The next chapter

Glen Davies steps in as FORS Director

“Raising standards has always been the goal” – Glen Davies on the journey and future of FORS

Having helped shape FORS from its earliest concept through to national rollout, Glen Davies now steps into the role of Director at a pivotal moment for the scheme. We spoke to him about its origins, evolution, and what comes next.

You’ve been involved with FORS since 2007, before it even formally launched. What was the original problem FORS was trying to solve?

FORS was one of four key projects within the London Freight Plan in 2007. At the time, the relationship between Transport for London and the freight sector was largely transactional, focused on enforcement, fines, and charges.

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The aim was to create something more constructive. While FORS is often associated with safety, its original scope was broader - covering road safety, environmental performance, and operational efficiency - while introducing a clear, recognisable standard that clients could reference in procurement.

What gaps in the industry made a scheme like FORS necessary?

There was a lack of alignment. Regulatory requirements existed, but they weren’t brought together in a coherent way.

FORS addressed that by creating a structured, measurable standard, combined with emerging best practice. There was also a clear gap in professional development. Investment in the people running fleets was limited, which is why training became such a core part of the scheme.

Did you expect FORS to still be evolving nearly 20 years later?

Not to this extent. The ambition was always to build something sustainable, but its growth - particularly beyond London - reflects how much the sector needed structure.

One size doesn’t fit all, and FORS has had to keep adapting to remain relevant as fleet operations and industry expectations change.

What were the biggest early challenges in getting operators on board?

My approach has always been to work with the willing. If the concept is right, there will always be operators ready to engage early.

The key was listening to constructive feedback and refining the scheme without being distracted by negativity. The 44 Pioneer Partners in 2006 were critical, they

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they created early momentum and laid the foundation for a successful launch.

When did you feel FORS gained real traction?

A major turning point was in 2009, when Crossrail specified FORS accreditation. That shifted it from being a ‘nice to have’ to something commercially relevant.

Momentum grew quickly after that, with TfL, the Olympic Park, HS2, and Tideway adopting similar requirements. There was also a wider shift in 2011, when a series of tragic cyclist fatalities involving HGVs brought increased focus to managing work-related road risk.

What do you consider FORS’ most significant achievements?

There have been many, but 2014 stands out. Winning the Prince Michael International Road Safety Award and being let as a concession for national rollout were major milestones.

That combination demonstrated both credibility and scalability, showing FORS had moved beyond a London initiative to something with long-term national relevance.

How has FORS improved standards across the industry?

It’s played a key role in advancing vehicle safety, particularly around blind spots. Early measures like the introduction of Fresnel lenses helped drive the development of camera and sensor systems that are now standard and have even influenced European legislation.

Driver training is another area. From on-bike experiences through Safe Urban Driving to the use of virtual reality today, FORS has consistently pushed driver awareness and competence forward.

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How has the perception of FORS changed over time?

There are still some legacy perceptions, that it’s London-specific or purely safety-focused, but those are increasingly outdated.

New operators are engaging with FORS based on what it delivers today. Its origins matter less now than its current role as a practical, widely recognised standard for improving overall fleet performance.

The logistics sector has changed dramatically, how has FORS adapted considering this?

Nothing stands still in this industry, so FORS has to balance consistency with change. That’s why the standard is formally reviewed every two years.

Environmental performance is a good example. The focus has shifted from improving air quality to full decarbonisation. When FORS began, Euro IV engines were the benchmark - now the direction is towards zero-emission vehicles.

FORS reflects these changes, helping operators keep pace with both legislation and client expectations.

What excites you most about returning as Director?

It’s a unique position. I was involved in FORS’ first nine years - from concept to national rollout - and then continued supporting it as Technical Advisor.

I’m passionate about standards in transport and logistics, so being able to step back in with a fresh, objective perspective is a real opportunity. What excites me most is evaluating what’s worked, what hasn’t, and working closely with operators to make meaningful improvements while maintaining the integrity of the scheme.

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What challenges still need to be addressed?

Complexity is one of the biggest. As FORS has evolved, it’s naturally become more detailed, but that can make it harder to navigate and slower to adapt.

There’s a real opportunity to simplify and streamline elements of the scheme. It’s not about lowering standards but making them clearer, more consistent, and easier to apply in practice.

How do you respond to criticism or misconceptions about FORS?

Accreditation and independent auditing are now standard across most industries. FORS sits within that landscape, giving operators a structured way to demonstrate standards and giving clients confidence in what they’re procuring.

Some criticism comes from misunderstanding. FORS isn’t about complying with the law, that’s the role of enforcement officers and traffic commissioners. It’s about bringing together fragmented requirements, highlighting best practice, and supporting continuous improvement.

What should be the top priority for FORS going forward?

Simplifying and streamlining the standard
Driving further safety innovation
Supporting decarbonisation and net zero goals
Expanding industry training and skills
Increasing national uptake and recognition