport for highmileage drivers.” Nick Brownrigg, Chief Executive Officer, Alphabet GB

“Together with a growing desire for environmental sustainability among businesses, the recent changes to salary sacrifice schemes and company vehicle tax bandings revealed in the 2017 Autumn Statement will have a marked impact as we move into the next decade. “Due in April 2020, the new lower tax bands for low-emitting vehicles, ULEVs and zero emission vehicles, and the introduction of tax incentives based on the range a car can travel in electric mode will undoubtedly make them more attractive for fleets than petrol or diesel-fuelled vehicles. “According to the SMMT, the proportion of new diesel registrations is already starting to fall and we expect this to continue, albeit slowly, over the longterm with ultra-low emission vehicles (ULEVs) stealing share, particularly after 2020.” Chris Chandler, Principal Consultant, Lex Autolease

“The acceleration and expansion of plans for an Ultra-Low Emission Zone in the capital, that will take effect in 2019, as well as the introduction of an ‘Emissions Surcharge’ for the most polluting vehicles travelling through the current Congestion Charge Zone from October 2017 will no doubt contribute to the rise of ULEVs in 2017 and beyond. Fleets should certainly give them due consideration.” Matt Dyer, Managing Director, LeasePlan

“The current trend with diesel vehicles is one of ongoing decline, the speed of further reductions being driven by how quickly the continued evolution of more fuel efficient petrol engines and alternatively fuelled vehicles come to market. “For perk or low mileage users, the EV has its place, but in the short term, they are not fit for purpose as workhorse fleet vehicles. “The Government is committed to a CO2 based tax model until 2020 and relies on company car tax as a critical part of its overall revenue generation. Post-2020 any changes will require further research to determine what aspect of the vehicle is used to determine how much it is taxed.” Neal Francis, Divisional Managing Director, Pendragon Vehicle Management

“We expect diesel sales to continue to fall, albeit relatively slowly. With each new generation of air quality legislation it becomes more and more difficult and expensive for diesels to meet the required emissions. In our latest Corporate Vehicle Observatory research, UK fleets predicted that the percentage of diesel cars they operate will reduce from 88% today to 76% within five years.” Shaun Sadlier, Head of Consulting, Arval • 43

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POLITICS Political and legislative issues shape the fleet industry. Our members explain what they would like to see happen in the next decade, and what governmental actions and global pressures could impact on the industry.

“The vehicle rental and leasing industry contributes £24.9 billion a year to the UK economy and in 2016 the leasing industry accounted for half the number of new cars registered on the road, but it’s important that the Government recognises that company provided vehicles – whether job need or perk – are a crucial foundation for our GDP and UK PLC, not just a cash-cow for the Treasury. “One of the largest growth segments is that of the small to medium size enterprise – and we believe we have a role to play to educate business decision makers about the benefits of leasing – helping them through the process, making their working life easier and providing greater flexibility with regards to cash flow and budgeting. “It goes without saying that SMEs need the continued commitment of the UK Government – through grants, innovation and tax relief – to provide them with every chance to grow their business in their chosen market.”

“The main issue for us is not so much the content of any new legislation – that is a matter for Government - but to ensure that any changes are sensible, properly debated, proportionate and clearly signposted, giving the industry the necessary time to plan and adjust. The worst scenarios for fleets are sudden and unexpected changes in the legal regime within which they operate. “It is almost impossible to map out the kind of political and economic pressures that fleets will face over a 10-year window – sometimes doing it over a matter of months is difficult enough. All that can be said with certainty is that there will be change and we expect that the industry will manage that change creatively and effectively, as it always has done in the past.” Shaun Sadlier, Head of Consulting, Arval

Matt Dyer, Managing Director, LeasePlan

“Although the Brexit result may have come as a surprise to many, as a result, I think we can expect to see an upturn in the demand for low risk, flexible access to vehicles, which will present many opportunities for rental. “Post-Brexit, businesses will likely be keeping tighter control of fleet budgets and will be less inclined to spend money upfront. We’re already seeing customers looking to longer-term rental in the run up to Brexit as many don’t want to commit to longterm finance options. We can therefore only expect there to be more opportunities for the rental sector due to the flexibility and ease of access it provides.” David Brennan, Chief Executive Officer, Nexus Vehicle Rental

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Big enough to matter, small enough to care We’re a bank that’s big enough to provide competitive products, but small enough to offer a more personal touch.

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SNAP_DFC_BVRLA_2017_VA_Layout 1 22/02/2017 17:05 Page 1


DFC Chief Executive: Uel Butler

Managing Director: Peter Shaw

Member type: Leasing & Fleet Management Company size: 25 employees

Fleet size: 3,000

Year established: 1989

Year joined BVRLA: 1998

What makes your company different? DFC is a locally owned company which means we can make quick and decisive decisions for our customers and our internal Management Team. Northern Ireland businesspeople prefer to deal with a local company which understands their needs, the economic and political situation within Northern Ireland and can empathise with the day-to-day running of their business. Why did your company join the BVRLA? The BVRLA gives us added credibility and also provides the industry with a greater voice through its lobbying. It helped persuade the government to abolish the paper tax disc which has been a major benefit. What are the key advantages of being a member? BVRLA fact sheets and industry-specific information help us to pre-empt future issues and give us more time to focus on our customers. The Fair Wear and Tear guides provide added credibility with customers and reassure them they will be treated fairly.

Former BVRLA Chief Executive John Lewis gave us great support during the Credit Crunch too. What could the BVRLA do better? The BVRLA should also carry on investing resources in its communications to make sure that it meets all the needs of its diverse membership. What is the biggest challenge facing your company in 2017? We face very competitive manufacturer finance deals. At the other end of the spectrum, we have to deal with the presence of unprofessional ‘bedroom brokers’ advertising misleading quotes for personal leases in order to drive web traffic. Hopefully the FCA and an increased focus on compliance will sort this out. Where do you see your company in five years? We want to grow the personal contract part and focus on the commercial vehicle market where we see opportunities for growth due to the increasing number of infrastructure projects taking place in Northern Ireland.

How do you see the fleet industry progressing in the next five years? Telematics will play an absolutely vital role. We include basic telematics in all of our cars to help us provide a more responsive breakdown and recovery service. What lessons have you learnt since starting out? The Credit Crunch taught us to maintain a diverse supply of funding, but also not to be averse to change. We focus on every part of our business when it comes to identifying areas for improvement and learn from customers. Some of our most demanding customers have been the most valuable in terms of helping us improve the way we do things. What has been your company’s biggest achievement? Surviving the Credit Crunch and growing our business from a fleet of 500. We have done this by adapting our business and maintaining an excellent customer retention level. This is largely down to the fact that our core management team have all been with us for more than 10 years.

Chief Executive Uel Butler and Managing Director Peter Shaw • 47

NUMBERS_BVRLA_2017 22/02/2017 17:06 Page 1


9 5 times the BVRLA’s HQ has moved in the past 50 years

different Prime Ministers who have served since the BVRLA was established

[London - Wembley - Slough - North Pallant (Chichester) - Chichester - Amersham]

[Harold Wilson, Edward Heath, Harold Wilson (again), Jim Callaghan, Margaret Thatcher, John Major, Tony Blair, Gordon Brown, David Cameron and Theresa May]


12 members who founded the BVRLA in December 1967

members of staff now operating out of the BVRLA’s Amersham offices

7 BVRLA Secretary Generals/CEOs since 1967 [compared with 31 Secretaries of State for Transport]



Annual Dinners BVRLA has held in its 50-year history

percentage growth in the BVRLA’s member fleet size in the last ten years [from 2.5m vehicles in 2007 to 4.7m vehicles in 2017]

87 percentage of members who say the BVRLA is easy to work with



115.3g/km average CO2 emissions of BVRLA leasing members’ fleets at the end of 2016

48 •

25 Government groups in which the BVRLA now represents the industry

NUMBERS_BVRLA_2017 22/02/2017 17:06 Page 2

£300 cost to produce the first issue of BVRLA News in 1973

1,261 customers the BVRLA’s Conciliation Service helped in 2016

[Equivalent to £2,500 in 2017]

95,934 908

HGVs operated by BVRLA members as of 1 January 2017

members in the association as of 1 January 2017

4,435 people who receive the BVRLA’s Weekly Update email

1,110,266 new cars registered in 1967

317,000 jobs supported by the vehicle rental and leasing industry in the UK alone

30,605,265 records in the BVRLA’s Vehicle Mileage Database today

2,692,786 new cars registered in 2016




annual contribution the vehicle rental and leasing industry makes to the UK economy

vehicles licensed to operate on UK roads at the end of 2016

• 49

United Rental Group supports over 550 independent rental businesses as Licensees of United Rental System – the best in their local market place. We are proud members of BVRLA and congratulate them on 50 years of fantastic work for the leasing and rental industry.

Britain’s best local operators in Britain’s biggest vehicle rental network 01246 282000 •

DIGITAL_TECH_BVRLA_2017 22/02/2017 17:07 Page 1


ENVIRONMENTAL PRESSURES Emissions, air quality issues, regulatory developments such as the Worldwide Harmonised Light Vehicle Testing Programme (WLTP) and Real World Emissions (RWE), as well as ‘Clean Air Zones’ in cities are all bringing more pressure to bear on fleets. Here is what our experts think.

