As Britain's largest vehicle leasing company, Arriva Automotive Solutions has taken a number of vital initiatives over the past year which look to the future of the industry.

It becomes ever more unrealistic to see Contract Hire in isolation.  Growing public and private concerns about transport problems and the environment, the increasingly global nature of many companies, new demands of cost efficiency, means fleet managers are demanding more from their contract hire organisations.  Here's how Arriva Automotive Solutions is responding... 
 

Seeking an integrated solution

Being a member of the vast Arriva group, which unites all the businesses previously under the Cowie banner, we are in a unique position to take an overview of the whole transport question.  Together we are working towards a total transport solution. 

This is not just corporate rhetoric.  With 7,000 buses and coaches and a number of light rail and urban transit schemes at an advanced planning stage, the group is well equipped to see the larger picture.

Arriva Automotive Solutions, with specialised knowledge and experience of the the business use of vehicles, is perfectly positioned to maximise the efficient use of fleet cars.  One of the most obvious examples of this is our policy of steering customers towards more environmentally friendly vehicles through carefully considered incentives.
 

Action based on knowledge

A significant amount of research has been commissioned by Arriva on the subject of greener transport, including studies of good practice in the UK and overseas.  We have given a detailed response to the government's consultation paper: "Developing an Integrated Transport Policy", including an offer to provide data for the government's use on the comparative efficiency of popular makes and models of company cars.

The group managing director of Arriva, Michael Gwilt, has been appointed to a Government taskforce whose mission is to push for the development of greener, cleaner vehicles.

And with the aim of promoting a dialogue with business, Arriva Automotive Solutions recently researched and produced an award winning document 2020 vision, designed to provide chief executives with information, ideas and statistics concerning integrated transport and business in the next millennium.

This is not to say we are trying to claim some moral high ground.  Like any business we are in business to make a profit - however, the most successful organisations are those that adapt to changing times, and surely now is the time that any company involved with transport has to respond to the priorities of its clients and public opinion in general.  We want to offer practical solutions based on good ideological foundations.
 

Growing and investing

Arriva Automotive Solutions' continued organic growth is proof that we are accurately anticipating the requirements of business.  Our fleet now numbers some 77,000 cars and light duty trucks, a growth of X on last year.  We employ over 600 technicians, consultants and support staff, and as a partner of Interleasing Europa we belong to an association with a combined fleet volume of around 285,000 vehicles.

Our size means we are in a position to offer a wider range of options to clients both large and small.  It means we have the financial resources to invest in high grade fully networkable software, and have a history of being at the cutting edge of information technology, such as road fund licence renewal by EDI.  Our investment is also in people and training, and the installation of quality systems which lead to a higher level of customer satisfaction.

A great deal of skill and money has gone into establishing key services, many them unique to Arriva, which we believe bring real advantages in efficiency and savings to our clients.  Some of these are outlined below. 
 

Value for money at every stage

Arriva's capability in achieving maximum resale values on ex-company cars is second to none.  This represents a vital service to fleet managers, saving time, concern and money.

Our refurbishment centre, employing around 50 trained mechanics and bodywork specialists, processes over 1,000 used cars a month.  Each vehicle is assessed individually and improved mechanically and cosmetically if this is likely to enhance the profit made on reselling the vehicle.

The most appropriate route for selling the vehicle is then chosen from a number of options.  This is a unique service which maximises residual values.
 

Making the most of Outsourcing

Outsourcing has been an area of growing success in the past year.  Perhaps no other activity so clearly demonstrates the confidence of our clients in us since in many cases the whole responsibility for their fleet, management as well as supply, is handed over.

Arriva now have X outsourcing contracts, many of them for household name companies, supplying X vehicles in total - an increase of X over last year.  This represents X% of our top 40 customers.

Clearly outsourcing is going to be an increasingly important management tool in the future, and Arriva are responding to this by reassessing the whole concept of outsourcing, including the innovative appointment of in-house contract managers exclusive to individual customers.
 

Offering world-wide solutions

As equal shareholders in Interleasing Europa GMBH, Arriva can provide customers with unparalleled opportunities to co-ordinate their fleet solutions world-wide.

In a business environment which is increasingly pan-European, this is an important resource covering 16 European countries as well as the USA and Canada.

The benefits are numerous, including guaranteed standards, localised knowledge of business culture and finance, and the reassurance of being treated as a major fleet account in every country - even those where the fleet is of modest size.
 

In a changing world

To succeed, all businesses today have to be flexible and responsive to changing markets and economic circumstances.

From its core business of sourcing cars and light commercial vehicles, Arriva has recently expanded into a wide range of vehicles and equipment, and now has expertise in virtually every area - from motorcycles to plant equipment.

