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Willing and Abel to go green

29th October 2009
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Page 18, 29th October 2009 — Willing and Abel to go green
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Which of the following most accurately describes the problem?

Organic produce retailer Abel & Cole has to manage not just its fleet of vehicles, but also its reputation as an eco-sensitive business. CM finds out how the firm treads that fine line between business and policy.

Words: _Anion Mitnesi Images: Graham Richardson IT STARTED OUT as a company funded with 0,000-worth of borrowed travellers" cheques, following a successful spell selling potatoes door-to-door, but is now among the premier organic fruit and veg home delivery firms in the country Now, Abel & Cole operates on a nationwide basis, with six depots located around the country: one in Wimbledon, London, where its head office is; a production centre in Andover. Hampshire; and delivery depots in Maidstone, Kent, Ongar. Essex, Tamworth, Staffordshire, and Warrington, Cheshire. These cover 60% of UK households.

"These are mainly the big urban conurbation areas such as Birmingham, Leeds. Manchester and Liverpool, as well as London (the main customer)': says Ben Reardon, head of logistics for the company. He adds:"We run a total of 90 vehicles, all Iveco Daily 3.5-tonne refrigerated panel vans 83 operate daily, with seven used as spares. The figure was 110 at the peak a few years ago, but this has dropped off.

Performance So how does a company that operates in such an ethically sensitive industry operate its fleet? "We've spent the past couple of years focusing on the performance of the drivers in order to drive down emissions, along with getting the best out the vehicles," says Reardon.

This has included fitting a new box body that's added an extra 157kg of payload, as well as improved load volume, and, therefore, reduced the number of vans that need to go out.

As well as working with lveco and Paneltex bodybuilders in Hull, the company also consulted the drivers for their input to get the most practical design.

-The drivers were involved with the design of the new box body from the start. They gave us their input, then we ran a sample van last year. which they commented on. An example of the feedback is the various grab handles fitted to allow the drivers to lean into the corners, as well as improving the lighting and the access steps."

The company has also improved its

average van fuel consumption thanks to a combination of telematics and driver training. "A year ago, we were getting 20.5mpg, and this is now up to 235mpg, an average that includes inner London stop/start work.

"In December, we invested in a telematics system that now tracks all the vehicles, their routes, and provides data on how they're used," says Reardon.

And from the information gained, we've put a strong focus on the speed and idling time of the fleet.

"We've been running reports and training all drivers with the information we've been getting back."

The company has also put its drivers through the Department for Transport-backed Sated driver training programme, getting noticeable results in terms of reduced fuel consumption and a more consistent driving style.

Further adjustments

"We've also given our drivers an opportunity to do an NVQ this year, which most of them have taken up, so it's a two-pronged attack."

Further adjustments have included limiting all vans to an average 65mph, after tracking the progress and results of several examples via the telematics system. In a `normal' home delivery business, such a move would be expected to generate staff pushback — but this is not a 'normal business:


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