DEMANDING TIMES A look at how rental and leasing companies are developing new digital solutions to drive fleet sector innovation.


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f it’s true that technological advancements are driving up consumer expectations, then the same could be said of the automotive and fleet markets. Just as the consumer market has seen the development of the ‘On-Demand Economy’ to satisfy demand for immediate goods and services, fleet customers and their drivers now expect that they will have the latest technology at their fingertips, giving a wealth of options when it comes to fleet management and liaising with their fleet suppliers. With connected cars already commonplace, such expectations are already leading to demand for driver apps and online solutions along with mobile-optimised content. According to Intel, the connected car is the third fastest-growing technological device after the mobile phone and tablet. Meanwhile connected car consultants SBD Automotive forecast that 100% of new cars will have an embedded modem by 2020. And with fully autonomous cars just years away, the pace of change is only going to get faster – along with the pressure to keep up with developments.

DRIVING OPERATIONAL EXCELLENCE Although such changes are not without their challenges for the fleet and leasing sector, they also provide an unprecedented opportunity for rental and leasing firms to work more closely with their customers, providing fleets and drivers with the means to manage vehicles proactively and giving rise to major strategic and operational benefits. From an industry perspective, this requires some adaptation to ensure that fleets are able to access all the information they need in the required format, enabling them to drive business efficiency. And this means providing intuitive and personalised services. In the fleet and leasing industry, most

52 38 •

suppliers provide some form of online services, with a number also offering an online portal with salient information and alerts as needed. From the end-user perspective, these now provide a vital means to manage fleet functions that were previously carried out over the phone, bringing major time and cost savings. This includes new vehicle ordering – providing drivers with a simple solution to choosing new cars in line with their grade entitlements and the overall fleet policy, and rendering the overall ordering process far simpler. But online services can also take the hassle out of a wide array of other key fleet functions, including arranging servicing,

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replacement tyres and MoTs, not only reducing administration time but also helping to manage the whole process to ensure schedules are adhered to in line with Health and Safety requirements. Fleets and drivers can also benefit from the latest solutions to record business and private mileage, slashing the hassle involved while helping to ensure compliance with HMRC. Access to online services on the move is not just a key requirement for drivers, but also for many fleet managers too. With a large number of fleet operators no longer wishing to be tied to a desktop, apps that can enable them to catch up on fleet work whenever and wherever they are is essen-

tial. This includes the use of the latest dashboard technology that provides operators with a real-time view of their fleet activities that can be easily customised, including the option of tailored reporting to gain instant business insight and clearly see any areas that need further work. But it’s not just digital services. Fleet requirements are also inspiring leasing firms to enhance their call centre services. This includes LeasePlan, which has launched its new Engage Centre to provide fleets with a single point of contact who can handle any of their queries endto-end. The company is also implementing an interactive knowledge based system for employees, making it quicker

Fleets are switched on to the challenges and opportunities presented by digital advances, and discuss these at the BVRLA’s Fleet Technology Congress.

and easier to discuss policy details. Such requirements are also being carried over into the rental sector where many customers now have expectations that digital services will come as standard and that rentals can be carried out online or via smartphones. As such, rental providers need to stay on top of the game and ensure they’re offering the latest innovations. As an example, last December saw Nexus become the first corporate vehicle rental provider to develop and launch its own virtual reality (VR) platform, marking the latest in a run of technology-driven marketing and service development initiatives by the business.

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A REVOLUTION IN DATA Of course, one possible downside of the huge increase in information from digital solutions is the wealth of ‘big data’ that fleets could be swamped with as a result. The term ‘data overload’ is already a common one in the telematics industry and as fleets are presented with increasing amounts of information to process, finding a way to handle the data and ensure that nothing vital is missed will be essential, not least from a Health & Safety requirement.

In fact, such exponential amounts of data could provide fleets with a ticking time-bomb that could land them, and their business, in court if ignored. Suppliers have the opportunity to work with fleets to ensure they are presented with salient information and clear procedures for acting on such information. There is a clear role for someone to work with operators in interpreting data and providing key recommendations to clients on how to deal with any issues.

This could make use of the latest developments in technology, including telematics, to carry out predictive maintenance and identify vehicle health problems before they occur and innovative ways to enable communications with drivers over these. Alphabet and BMW are already working closely on such a system, whereby any issue with a car will be flagged up in Munich, with a report sent to Alphabet who can then contact the driver to schedule a fix.







38 • 54


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THE EVOLUTION TO TRUE MOBILITY A further plus side of the rapid rise in digital developments and the move to a more integrated approach is the resultant opportunities in terms of a wider mobility solution, rather than just fleet provision. By offering fleets the right solutions, the industry can help operators look beyond transport and how to get from ‘A to B’ and instead look for the best mode of travel across any combination of possible journeys. As such, it’s important for the industry to get an overall picture of fleet operations and offer the option to integrate technologies such as smart cards or mobile apps, ensuring that employees

can explore their overall travel solutions, including public transport, car clubs or daily rental vehicles, book them and pay for them – in fact the ultimate in ‘ondemand’ mobility solution. This offers high levels of flexibility and easier planning on the move. Here too the industry needs to evolve to offer true Mobility-as-a-Service (MaaS) and use digital developments to make business travel become genuinely multimodal. There is a need for greater supply partnerships in the leasing and rental sector and far more research into alternative mobility solutions.

ENGENDERING LOYALTY Another benefit of digital developments is that, if executed properly, they could provide customers with a strong reason for remaining with a particular supplier. Such benefits have already been recognised by carmakers, with a number currently offering free periods for connected services, ranging from emergency e-Call solutions to infotainment services, in the hope that customers will renew the subscription. This can also be put to good use by fleet suppliers to provide added-value services to companies and help ensure loyalty. If businesses can find solutions to core problems, they will pay for it.


Digital developments are also helping fleets when it comes to accident management. Here again, smartphones are playing a major role, providing a vital means of capturing information after an accident, while a number of insurers now offer apps to run drivers through the data capture process. As a result, smartphones are helping to reduce repair costs by enabling damage to be captured immediately and accurately at the scene of the accident, ensuring that nonrelated damage is not recorded. Virtual reality can even be deployed to provide advanced reconstruction, leading to a full picture of the conditions leading to the crash. And making use of the latest technologies can also cut costs and admin throughout the accident management process. According to Neil Marcus, director of Selsia Vehicle Accident Centres, the actual repair of accident damaged vehicles is only 52% of the total cost of a claim, with the other 48% made up of all the hidden costs of administration and management time. As a result, accident management firms that deploy the latest technologies to communicate with insurers and bodyshops and manage the whole process can not only help cut costs but also reduce vehicle downtime.

Making use of the latest technologies can also cut costs and admin throughout the accident management process.

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ALLAYING DATA CONCERNS All these benefits will be negated though if fleet confidence in new technology is shattered by concerns over the safety of driver and vehicle data. Nearly two-thirds (63%) of respondents to the recent BVRLA Fleet Technology Survey said they “strongly agree” that more standards and regulation are required to control access to and use of vehicle and driver data. That’s not to mention the significant number of surveys that show vehicle owners think connected vehicle data belongs to them and they should decide who it is shared with. From the perspective of rental and leasing providers, the industry is working to provide clarity around how manufacturers are collecting data on vehicles and drivers and how such data will be provided to vehicle owners, including leasing and rental companies, in a standardised format that is safe, secure and provides fair competition. The leasing and rental industry is also taking an increasingly proactive role when it comes to advising customers on what data is being collected and how it is being used and also on the safe capture and deletion of data. This will become even more essential as on 25 May 2018 new European Union

38 • 56

(EU) regulations, The General Data Protection Regulation (GDPR), will come into effect. GDPR tightens control and imposes accountability on organisations that collect, store and use personal data. Such issues are paramount in an industry where drivers’ personal data could be captured by today’s connected car systems and put organisations at risk of significant fines under the new GDPR regulations. As such, organisations collecting personal data should carry out privacy impact assessments to fully understand how they go about collecting and using personal data compliantly. Organisations must also make sure the information is accurate, and that it is kept securely. To aid with this, the BVRLA has already started laying the groundwork for its members by publishing a set of best practice principles that can be used when negotiating supply agreements for connected vehicles or keeping customers informed on how their data is being collected and used.

CONCLUSION Overall, the increasing development of digital solutions provides the fleet sector with the ability to transform the face of the industry. Ensuring rental and leasing companies stand at the forefront of innovation in digital services and become experts at managing data is essential to succeeding in the new world of connected and autonomous vehicles and mobility services. But the outcome will not only ensure fleets can carry out their day-to-day tasks more effectively but also enable them to adopt a more strategic approach and driving the total cost, safety and efficiency of their mobile operations, transfiguring the way business mobility is approached.

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FOWND Managing Director: Paul Tuszynski Member type: Rental Broker Company size: 6 employees Year established: 2009

Year joined BVRLA: 2013

What does your company do? We are a Solihull-based broker which supplies cars and commercial vehicles on behalf of BVRLA members to a range of UK businesses, from giant corporations to small family firms.