A unique example of Arriva's ability to adapt to changing markets is the five year contract to supply, manage and finance Materials Handling Equipment for the Ministry of Defence.  This massive project, involving some 1400 pieces of equipment, is a perfect illustration of Arriva's fitness for the future, whatever it holds. 

(Inside)
INNOVATION

Today’s food industry never stands still.  Changing tastes and technology, unpredictable consumer habits and more and more stringent regulations are a way of life.

That’s why Stag Plastics see innovation as the key to the design and manufacture of food packaging.

With 30 years thermoforming experience behind us, we’re well equipped to respond with both standard designs and new product development for customers’ specific needs.

Nobody understands the materials better, or has more skill in custom moulding.

Our bakery and patisserie packaging, salad and snack packs are first choice among many leading food manufacturers.

And our range of food collation trays is one of the most extensive available.

Styrene is our main medium, which offers infinite possibilities for creative ideas.  Through exploiting its potential for rich colours and textures we have been able to provide our customers with unrivalled opportunities for branding and consumer-winning designs.

But the fact is whatever your requirement in thermoformed packaging - clear or coloured, freezer or microwaveable - it is almost certain that Stag can fulfil it.
 
 

SERVICE

Excellent service is central to Stag’s operation.  It permeates the company from the boardroom to the production floor, from initial enquiry to order fulfilment.

But you don’t have to take our word for it.  Independent research rates Stag highly for customer service, particularly in the areas of flexibility and responsiveness.

To achieve this we have invested in high quality people and in their continuous development, together with cutting edge technology.

Our method is one of perpetual progress - researching and utilising new materials and processes, always seeking original ideas which will offer radical benefits to our customers.

Above all, we are problem solvers.  With our own computer aided design facility and experienced technical people we can quickly achieve enlightened and cost effective solutions to your specific design brief.

And we are fast.  Our customers benefit from seeing product prototypes in days rather than weeks, giving them the edge in a world where food is fashion.
 
 

QUALITY

It goes without saying that quality and hygiene are an absolute priority in the food industry, more so now than ever before.

As an ISO9002 accredited company, Stag fully document all quality and hygiene procedures and review them for best practice.  We consistently satisfy the audits of our most demanding customers.

Indeed, customer satisfaction is central to everything we do.  Innovative, responsive, creative and technically ahead - Stag have the solutions for your food packaging needs.

(Back cover)

Thought for food
Stag Plastics (logo)
Stag also produces packaging for the toiletries, medical and electronic industries.

Stag Plastics Ltd.  St Vincents Trading Estate, Feeder Road, Bristol BS2 OUY.  Tel: 0117 977 9511  Fax: 0117 972 3602

The Change Programme
Your guide to the future of The Thomson Travel Group.
 

(Inside)
Why do we need the Change Programme?

We need the Change Programme to make sure The Thomson Travel Group is a real success story in the coming years.

As you know, the travel industry is constantly changing, and there are going to be more innovations in the next ten years than ever before. 

Customers are increasingly seeking new kinds of resorts delivered in a different way.  More and more people, though by no means all, will be buying off the Internet.  The leading companies will have to be better organised and more responsive.

Of course, the Thomson Travel Group, is one of those leading companies and we’ve recently taken a long, hard look at ourselves.  We’ve looked at how we can improve our management structure, how we’re going to tackle the challenges of the new technology and how we can anticipate developments in the industry.

Through the Change Programme we’re going to ensure that we’re geared up to turn those developments into our opportunities. 

This booklet explains how.
 
 

The starting point

The Change Programme has a number of objectives which set down in broad strokes what we want to be achieving now and in the future. Think of these as the foundations of the programme – everything that follows will be built on these seven objectives.
 

The 7 Objectives of the Change Programme
 

• Follow our vision of turning change into opportunity
• Energise and mobilise people in the Group
• Fix the profitability of the company
• Restructure our UK based business
• Build an e-company fit for the new century
• Improve our insight into customers’ needs
• Define our way forward for resorts

Making it happen

The 7 objectives are already being turned into action.  For example, we’ve recently reduced the hierarchy of management so that communications are faster and clearer throughout the company.  We’re making all our major brands bookable on the Internet, and there are many more in the pipeline.  Our revolutionary Superstore is going to attract customers looking for an exciting retail environment.

These are our concrete aims
All the successes above feature in a series of concrete aims – carefully chosen to make the Change Programme work in the real world.  Here are the main areas we are tackling head on.

Making the group work as one.
The top three levels of our organisation are going to work together.  This will ensure the Thomson Travel Group is a real force to be reckoned with.  Few companies will be able to compete with our combined expertise and product range.  We’ll also be restructuring the specialised holiday group.

Reducing costs.
We’re identifying where savings can be made in all our activities.  For example, many of the support services are being combined to streamline such areas as legal and financial services.  We’re introducing a special cost reductions review for Britannia.

