Case Studies

Turners (Soham)

In 2010, for the first time in Turners’ 80 year history, staff wages were replaced by fuel as the company’s single largest cost – up from a quarter to a third in just under 5 years.

While fuel adjustment clauses in current client contracts have delayed some of the painful impact of the rising energy costs, Turners realize its profits will not remain immune to fuel price spikes.

To control costs and deliver the green...

Den Hartogh

Frank van Dijk believes that the only sure way to combat rising fuel costs, has been to ensure all Den Hartogh’s contracts allow them to charge its customers more when fuel costs rise.

Although their customers say they want green credentials, the economic situation means customers are buying on costs. However, when evaluating otherwise equal tenders, customers will go with the greener option.

Therefore, Den Hartogh is also adapting its...

Glass Transport Partners

Over the past 5 years, Glass Transport has seen fuel costs rise dramatically. Today, fuel represents between 22 and 28% of their total operating costs. Their trucks consume 30 to 33l per 100 km on average. In short, it means that if they save just 1l per 100 km, they save €180,000 in a year.

At the same time, their customers are also more and more concerned about the carbon footprint generated by the transport of their products, which is...

Jost Group

Fuel is the largest cost for the Jost Group, as they use one million liters a year, making up close to a third of costs.
To stay profitable as fuel prices rise, the company is trying to do everything possible to reduce fuel consumption and is looking at all parts of the business to reduce costs. Jost has begun buying fuel in larger amounts to get a better price and are changing their routes to reduce fuel consumption.

Their customers are...


Case Studies

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