Duty. That’s a problem for us because there’s great uncertainty. Everyone is going at it in a different way and that really is winding people up. We need to sort it out, and we need to sort it out together, not go at it with a scattergun approach.

How would you sum up what makes your company special? We’re there to advise, and we are an extension of the customer. People don’t have fleet departments anymore, they don’t have a fleet/transport managertype person, and the poor people in HR are normally encumbered with rental. So we act as their extension. They can pick the phone up, call us and they’re sorted.

Where do you see your company in five years? We want to grow obviously, but at the same time have the quality of staff we do now to maintain the relationships we have at the moment. One of our strengths is that if a salesperson brings a customer on board, they can continue to manage them for as long as they are here, and it doesn’t matter if they rent one car or 20 a week.

Why did your company join the BVRLA? In order to give us credibility. We had a reputation within the industry, but noone outside the industry knew what we did or how we went about it. And it’s fine sitting in front of a prospective client, but if you can then say to that client “...and we are members of this body”, it gives them reassurance.

What lessons do you think you’ve learnt since starting out? When you’re dealing with a new client, in fact before you start dealing with them, you must take time to understand their business inside-out, and the associated risks. You have to understand where you can bring value for them, and if you can’t, then be prepared to say it. If that means turning business away, then so be it.

What is the biggest challenge facing your company in 2017? The planned changes to Vehicle Excise

What has been your company’s biggest achievement?

We’ve just completed a project with our outbound telesales provider and it was very successful. We went through a process of defining who our customers are and what they want, whether they’re a one-man band painter or a multinational and so now we get meetings and leads with the customers who will get value using us. It has saved huge amounts of time. What is your biggest day-to-day frustration? It’s invoicing from our suppliers. It’s not a single one – some are better than others. But they all could do some serious work. If I were to charge my suppliers every time they got an invoice wrong, I could retire! If we managed to get you a tenminute audience with Theresa May, what would you ask for? I’d like to talk to her about how the Government helps small companies grow. We are trying to invest in the company and take more people on, yet the more we do that, the more tax we have to pay and the more legislation we are saddled with. Surely there must be some sort of incentive to give expanding businesses the room to breathe and develop?

Uel Butler and Peter Shaw

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LOOKING AHEAD Increasingly connected, autonomous and fuel-efficient, an era of unprecedented automotive development will revolutionise the way businesses move over the next decade.

ON-BOARD CONNECTIVITY Europe has traditionally lagged behind North America when it comes to on-board connectivity, but that’s likely to level out in the near future. From 2018, the eCall system, which can send information to the emergency services after a crash, will become mandatory for new cars. As this requires a built-in data connection, it lays the foundations for a multitude of services. Some of this is already available. Vauxhall OnStar, for example, can read data from on-board sensors, which means advisors can tell drivers what’s happening if a fault code appears. BMW is trialling a system which can keep fleets informed about the condition of their vehicles using the same technology. This could enable cars to self-diagnose, find nearby garages with the parts in stock and time available to carry out

58 •

the work and offer to book themselves in. Connectivity also broadens the services available inside a car. Tesla’s over-the-air updates and all-digital dashboard mean owners can receive additional features overnight, with no need to visit a dealer. It also enables cars to access huge processing power. Most voice control systems now upload the audio to the cloud, where a powerful computer translates it into text and beams it back. It’s more accurate and the service can improve over time, without requiring hardware updates for the end user. All this is paving the way for a much faster pace of development. BMW’s in-house software team can roll-out updates to its ConnectedDrive app within four weeks – the automotive industry usually works in seven-year cycles.

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SHARING DATA Anonymous ‘crowd-sourced’ data from smartphones, tablets and telematics units is already being used to monitor traffic flow, aid navigation and inform road developments. But it’s the tip of the iceberg compared to what can be downloaded from connected cars. This is data that’s already being gathered. Modern vehicles are full of sensors for safety and assistance systems, which can be combined to offer an accurate real-time picture of the road ahead. Thermometers, windscreen wipers and light sensors could provide live weather data, traction control and anti-lock brakes can show grip levels and many cars now read road signs, lane markings and the movement of traffic. It’s information which could provide advanced warnings via overhead gantries if there are problems ahead, giving drivers more time to react. It’s not only good for improving safety. Daimler and Bosch have begun trials of a system which uses sensors for active parking assistance to measure spaces, then uploads live availability to the cloud to help others find somewhere to park. In the USA, certain Audi models recently gained the ability to show timing for traffic light sequences, which it’s hoped will reduce the tendency to accelerate or brake harshly as they turn red.

Tesla set the benchmark for all-electric luxury cars, but there’s competition on the way from Jaguar’s I-Pace, the Mercedes-Benz EQ range, Audi’s forthcoming electric SUV and even Porsche.

> • 59

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TECH_Cars_BVRLA_2017 22/02/2017 17:12 Page 4


Health Monitoring We’re already familiar with wearables and smartphones which can track movements and sleep patterns, and vehicles will soon be able to do the same. Hyundai recently demonstrated a concept which uses sensors in the cabin to monitor the driver’s vital signs. Tracking posture, breathing, heart rate and eye movements, it can work out how tired, stressed and distracted they are and change settings to suit. Hyundai calls this a ‘Mood Burst’ – so, for example, it could adjust the seating position to be more upright if it senses the driver is tired, or give them a lower back massage if they’re

uncomfortable or agitated. The system can also vary scents, ambient lighting, cabin heating and music volume to boost alertness, relaxation or comfort. Daimler has a similar system in the pipeline, which combines data from a smartwatch and built-in sensors with information from outside the vehicle. So it can plot a route based on how the driver is feeling, or find a rest area and advise them to take a power nap if they’re tired, changing the cabin ambience to help them relax en route. Seats which can change the driver’s posture to boost alertness and comfort will be in compact cars in the near future, it says.

Electric Vehicles While hydrogen fuel cells might have looked like the most logical alternative to petrol or diesel, electric vehicles are improving rapidly, driven by ever-better battery chemistry enabling more energy to be stored in a given space. From a market dominated by city cars, the growth now seems to be coming from large vehicles. Tesla set the benchmark for all-electric luxury cars, but there’s competition on the way from Jaguar’s I-Pace, the Mercedes-Benz EQ range, Audi’s forthcoming electric SUV and even Porsche. All claim a range of hundreds of miles and short charging times. More energy-dense batteries could also pave the way for plug-in hybrid or fully electric HGVs. But smaller cars will benefit too. Renault’s updated ZOE now offers a 250-mile range with its upgraded battery, and the latest concept vehicles suggest this could double by the end of the decade. The result is plug-in hybrids which are even less reliant on their petrol or diesel engines, and broader potential for fully electric models. Of course, the charging network has to keep pace. Bigger batteries require higher power outputs to avoid long charging times, and manufacturers are starting to take this into their own hands. BMW, Daimler, Ford and the Volkswagen Group have put plans in place to launch a network of 400 chargers at strategic points along Europe’s major routes, offering seven times the charging speed of today’s rapid chargers. It’s another step away from networks which have traditionally been run locally, with regional membership and non-standardised access and connections. • 61

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VEHICLE TECHNOLOGY Part of the Smart Home Connected cars could become a component of the ‘Internet of Things’, where appliances and infrastructure exchange information via the cloud. With the right technology at home, drivers could check their doors and windows are closed or that lights and heating are switched off, while driving to work. They could pre-warm the house by selecting ‘Home’ in the navigation. BMW, Ford and Mercedes-Benz already have this in place, by integrating with the Amazon Echo system and its ‘Alexa’ voice-controlled personal assistant. It extends the data services usually offered by its in-house microphones (pictured, left) to the car, meaning drivers could add to their shopping list, control appliances and find information using simple voice commands. Drivers could ask Alexa to check traffic on the route to work and pre-warm the cabin while drinking an automatically-brewed coffee in the house, then seamlessly carry on listening to audiobooks or podcasts when they get into the car. The possibilities for workplaces could be huge; offices which could pre-empt the arrival of different staff and commercial vehicles, putting processes in place to suit. Smartphone Integration The most recent Ipsos Mori data shows 71% of UK adults own a smartphone, and usage is rising. Having absorbed the functionality of a portable camera, a wireless hotspot and even a credit card, it’s only going to become more integral as part of tomorrow’s cars. Convenience plays a big role. Several manufacturers offer apps which can check a vehicle’s location and status, pre-set cabin temperatures and upload navigation routes. The BMW ConnectedDrive app can link to external cameras on the new 5 Series, rendering an image of its surroundings to show whether it’s blocked into a space. Jaguar Land Rover has an integrated version of Tile, the smartphone-based tracking app, in its latest vehicles. This can locate Bluetooth-connected tags on bags, keys, wallets and other essentials, as well as the user’s phone. If anything is missing, the driver gets a notification and the option to trigger an alert on the relevant tag to make it easier to find. The smartphone could also replace traditional keys. Volvo will introduce an app this year which will enable its vehicles to be accessed and started using a smartphone. It means family or colleagues could borrow the car without needing a physical key, or that rental companies could send customers a digital key, so they don’t have to queue to collect it. Audi has shown a system which recognises occupants based on their smartphone, tailoring vehicle settings to their preferences.