A retail strategy for the 21st century
High street outlets, out-of-town stores, booking from web-sites – all are going to be important in the new century.  We’re going for integration and innovation with five new concept stores being tested, and increasingly advanced web-based selling systems going on-line.

Making the most of customer relations
Our customers are the future of the group as a whole, which is why we’re introducing a single database for all the group’s customers.  At the same time we’ll be giving ourselves a more human face by reducing our dependency on technology for building relationships with customers.  Above all, we’ll be listening.

Keeping pace with resorts
We’re going to give people the holidays they want and this means identifying trends and responding.  The resort operations across the world are being streamlined and sales and service improvements are being introduced for holidaymakers.  We’ll be offering the products and the service the modern consumer demands.

Planning for future needs
Our philosophy is to be prepared for changes before they happen.  This means more efficient planning in areas like brochure presentation and charter flights; more up-to-date management information about profitability; plus establishing a firm strategy for future holiday capacity and a well thought-out plan for our information technology.  In short, when it happens – we’ll be ready.
 
 

The organisation is in place.

Of course a programme on this scale doesn’t ‘just happen’.  Already a great deal of planning and thought by leading management gurus, Gemini Consulting, has gone into preparing to make our group more competitive and efficient.

Vital to our future is the way the Change Programme has been set up with good, experienced people in key positions.  It means that every aspect of the programme has an individual right in the front line, overseeing and managing its progress.

If you’d like to know just how the change programme has been divided up, and who’s looking after what, keep reading.
 

The Who’s Who and What’s What of the Change Programme.

CO-ORDINATING THE WHOLE
Director of the Change Programme
Mike Moore

Development, Communication and Mobilisation
Wendy Fyfe

Programme Management
Linda Seymour

DRIVING THE DIFFERENT PARTS
Strategy – The brains behind our business.
Provides the corporate strategy needed to make the most of our core business, works out an expenditure plan and delivers a marketing strategy that is measured for success.
Led by: Charles Gurassa and Dan Medicoff

People and Organisation – Bringing top people together.
Works with the senior team to build the new single-minded organisation that will be able to deliver the corporate strategy.
Led by: John Dunn and Louise Palmer

Britannia Airlines (info to come)
Led by: Peter Buckingham and Richard Manley

Competitive Cost Base – Waste is the enemy.
Reduces costs in the group, both immediately and in the long term, including group purchasing of overheads and a review of Britannia.
Led by: David Maloney and David Rowell and Gill Nolan

Retail – Sold on quality and innovation.
Overall planning of retail development and initiatives whether in the high street, the call centre or on the Internet.
Led by: Nigel David and Vince Gunn

E-tail – Experts at the cutting edge.
Special responsibility for enabling the selling of all group products on the Internet and integrating with traditional retail methods.
Led by: John Wells and Paul Kendrick

Tour Operators on the Web (info to come)
Led by: John Wells and Catarina Dehlin

Customer Relationships – Never forget we’re a people business.
Moving the group towards actively managing customer relationships through understanding the lifetime value of their loyalty, using customer data to create new products and services.
Led by: Shaun Powell and Mike Holden and Shelagh Martin

Holiday Experience – Unforgettable and irresistible.
Looks at ways of improving the product for the customer by streamlining the whole holiday experience, aligning it to customer needs, increasing sales and developing new business opportunities in resort.
Led by: Belinda Moore

Resort Integration (info to come)
Led by: Ole Oftedal, Shaun Powell, Jan Segelberg, Belinda Moore

Yield and Planning – Our future depends on this.
Bringing profit information to the heart of every decision we make, reviewing all aspects of the planning, purchasing, trading processes and the systems they use.
Led by: Charles Gurassa and Jackie Borrow

Specialised Holiday Group Restructuring (info to come)
Led by: Andy Perrin and Steve Rushton

Information Technology – The communication arteries of the group.
In charge of developing the IT systems so that the business strategy can be implemented, including the development of e-business and easier communications across the group.
Led by: John Wells and Dave Thomas
 

How will the Change Programme affect you?

In putting together the Change Programme we’ve had to look both outside and inside our organisation.

Out – to the demands of our customers and the marketplace.  In – to the structure of the group and your needs as an employee.

That’s why one of our most important seven objectives is aimed directly at helping you get more out of working for the Thomson Travel Group. 

If all goes to plan, and we’re determined it will, the aims of the Change Programme will benefit every single person in the group.

Lines of communication will be easier.  Work objectives made clearer.  Decision making simplified.  More profitability should ultimately mean more job security.  Embracing new technology will give us the competitive edge.

When a company is well structured and focused then working for it is always a lot more enjoyable and rewarding.

Above all, we hope you’ll feel that you’re be working for an organisation with a future.  A great future that you can share in. 

These are exciting times.
 
 

If you have any questions about the Change Programme not answered by this booklet contact (details)

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