Absolute convenience on servicing

“Having a car serviced was a pain and I wanted to make it hassle-free. It’s about absolute convenience – we collect the car, do the work and return it.

"And we do it at a lower cost because we are using independents and a fixed price.

“It was a simple process but it revolutionised the way the servicing industry worked.”

FSG’s Masterserve network now numbers 500, although 130 carry out the bulk of the repair volume. Each is audited and graded, according to their ability, technician competence and investment.

Early on, Bray recognised that he would need a way to remotely manage the repair authorisation process. The solution was MasterView, a video link back to head office.

Originally intended as an authorisation tool, MasterView also helps companies to better manage their drivers by providing them with images showing the state of the cars when they come in for service or repair.

MasterView has now become part of the service. The video of any car which falls into one of three categories, dubbed SAD – Safe, Abuse or Damage, is sent to the fleet manager so they can take action.

“We integrate all this into RiskMaster and that’s why fleets see a downwards plunge in costs,” Bray says.

And there are additional benefits. FSG’s evidence shows that drivers who abuse cars are more likely to be involved in accidents. However, getting company bosses to act was initially difficult, especially when their best sales staff were involved.

“Their attitude bred a culture of ‘I couldn’t care less’,” says Bray.

The game changer was the Corporate Manslaughter Act in 2008. Companies finally woke up to the need to manage their drivers properly.

Although there was a lot of hyperbole, Bray believes it at least forced company bosses to focus on the issue.

Keeping cars for longer

A passion for both maintenance and safety fuels Bray’s belief that cars should be capable of running for years before being replaced.

If the car is mechanically sound and it’s safe, why change it after just a few years, he asks.

“Why worry about the residual value; just keep the car until it won’t go any more,” he says.

He sets an example at FSG: in 25 years, he’s had just four cars. But he blames short replacement cycles on the influence of leasing companies and the attitudes of directors who want to change their car frequently, so they take a relaxed attitude to the fleet.

“If you go into small companies where it’s their money, they tend to keep cars for longer. Five, six, seven years and more – it’s possible if you look after the car,” says Bray.

“With a proper maintenance regime and regular health checks, maintenance costs are predictable. SMR will not increase with age,” he insists.

Companies are slowly moving in that direction. FSG’s managed vehicles’ age is gradually rising. But it requires radical thinkers to challenge the status quo, claims Bray.

“Fleet managers really have to look at areas like this – that’s where the savings are. They have to re-write their fleet policies from scratch,” he says.

“If you don’t get running the vehicle right, it’s a large drain on cost. A weak approach to fleet management will cost the business a lot of money.”