Augmented Reality With navigation, media, telephony and safety systems on board, cars have never been able to present more information to drivers. But offering it intuitively and with minimal distraction is becoming increasingly challenging. Electronics company Harman International presented a potential solution at the 2017 Consumer Electronics Show, using a holographic projection. Co-developed with Swiss hologram specialist WayRay, it turns the entire windscreen into a head-up display capable of overlaying transparent graphics with correct lanes, speed limits and safety system data on top of the surroundings and in the driver’s field of vision. Merged with the connected car, there are even bigger possibilities. The BMW i Vision Future Interaction concept car can also send and receive data about the route ahead, which means it could forewarn drivers about obstructions, hazards and sharp turns by projecting them onto the windscreen. It could literally enable drivers to see around corners.

62 •

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Autonomous Cars It’s inevitable that cars will do an increasing share of the driving for us over the next decade, and that this will be recognised by safety agencies and insurers as being beneficial. Euro NCAP already mandates Autonomous Emergency Braking (AEB) to get a full five star safety rating and it’s not uncommon for the latest vehicles to adjust their speed and lane position automatically, and even undertake parking manoeuvres hands-free. Functionality is growing. Volvo has already started public trials in Gothenburg, but only on highways, and Mercedes-Benz and BMW offer the ability for cars to manoeuvre in and out of spaces with nobody at the wheel. But the technological challenge is huge, and reliant on incredibly detailed maps and positioning so the car not only knows what road it’s on, but which lane it’s driving in. It’s played a big part in

the three German luxury marques buying mapping company HERE, which is building an open-source map for autonomous vehicles to follow. In the meantime, partial autonomy creates some tricky grey areas and has to build trust with end-users. So Tesla’s AutoPilot system is monitoring the conditions where drivers take back control from the car, and that’s being used to inform further software development which can be rolled out as over-the-air updates. Work is underway at Nissan to develop ways for cars to communicate intent – with the challenge that behaviours differ all over the world – so robots and humans can share the road. We’re still a decade away from driverless vehicles, but autonomous motorway travel is close enough that drivers could be selecting it on their next cars.

It’s inevitable that cars will do an increasing share of the driving for us over the next decade and that this will be recognised by insurers as being beneficial.

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GKL LEASING Managing Director: Richard Kenning Member type: Leasing and Fleet Management Company size: 36 employees

Fleet size: 2,500

Year established: 1987

Year joined BVRLA: 1991

How would you sum up what makes your company special? We are a family owned company, built up from one vehicle. My grandfather opened a dealership in 1926, and started contract hire as we know it. In 1987 I formed a new company and still employ some former Kenning Motor Group staff. We will do almost anything bespoke for our customers from our main bases in Chesterfield and High Wycombe, satellite offices in Bristol and Luton, and through our national network of contacts.

and run something across him has been outstandingly helpful.

Why did your company join the BVRLA? It goes way back – Kenning contract hire was a BVRLA member before GKL Leasing was established. We joined for credibility and advice and keeping up to date with events. But I’ve since found a lot more benefits: information, industry trends, training, networking and it’s becoming ever-more relevant with the increasing importance of bodies like the Financial Conduct Authority.

How do you see your company in five years? Growing, but still highly focused on our staff and customers.

What do you like most about the BVRLA – any surprise benefits? There have been a few pleasant surprise benefits. Support and friendship. Just being able to ring the likes of Jay Parmar

What could the BVRLA do better? I would find it very difficult to think of anything. What is the biggest challenge facing your company in 2017? The impact of government policy – company car tax, salary sacrifice, vehicle excise duty – all are set to change this year.

How do you see the fleet industry progressing in the next five years? I think it will be completely dominated by the electric vehicle balance. It’s as simple as that. What lessons have you learnt since starting out? People can do almost anything if they set their mind to it, and the key is to build on people’s strengths and allow for their weaknesses.

Your company’s biggest achievement? The last time we did a customer survey, 98.5% of customers said they would recommend us. Furthermore, we have a very loyal and committed workforce, with incredibly low staff turnover. What I’m personally most proud of is that most staff who have left the company still refer to us and want to be involved very positively. They speak well of their time here. What’s your favourite fleet vehicle of the past 50 years? My first company car was a Russet Brown Allegro! Kenning Motor Group had just done a deal to buy 12,000 British Leyland cars. My favourite fleet vehicle is difficult to call – I would have to say the Cortina Crusader. It was the last Cortina produced by Ford – a special edition. We managed to get hold of a lot of them and they had fantastic residual value just because they had a few extra bits added. Another one would be the Fiesta XR2i – which, by luck, we managed to dispose of just before the hot hatch insurance spike.

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LOW COST VANS Managing Director: Rod Lloyd Member type: Leasing Broker Company size: 48 employees Year established: 1997

Year joined BVRLA: 2009

How would you sum up what makes your company special? We are really careful with the staff we employ, it is important that they are the right fit for our existing team. We really look after our staff, they are the lifeblood of what we do. We spend a lot of money on training because without them, we don’t have a business. In terms of our customer base, we don’t want to be just another voice on the phone giving them a quote, we want them to receive the best service from start to finish.

join who are currently reluctant to. They might not be aware about the benefits of being members. The BVRLA needs to make sure it keeps restating the benefits of membership to ‘reluctant joiners’.

Why did your company join the BVRLA? We provide commercial vehicles on contract hire and finance lease and I believe the BVRLA offers good representation of our industry.

Where do you see your company in five years? We will be selling double the units that we currently are. I am also aiming to sell more cars and offer fleet management solutions.

What do you like most about the BVRLA – any surprise benefits? The fact that myself and all members are listened to and I can give my suggestions and have the ability to collaborate with the BVRLA means a lot.

How do you see the industry progressing in the next five years? There will be some consolidation of funders and brokers as organisations get to grip with the regulatory regime. Keep an eye open for manufacturers selling direct through Amazon. This is already happening in France and Italy.

What could the BVRLA do better? I think it needs to encourage people to

What is the biggest challenge facing your company in 2017? Globally, what has happened in the past 18 months is beyond belief. How world economies react to these recent changes will be very interesting, so the first thing for us do to is consolidate and protect our position.

What lessons do you think you’ve learnt since starting out? Look after your customers from day one, if they have a good experience with you then they will remain loyal. Same goes for staff, if you pick the right person, give them the training and guidance they need then they will remain within the business. If my staff are happy, then they will keep my customers happy! What has been your company’s biggest achievement? I don’t think we’ve had it yet. I think the biggest achievements are yet to come! What is your biggest day-to-day frustration? There are so many. Assumptions that the industry does not treat customers fairly, 24-hour celebrity news and thinking too much... sometimes my mind just won’t shut up! Also, why isn’t there mouse flavour cat food?! If we managed to get you a tenminute audience with Theresa May, what would you ask for? The government has to encourage business growth. There should be taxation holidays and schemes which help entrepreneurs to get into the market and develop their ideas. I think there should be far more focus on new business start-ups.

Uel Butler and Peter Shaw

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MV COMMERCIAL UK Rental Director: Steven Cairns Member type: Commercial Vehicle Rental Company size: 175 employees

Fleet size: 1,050

Year established: 2001

Year joined BVRLA: 2014

What makes your company different? We hire and sell highly specced commercial vehicles, many of which have cranes fitted along with different body configurations such as plant, tipper, hook loader and recovery. We have a full range of these vehicles in stock and ready to go to work whereas competitors would take several months to source and complete. These specialist vehicles take longer to build and get type-approved, and most rental companies wouldn’t have the confidence to order and stock the volumes we do without customers waiting. We also have in-house design, fabrication, painting, workshops and finance facilities and truly provide the A-Z of services in timescales very few companies can match. Why did your company join the BVRLA? It is the leading industry body for our sector and we share its focus on quality, standards and continuous improvement. The BVRLA logo is a recognised stamp of quality and we like having that on our website. What are the key advantages of being a member? Our customers appreciate and take confidence in the fact that we are part of this recognised body and we use the

BVRLA guidelines to aid open and transparent discussions. What is the biggest challenge facing your company in 2017? There is a lot of uncertainty surrounding Brexit and its effect on exchange rates which is driving up manufacturers’ pricing. We are in a strong position in that we bought large volumes of vehicles and cranes pre-Brexit, allowing us to avoid increasing our pricing to reflect current exchange rates and provide financial value to our customers that no manufacturer could match. We would like to see more political and economic stability and a strengthening of Sterling against the Euro. Where do you see MV in five years? We are growing at around 15% a year through a combination of organic growth and strategic acquisitions. We want the business to continue to develop in a sustainable manner that keeps our focus on customer service, on-going business improvements and increasing our market share in the specialist vehicle rental industry. We plan to open one more site in the Birmingham area as we look to grow our UK wide fleet to circa 1,500 vehicles and extend our offering.

How do you see the industry progressing in the next five years? With a national shortage of truck drivers, there needs to be an increased focus on driver training and retention. Most of our customers have 10 vehicles or less and transport is not their main business. We educate them to view the driver as a major asset to their business growth. By providing them with the correct working environment and new high specced vehicles they are able to recruit and retain the most skilled drivers which ultimately benefits sales. For many companies of this size the experienced driver indirectly represents the account manager and the salesperson so attracting the right people is essential. This is why we specify our trucks very differently from our competitors and install additional driver benefits such as more spacious and comfortable cabs, and features such as air con, leather sears and media connectivity. We also specify more powerful and fuel-efficient engines. What has been your company’s biggest achievement? From a standing start in 2001 we have served more than 5,000 customers and are now a Top 50 SME business in Scotland.

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FIFTY CARS_BVRLA_2017_v2_VA 22/02/2017 18:03 Page 1

YEARS OF FLEET A look back at the 50 most important fleet cars, vans and trucks of the last half century...

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YEARS OF FLEET CARS Ford Cortina (1962-1982) Engineered to be simple to build and cheap to buy and run, the Cortina topped the UK sales charts for seven years running in the 1970s. It was a true ‘World Car’, developed by the newly-formed Ford of Europe and with styling influences from Detroit. It grabbed a slice of the growing company car market and laid the foundations for the Sierra and Mondeo that followed. Rover P6 (1963-1977) Rover built the P6 to transport executives along Britain’s growing motorway networks. Equipped with powerful 2.0-litre four-cylinder and 3.5-litre V8 engines and a luxuriouslyappointed cabin, but with a lower price than premium marques, it was a staple of upperechelon company car fleets over a lengthy production run. Its legacy was soiled slightly by British Leyland quality on the later models. Triumph 2000 (1963-1977) The P6 wasn’t alone in its hunt for the UK’s executive-level company car drivers. Triumph’s last ever large car was available as a saloon or estate, and available with a six-cylinder engine with an overdrive gear for high-speed economy. From 1969 it gained the aggressive front end from the Stag, and by that point it was being built alongside its arch nemesis – the P6 – under newly-formed British Leyland. Vauxhall Viva (1963-1979) Engineered for the UK’s motorway network and to appeal to fleets, the Viva range spanned efficient, high-value entry-level versions through to the potent Firenza coupe. A popular, but rust-prone, addition to the sector.

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FIFTY CARS_BVRLA_2017_v2_VA 22/02/2017 17:20 Page 3

Austin Allegro (1973-1982) Nicknamed ‘All-Aggro’ for its tendency to break down and rot, the Allegro was a popular car in the UK, despite internal company politics stopping it from having the increasingly-prerequisite hatchback. The famed ‘quantic’ square steering wheel lasted just over a year from launch.

Honda Civic (1973-) Early models were developed for Japan, but the Civic’s efficient petrol engines and hatchback bodystyle found favour almost instantly when European imports started amid oil shortages in 1973. Local versions have been built in Swindon since 2001 and its newest diesel engines are known for offering effortless real-world economy and brisk acceleration too. Morris Marina (1971-1980) Much maligned since, the Marina was one of the UK’s biggest sellers. It was simple and cheap to build, which made it appealing for fleets, but volumes were hurt by a lack of production capacity and costcutting showed up in poor reliability and a tendency to rust, which is what it’s often remembered for. Once a common sight, few have survived.

Volkswagen Passat (1973- ) Launched as Volkswagen laid out what’s now a familiar range, the Passat was originally based on Audi mechanical parts and has long been known for its upmarket fit and finish. It’s a solid, sensible and safe option, a three-box saloon and functional estate perfectly tailored to the challenges of work and family life.

Ford Escort (1967-2002) Born in the UK and launched under the newly-formed Ford of Europe, the Escort felt a generation ahead of the competition in 1967 and quickly became the Blue Oval’s fastest-selling product. A household name, it stayed a cornerstone of Ford’s fleet presence for 25 years and frequently topped the UK sales charts, with customer loyalty strong enough to overlook lacklustre later versions.

Volkswagen Golf (1974- ) Now as iconic as the Beetle it superseded, the Mk1 Golf set out what’s since become the norm for the compact family car segment. Fun to drive and with the aspirational GTI at the top of the range, its classless image and reputation for reliability has brought repeat customers and scores of large fleet customers back to Volkswagen for more than 40 years.

BMW 5 Series (1972- ) The core of the BMW range, the 5 Series spoiled executives with luxurious motorway comfort and the ability to turn into a sports car when the road allowed. Once synonymous with powerful six-cylinder engines, it’s also a technological pioneer; ahead of its time with crash protection, in-car computers and efficient drivetrains which have long made it a trusted business car.

BMW 3 Series (1975- ) Munich’s compact sports saloon came into its own in the UK with the arrival of cash-rich 1980s Yuppie culture. The E30 generation became an instant status symbol from its 1983 launch, and production volumes increased by 50% to cope with demand. Despite now outselling the ‘mainstream’ rivals, it remains a desirable company car, with highperformance, low-CO2, and strong RVs.

Triumph Dolomite (1972-1980) Penned by Giovanni Michelotti, known for Ferraris and Maseratis, and iconic for the Sprint versions with their 16-valve engines, the Dolomite was Triumph’s answer to the increasingly popular continental sports saloons. Brand engineering meant it was never directly replaced within British Leyland, but it found a strong enthusiast following that’s kept it desirable today.

Vauxhall Cavalier (1975-1995) Smaller than its predecessor (the Victor), the Cavalier was out to challenge Ford’s popular Cortina. Co-developed with Opel, it was engineered for motorway use and at the right time to take advantage of a booming era for company cars in the UK. High value, low maintenance costs and high fuel efficiency made it a popular fleet car over its twodecade life cycle, often topping its segment. • 73

FIFTY CARS_BVRLA_2017_v2_VA 22/02/2017 17:21 Page 4

YEARS OF FLEET CARS Ford Fiesta (1976- ) Compact, safe and fuel-efficient, the Fiesta was Ford’s solution to the oil crisis of the 1970s, arriving as what became the supermini segment was gaining pace. Renowned for being great to drive and with a range spanning ultra-economical diesels and sought-after performance versions, it’s found 17 million homes worldwide since, and usually tops the UK’s sales charts too. Saab 900 (1979-1993) The aviation-inspired 900 stood out in a segment full of three-box saloons. Selfhealing bumpers, low rolling resistance tyres and downsized turbocharged engines meant the leftfield Swede was just as forward-looking under the skin, too.

Vauxhall Astra (1980- ) Replacing the ageing Viva, the Astra had been developed to rival the fast-selling Mk1 Golf. It moved to a front-engine, front-wheel drive setup and was engineered to offer better handling, comfort and quality than its rot-prone predecessor. Seven generations on, it’s been a pioneer of safety and technology, the latest version boasting optimised running costs to attract business users. Citroën BX (1982-1996) With its unusual Bertone-penned styling, smooth-riding hydropneumatic suspension and low-weight plastic panels, the BX looked nothing like the Peugeot 405 it shared a platform with. And nothing like anything else on sale at the time, either.

Ford Sierra (1982-1995) The ‘Salesman’s Spaceship’ was a revolution in 1982, an aerodynamic jellymould in a segment full of traditional saloons. It offered a high spec and, with fully independent rear suspension, excellent ride and handling too, but proved a hard sell after the conservative Cortina. Sales picked up following a facelift in 1987, and that fastback silhouette is still visible in today’s Mondeo and its rivals. 74 •

FIFTY CARS_BVRLA_2017_v2_VA 22/02/2017 17:21 Page 5

Mercedes-Benz C-Class (1993- ) Once the smallest model in the range, the C-Class built on foundations set out by the 190 and added coupe, cabriolet and estate versions alongside the saloon. Offered with AMG styling packs, one of the first commonrail diesel engines and now diesel-hybrid and plug-in hybrid drivetrains, what used to be the entry point lacks none of the innovations of its bigger siblings. Mercedes-Benz 190 (1982-1993) The original ‘Baby Benz’ was small but sophisticated, with cutting-edge crash safety and a multi-link rear suspension setup offering class-above ride quality. It made Mercedes-Benz luxury affordable for the first time.

Mercedes-Benz E-Class (1993- ) Built to cover long distances effortlessly and engineered to last, the E-Class brought limousine-esque comfort to the executive class. The latest generation is cutting edge, with the latest autonomous drive, engine and connectivity technology on board.

Peugeot 205 (1983-1998) Cheap, chic, fun to drive and with ultradesirable GTI models at the top of the range, the 205 changed Peugeot’s fortunes and held its own for 15 years in the UK. Hints of the design are still visible in the 208.

Vauxhall Corsa (1993- ) Beloved by driving schools and popular with young drivers, helped by its high residual value and low running costs, there are few people who haven’t at least been a passenger in the ubiquitous Corsa. Replacing the Nova in the UK from 1993, it accounts for around a third of Vauxhall’s UK volume, with versions specifically tailored for fleet and retail customers.

Austin Montego (1984-1995 ) A core fleet offering when choices were limited, the Montego offered plenty of space and range including MG and Vanden Plas versions, but it launched late and proved unreliable. Production lasted into BMW Group ownership.

Audi A4 (1994- ) Audi took a step up in into the compact executive class with the A4, which impressed with its soft-touch cabin and ageless, upmarket styling. It was lighter than the 80 it replaced, notable for continuing Ingolstadt’s estate car and quattro four-wheel drive prowess, and featured refined diesel engines for high-mileage drivers. All are qualities still visible in the latest generation.

Fiat Tipo (1988-1995) The successor to the rust-prone Strada had its work cut out in the UK. The Tipo’s boxy bodywork offered class-leading interior space on a small footprint, and was galvanised to survive the British weather.

Volvo S40/V40 (1995-2004) Curves were new to Volvo in 1995, but the S40 and V40 estate were every bit part of the family. It was the first car to get a fourstar Euro NCAP rating, highly recyclable and very comfortable too. It also introduced the naming structure still used today.

Ford Mondeo (1993- ) The result of a £3bn trans-Atlantic development programme, the Mondeo was tasked with re-invigorating Ford’s UK fleet line-up. Known for excellent ride and handling, it become synonymous with company cars and even defined a voting class; ‘Mondeo Man’ was the upwardlymobile ex-Labour voter of late-1990s Britain.

Renault Megane (1995- ) A fleet mainstay since it replaced the Renault 19, the Megane has long set the standard for safety in its class; it was one of the first to get four stars at Euro NCAP, and the first to get five. It’s spawned the Scenic MPV and still stands for distinctive design and sure-footed agility, giving it a longlasting presence among the biggest-volume cars in the segment. • 75

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YEARS OF FLEET CARS Vauxhall Vectra (1995-2008) Vauxhall dropped the Cavalier nameplate in 1995 in favour of ‘Vectra’ as used by Opel. The first generation launched to lukewarm press but strong demand from buyers, topping its segment in 1999 and 2000. Its replacement, which arrived in 2002, was a huge step forward, getting aluminium panels to save weight, adaptive suspension and lighting which could illuminate around bends. Audi A3 (1996- ) Taking advantage of VW Group parts sharing, the A3 downsized premium-class luxuries onto a platform shared with the Golf, and created what’s now a hotly-contested segment in the process. Though it’s no longer only offered as a three-door hatch, with a range now spanning cabriolet, saloon and five-door versions, that formula is almost unchanged and just as relevant today. Škoda Octavia (1996- ) The first Škoda developed entirely under the VW Group, the Octavia’s high value and capacious estates seemed perfect for businesses on the move. Shared engines and platforms with the Golf, including efficient diesels, have underpinned its popularity.

Toyota Prius (1997- ) Named after the Latin for ‘forerunner’, the first Prius’s 120g/km CO2 emissions at launch were revolutionary against a market average of 181g/km. At 70 g/km, the 2017 model is still setting the hybrid standard 20 years later.

Ford Focus (1998- ) New nameplates don’t come much more important than the successor to the bestselling Escort. But the Focus made everything else feel dated; it drove brilliantly, looked cutting edge and offered high fuel economy with class-leading servicing costs. It’s now the world’s biggest-selling car, and the UK’s biggest-volume fleet car in the 20 years since launch, according to the SMMT. 76 •

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LeasePlan UK

The Fleet Ideas Engine MINI (2001- ) MINI emerged from the Rover Group in better shape than ever, underpinned by German build quality, go-kart agility, retro styling and near-endless personalisation options. Now offered with five doors and part of a range including the Countryman crossover and Clubman hatch, rock solid residuals and high user-chooser appeal have led to rapidly rising fleet volumes. Nissan Qashqai (2007- ) The Qashqai might have looked like a gamble in 2007, as Nissan binned the forgettable Almera and competed in Europe’s biggest segment with something that looked more like an SUV. With hatchback economy on its side it created a niche which has re-shaped the entire market, and it’s ranked as a top-ten best seller since. Jaguar XF (2008- ) The XF reinvented Jaguar, shedding retro styling for a coupe-like silhouette and concept car interior flourishes like the rising gear selector and rotating air vents. It was a small player in the fleet segment until the 2.2-litre diesel arrived in 2011, but visually it set out the foundations for what’s become an easily-identifiable, and very modern, new family of products. Nissan LEAF (2011- ) The LEAF wasn’t the first electric vehicle, but it moved the segment forward. Big enough for families, quick to charge, and with a usable range, it’s the world’s biggestseller and a landmark for electric mobility.

Tesla Model S (2014- ) From a standing start, the Model S achieved two things others have struggled with. It not only lured drivers out of German luxury saloons. It did so despite only being available with a long-range, fast-charging, fully electric drivetrain.

Since changing the world of leasing with the invention of Open Calculation over 50 years ago, LeasePlan has led the way in creating innovative fleet management solutions that have transformed the way that people think about mobility. By putting the customer at the very heart of everything we do, we’ve been able to create driver centric products and services designed for the digital age. To read more about our ideas on running a fleet with expertise, value, creativity and passion, visit

FIFTY CARS_BVRLA_2017_v2_VA 22/02/2017 17:23 Page 8

YEARS OF FLEET CVs Volkswagen Transporter (1950-) VW’s iconic Transporter has transcended its working van roots to become a legend. Launched as the Bulli in 1950, with Beetle running gear, the air-cooled layout continued through T2, while the T3 retained the engine in the rear but moved to water-cooling. The T4, with its engine now front-mounted, was when VW really got serious. T5 and T6 descendants have gone on to become among the best mid-weights. Ford Transit (1965-) As much a generic trademark for ‘large van’ as a brand name, Transit has become synonymous with the van market. Launched in 1965, more than 8m Transit vans have been sold and the big Ford has dominated the UK van market for more than 50 years. Loved by everyone from tradesmen to rock bands, the police to bank robbers, the Ford Transit has become an icon. Ford Escort Van (1968-2003) While big brother Transit was dominating the LCV market, Ford needed a smaller model to run alongside. In 1968 it took the popular Escort three-door station wagon and created a compact van. The Escort van remained through Mk1, MkII and MkIII cars, where it almost fell foul of Customs for the VAT-baiting slim window behind the driver. Escort van was finally replaced by Ford’s dedicated Transit Connect. Toyota Hilux (1968-) With almost 50 years of heritage to call upon, Toyota’s unbreakable Hilux has become a byword for the tough off-road pick-up. Now in its eighth generation, Toyota’s venerable truck has carried builders across construction sites and aid workers across war-torn deserts. It’s not the biggest, the fastest or the most luxurious, but for many pick-up users there is no competition. Bedford CF (1969-1987) Originally one of the Ford Transit’s biggest competitors, the Bedford CF was launched in 1969 and lasted right up until 1987, when Vauxhall inexplicably canned the van. Opel/Vauxhall went on to badge a number of LCVs but none filled the gap left by CF, until the company joined forces with Renault to produce Vivaro and Movano.

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A partnership partnership you you ccan an rrel rely elly on

Fiat Ducato (1981-) Fiat’s front-wheel drive Ducato celebrated 35 years in production in 2016, having sold more than 5m vans in 80 countries. The van, now built in conjunction with Peugeot’s Boxer and Citroën’s relay vans, is now in its sixth generation. One of the first vans to put the gearlever in the dash, to facilitate cross-cab access, the fifthgeneration model was also the first front-drive van to offer a 17m3 capacity.


Ford Cargo (1981-) (Iveco EuroCargo) There have been plenty of iconic heavy trucks over the years, but the one that most fleets will be familiar with starts at the lighter end of the scale. Ford’s Cargo was launched in 1981, though it became the Iveco Ford Cargo when the truck business was sold to the Italian manufacturer in 1986. It still exists as the EuroCargo today. Available with weights up to 18-tonnes on two axles and even a 26-tonne six-wheeler, Cargo will be most familiar as the 7.5tonne truck that for many could be driven on a car licence. Citroën C15 (1984-2005) While the majority of manufacturers were concentrating on ever larger models, Citroën’s C15 was pioneering the compact box on wheels that has become today’s highcube LCV. Available for an incredible 21 years, the C15 was based on the company’s Visa car chassis and barely changed throughout its existence. A low-cost alternative, the C15 was the most Gallic LCV since the Citroën H van.

Volvo FH (1993-) Volvo launched the replacement for its popular F series tractor in 1993, in the shape of the aerodynamic FH. Available with 12-litre and 16-litre engines, the truck picked up the Truck of the Year title in 1994. Facelifted and updated a number of times and joined by smaller FM and FL models, FH has been a mainstay of fleets ever since.

Mercedes-Benz Sprinter (1995-) Sprinter was launched in 1995 to replace the aging Mercedes-Benz TN and was instantly voted International Van of the Year. A pioneer of safety systems and driver assistance, Sprinter provided the basis for VW’s Crafter, though the two are now separated as Volkswagen has built its own large van. The big Mercedes remains one of the best large vans worldwide, dominating many industry sectors and living up to its name.

Promoting Promoting responsible responsible road road transport transporrtt

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RIVERVALE LEASING Chief Operating Officer: Vince Pemberton Member type: Leasing Broker Company size: 38 employees Year established: 2003

Year joined BVRLA: 2009

How would you sum up what makes your company special? Rivervale Leasing is solely owned by Endeavour Holdings. The man at the top is Tommy Sopwith, whose dad invented the Sopwith Camel airplane. We have this amazing high street facility and we are supplying vehicles to customers that we’ve got great relationships with. Why did your company join the BVRLA? With the FCA, the BVRLA is incredibly useful to us, for the people that do the job right, do it properly, don’t cut corners, and are compliant. I think it has weeded out some of the bedroom brokers and some of the people in my view who shouldn’t be operating in the industry anyway. What do you like most about the BVRLA? There’s the auditing, the training, the advice, and the Conciliation Service. We don’t get many complaints, but when we did have one, the Conciliation Service was really helpful in responding to a disgruntled customer. It’s also got much more clout than it used to have. We’ve

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known Jay Parmar for a number of years, and we’ve seen him be quite instrumental in how the BVRLA became positioned where it is now. What could the BVRLA do better? Promote the personal leasing market among the consumer press. More and more people are switching on to the benefits of leasing, but there’s too much ignorance out in the marketplace. Just promote the difference between PCP, PCH and we’d support that. What is the biggest challenge facing your company in 2017? I still have a concern that we haven’t had the full effects of Brexit yet. We know we need to be prepared for increased car prices and increased fuel prices. Where do you see your company in five years? We have plans to develop this facility. We have plans to develop elsewhere in the country, but that requires another massive investment. But if the model works and over time it’s proven, it’s a possibility we’ve discussed.

How do you see the fleet industry progressing in the next five years? In years to come there will probably be fewer brokers, but the ones who do it right will get bigger. I think there will be more consolidation, with compliance driving that because the boxes you have to tick to be a good operator in this industry are becoming more and more burdensome. What lessons do you think you’ve learnt since starting out? Never take anything for granted. Just because you’ve got the ingredients for success doesn’t mean you’re automatically going to be successful. You have to constantly work at it. What has been your company’s biggest achievement? Building this high street facility. This was a project that we really put on paper in November 2012, but it’s really grown from there. In those four years, from having four people in 2009, to 10 in 2012, working out of a car park and an attic. Four years later we’re in a multi-million pound building with the best part of 40 people.

ADVERTS_halfpages_BVRLA_2017_Layout 1 22/02/2017 15:05 Page 1


To T o disc discover over our la latest test off offers, ers, c contact ontact y your our near nearest est dealer or email FleetServic T The he L Logical ogical Choic Choice eF For or

Contract Contract Hire Hire Services Services th Road, Road, Slough, Berkshire Berkshire SL1 4D FCA FCA Fleet Servic Services es UK L Ltd, td, 2 240 40 Ba Bath 4DX, X, R Registered egistered in England and W Wales, ales, egulated by by the Financial Conduct Conduct A R egistered Number: 3385187 Registered 3385187 and is authorised and rregulated Authority uthority (Firm R Reference eference Number 664865).

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SG FLEET UK (INC. FLEETHIRE & MOTIVA) UK Managing Director: Graham Hale Member type: Leasing & Fleet Management Company size: 139 employees (20 SG, 56 Fleet Hire and 63 Motiva) Fleet size: 14,933 (2,260 SG UK, 7,869 FH, Motiva 4,804) Year established: 1988 (M) 2000 (FH); 2007 (SG UK) Year joined BVRLA: 2001 (FH), 2011 (SG), 1988 (M) How would you sum up what makes your company special? The ability to engage, listen, identify and directly meet each customer’s need through creative thinking. Why did your company join the BVRLA? To provide customers with operational assurance that our company abides by its trade association’s Code of Conduct and to share common issues with industry stakeholders – our peers, suppliers, lessees and Government. What do you like most about the BVRLA – any surprise benefits? The BVRLA applies levels of proactiveness and reactiveness far above other trade associations I have experienced. The BVRLA is genuinely passionate and advocating of member engagement to resolve common industry issues.

What could the BVRLA do better? Nothing springs to mind. What is the biggest challenge facing your company in 2017? Anticipating and planning for any impact resulting from Government clarity around the plan for Brexit. Where do you see your company in five years? Rising up page 1 of the FN50 table as we grow our fleet size. How do you see the fleet industry progressing in the next five years? I see the industry progressing towards lifestyle-based ‘joined up’ mobility through one system solutions, including app-based. Increasingly, people want to cater for the mobility needs created by their evolving lifestyles by being able to chose from a variety of ‘hire’ solutions, from pay-as-you-go to longer term leasing.

What lessons do you think you’ve learnt since starting out? Always surround yourself with talented people, don’t settle for second best and don’t be afraid to experiment. Accept that experience comes from making controlled mistakes and just learn by them. What has been your company’s biggest achievement? Building a good solid customer base and brand presence across the corporate fleet, salary sacrifice and short-term hire sectors as a new start from a clean sheet of paper. What is your biggest day-to-day frustration? Meetings that don’t add any value or positive output. What’s your favourite fleet vehicle of the past 50 years? I don’t really have one. What is most important to me is what our customers like. This generally is linked to a blend of price and reliability. If we managed to get you a tenminute audience with Theresa May, what would you ask for? Better quality and free flowing arterial road networks (the motorways appear to be constantly congested and full of roadworks) and a flat rate of company car tax regardless of the income tax rate bracket of drivers.

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WHAT WE DO_BVRLA_2017 22/02/2017 17:26 Page 1








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• We provide a unified voice for a

• We collect and aggregate market information and use

diverse membership that owns and operates millions of vehicles.

it to give our members greater insight into what is going on in their sector.

• We speak on behalf of the indus-

• We collect views and opinions on the latest techno-

try at events, on the radio or TV.

logical developments and customer attitudes, helping our members to stay one step ahead.

• Our website and social media channels act as information hubs for people wanting to find out more about the vehicle rental and leasing sector.

• We curate a range of wider economic, transport and

• We promote our members' view-

industry data that policy makers, suppliers and business advisers can use when dealing with our sector.

points and good work by sending out press releases, writing articles and briefing journalists.

• We host webinars that enable interactive communication on topics affecting the industry.

other data sources, and analyse it in the context of the vehicle rental and leasing sector.

• We provide a central repository of accurate, unbiased


• We run forums for members to share knowledge and best practice with their industry peers.

• We arrange conferences where WE BRING THE INDUSTRY TOGETHER

• We look after the RISC database

experts in the rental and leasing industry discuss the latest trends.

to safeguard our members’ assets from fraud and negligent renters.

• We organise social events such as an

• We ensure our members’ vehi-

Annual Dinner, Golf Day and charity go-kart race where members can entertain guests and network with colleagues in the industry.

cle data at end of life is used to benefit buyers of used vehicles.

• We provide services such as the Vehicle Mileage Database to ensure members’ vehicles aren’t clocked.

• We supply vehicle on hire • We run a wide range of training courses in order to help our members’ staff deliver exceptional service to their customers.

• We provide continuous professional


development opportunities to people who work in the industry so they can maintain their accreditations and professionalism.

• We host seminars and workshops to help ensure members’ businesses remain compliant in today’s regulatory environment. 84 •

certificates to members so that they don’t have to provide original vehicle documentation to customers travelling overseas.

• We consult widely in the industry in order to establish fair end of contract return standards for cars, vans and HGVs.

• We publish the BVRLA Fair Wear & Tear guidelines so that members can advise their customers on end of contract standards.

WHAT WE DO_BVRLA_2017 22/02/2017 18:08 Page 3


• We are in constant communication with those in Westminster - we understand who makes the decisions, and we know who gets things done.

• We make sure that policymakers know why the sector is so important and why they need to know our members’ needs and concerns.

• We use our statistics to emphasise the importance of the industry when lobbying on behalf of the sector, and collaborate with other government departments such as BEIS, DEFRA, DfT, HMRC and the Treasury.

• We maintain close relations with the motoring agencies, and regularly meet with DVLA and DVSA to share feedback from our members.



• We use expert auditors to visit our rental and leasing broker members to aid in their compliance with our Code of Conduct.

• We provide guidance and support where required for areas which are identified during our audit programme.

• We perform internal reviews of our members’ services and policies to ensure they are fully compliant.

• We establish and publish trending concerns within the industry to help our members strengthen their knowledge and operations.


• We publish a Code of Conduct • We work with members to give and update a set of industry standards and maintain these via our Codes of Conduct.

• We continue to evolve and develop our standards in line with economic and legal changes to safeguard our members.

• We provide BVRLA membership

for each of the rental, leasing and commercial vehicle sectors, plus a series of further guides aimed at promoting best practice.

• We create and share fact sheets outlining what members need to do to conform to recent legislation and regulations.

• We respond to members’

certificates to our members to display and give evidence to their customers that they have been approved.

requests for advice and guidance on both current legislation and regulations which are under review.

• We provide a government approved

• We bring members and other

conciliation service that enables members and their customers to get an independent resolution of any disputes.

industry stakeholders together to debate and discuss important issues and areas of common interest.

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CONFERENCES_BVRLA_2017_VA 22/02/2017 18:09 Page 1


THE HOSTS WITH THE MOST... The BVRLA has a rich history of putting on engaging conferences, events and forums for its members. From the first ever BVRLA test days at Donington through to the 2017 charity go-kart race in aid of BEN, the association is proud to not only offer formal seminars but also informal networking opportunities too.


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SHB HIRE Commercial Director: Nicky Simpson Member type: CV Hire & Fleet Management Company size: 690 employees

Fleet size: 14,500 cars & vans

Year established: 1968

Year joined BVRLA: 2012

How would you sum up what makes your company special? We started with one Land Rover. Now we have an eclectic mix of metal from golf buggies to vans to historics. Less than 1% of our business is consumer – our work is very much business-to-business and we are able to supply equipment for entire sectors like infrastructure services – so that’s utilities, rail, highways – because we employ nearly 400 mechanics, technical staff and fabricators, and have 16 depots. Why did your company join the BVRLA? It’s being associated with a credible association. BVRLA has strong ethics and structure out in the rental market and we want to align ourselves to that. What do you like most about the BVRLA – any surprise benefits? We are a tiny voice in the world, but the BVRLA has a louder one. Whatever regulation or legislation you want to change, it is comforting to know that

the BVRLA will listen and take forward what we want them to shout about. What could the BVRLA do better? Not a lot. I think the BVRLA does aim for the key things that cause businesses problems. It gives us some much needed support and structure as we go through what’s going to be a very unknown time. What is the biggest challenge facing your company in 2017? It’s skills and workforce that’s probably one of our biggest issues, because we self-deliver and need drivers and trained people for our fabrication and mechanical work. We must have 50 roles vacant at any one time, and with the legislation around drivers now, and what they must have and what they can and can’t drive, that makes the recruitment and management of drivers that much harder. Where do you see your company in five years? I don’t think we’ll be doing anything vastly differently as far as our product base is concerned. We’ll be in new market sectors and new vehicle types – as an example our customers are looking

at new vehicles to repair the gantries that manage the smart motorways. So I think we will probably have more multi-use and autonomous vehicles on our fleet. How do you see the industry progressing in the next five years? There used to be a clear distinction in the market between rental companies and leasing companies. The two didn’t necessarily play in each other’s markets, they worked together and there was a boundary. I would say now they are actively operating in each other’s sectors. So you’re getting more of a rental/leasing company offering, which is a blurring of the boundaries, and that’s because it’s become a lot cheaper to rent now, so it’s challenging the model of leasing. What lessons do you think you’ve learnt since starting out? I think you have to be brave enough to walk away. We’re very diverse, but it can be easy to go at everything or try and be everything and sometimes you’ve got to be brave enough to not get involved in toxic contracts or things that don’t look right for you.

Uel Butler and Peter Shaw SHB Hire’s Chairman Mike Street with part of the company’s fleet. • 91

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And the dinner is... The BVRLA has been hosting a gala dinner for the fleet industry in London every year since 1975. Here are some of the highlights of the event over the years.

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General Manager: Jonathan Hampson Member type: Car Club Company size: 100 employees

Fleet size: 1,450 cars (inc. 58 electric) & 350 vans

Year established: 2004

Year joined BVRLA: 2007

How would you sum up what makes your company special? We have a first mover advantage – we have scale in London. Already the vast majority of Londoners have a Zipcar very close to where they live and work. So I think the fact that we have that coverage gives us relevance. Why did your company join the BVRLA? When you’re a start-up everything’s very small and entrepreneurial and you get to the stage where you realise that you’ve become quite a large entity, and therefore we needed to take things seriously. So we asked “who is it who is capable of representing us?” and “what are the support functions we need that will enable us to grow like we want to?”. That was the BVRLA. What do you like most about the BVRLA – any surprise benefits? The BVRLA helped facilitate the Car Club Coalition, and it’s definitely been an evolution of a relationship, and it’s one that is now stronger and more proactive than when we first joined. What is the biggest challenge facing your company in 2017? One of the biggest challenges for the mobility sector is that the market is as

competitive as it has ever been, with more services and organisations springing up. The penny has certainly dropped. It isn’t a fad or a niche. Where do you see your company in five years? We’ll be larger. We’ve come a long way in 10 years, but all of the studies say we’re not even touching the sides when it comes to reaching the potential of car sharing in London. How do you see the car sharing industry progressing in the next five years? We’ll progress in line with what the cities want - we have to be aligned with what they want to achieve. We don’t want to force a solution on a city whether they want to or not.

A t t What has been your company’s biggest achievement? When we first started, car sharing did not really exist to a great extent. We weren’t the first and there were others doing it, but no-one reached any kind of scale. We showed the ambition and really set up a demand for a service that hadn’t existed beforehand. If we managed to get you a tenminute audience with Theresa May, what would you ask for? I’d be more interested in an audience with Mayor of London Sadiq Khan. And I’d ask him to think big around car sharing. Be bolder. Grasp the opportunity that technology and services like ours present for making a radical change to how London looks and operates.

What lessons do you think you’ve learnt since starting out? We’ve seen people come into the market who don’t grasp the sensitivities of London. So my first tip would be to understand the hierarchy of London. Understand that you can’t just talk to the Mayor and expect him to deliver everything for you, because he can’t.

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Recent years have seen the BVRLA’s team in Amersham increase, and in 2017 the association now has 23 staff. Here’s how you can get in touch: • Chief Executive Gerry Keaney 01494 545716

• Learning & Development Professional Duncan McMillan 01494 545719

• Secretary to the Chief Executive Kate McLaren 01494 545709

• Member Services Executive Laura Birdsey 01494 545714

• Management Accountant Bharti Ladwa 01494 545708

• Director of Policy & Membership Jay Parmar 01494 545706

• Accounts Assistant Melanie Richardson 01494 545722

• Membership Manager Greg Theaker 01494 545705

• Director of Communications & External Relations Toby Poston 01494 545700

• Compliance & Governance Executive Adam Holt 01494 545718

• Research & Insight Manager Phil Garthside 01494 545717

• Compliance & Membership Co-ordinator Diane Alexander 01494 545720

• Media Relations & Communications Manager Jamie Fretwell 01494 545710

• CRM Data Manager Robert Burford 01494 545702

• Marketing & Communications Executive Tamsin Stuczynska 01494 545707 • Director of Member Services Nora Leggett 01494 545713 • Events Manager Fran Hampson 01494 545703

From left to right... Back row: Duncan, Adam & Jay Row 3: Toby, Stephen, Rob, Gerry, Greg, Patrick & Jamie Row 2: Laura, Nora, Fran & Tamsin Front row: Melanie, Diane, Bharti, Rick, Kate, Phil & Sallie Not pictured: Amanda & Sarah

• Senior Policy Advisor Patrick Cusworth 01494 545712 • Legal & Policy Executive Amanda Brandon 01494 545701 • Conciliation Service Manager Sallie Catchpole 01494 545715 • Conciliation Service Officer Rick Connors 01494 545711 • Conciliation Service Officer Stephen Dix 01494 545711 • Conciliation Service Officer Sarah Philp 01494 545711 • 97

ROLL OF HONOUR_BVRLA_2017 22/02/2017 17:33 Page 1


BVRLA Officers Presidents of the Association CA Redfern DJ Longridge TM Manderson FH Aldous CA Redfern FH Aldous

1975-1980 1980-1982 1982-1985 1985-1988 1988-1992 1992-2004

Honorary Life President FH Aldous


Chairmen of the Association

Honorary Treasurers

PR Royston DJ Longridge FH Aldous GD Martin MA Bone TM Manderson JC Carter DG Redfern WR Williams TF Ward SG Thompson MSCR McHardy RG Macey TCB Nunn A O’Kelly CR McLean SPA Kerr PA Grime BP Back JS Leigh N Stead K McNally N Cunningham P Cakebread S Oliphant

PF Jordan SG Thompson SPA Kerr BP Back

98 •

1967-1969 1969-1971 1971-1973 1973-1975 1975-1977 1977-1979 1979-1981 1981-1983 1983-1985 1985-1987 1987-1989 1989-1991 1991-1993 1993-1995 1995-1997 1997-1999 1999-2001 2001-2003 2003-2005 2005-2007 2007-2009 2009-2011 2011-2013 2013-2015 2015-

1971-1992 1992-2003 2003-2007 2007-

Secretary Generals/Director Generals/Chief Executives DR Quinn (SG) D Joyce (SG) O Dawson (SG) J Allen (SG) N Donkin (SG) J Lewis (DG) (CEO) G Keaney (CEO)

1967-1968 1968-1974 1974-1985 1985-1995 1995-2000 2000-2008 2009-2013 2013-

Providing total vehicle solutions for over 50 years. Your fleet’s unique — and that’s how we tailor our approach. We’ll work with you to understand the needs of your business, combining leasing, daily rental and dedicated account management to create a flexible package that’s completely bespoke.

To speak to us about your vehicle requirements, call today on 0141 648 1300 or email our Customer Relationship Manager


1_FC_BVRLA_2017_FOILBLOCK_Layout 1 16/02/2017 09:49 Page 2

BVRLA: 1967-2017  

A 100-page publication celebrating the 50th anniversary of the BVRLA

BVRLA: 1967-2017  

A 100-page publication celebrating the 50th anniversary of the BVRLA