A single of the fundamental abilities of anybody responsible for fleet security management is the potential to connect and engage with drivers in order to market driver safety and wellbeing. Nonetheless, all too usually line managers are catapulted into running a fleet from one more portion of the company, and as a result finish up focussing on productivity and efficiency rather than overall health and safety. In this particular post, RoSPA’s Fleet Safety Audit Manager, Colin Knight, explores the steps line managers can take to fine-tune their behavioural safety talent set and maintain their drivers protected…
For many line managers, well being and safety paperwork only exists in case one thing goes wrong rather than to educate, inform and enhance driver security standards. Regrettably, this can lead to a lack of accountability and responsibility from each management and drivers, as the paperwork that sits in the filing cabinet or lies dormant on the tough drive has little or no value on a day-to-day basis. The bottom line is, even if an organisation has all of the paperwork in spot – threat assessments, driver education records, driving licence records, vehicle checks, telemetry information, it won’t cease a crash from happening, the only thing that can do that is us, people!
It is essential, as a result, for line managers to translate their behavioural security capabilities towards fleet security management. It may possibly sound obvious, but for numerous managers under pressure to reach productivity and efficiency targets, driver and vehicle safety usually get compromised, or in some cases fully overlooked. An enhanced duty for safety, an consideration to the lifestyles of drivers and, not least, an awareness of the organisational pressures that drivers are placed beneath, is vital to make certain driver safety and properly-becoming remain at the forefront of an organisation’s philosophy. In the case of running a fleet of automobiles in sectors such as power, logistics and retail, there is small much more hazardous than an ‘us and them’ mentality among the management and the driving populations. The message of security ought to be underpinned by a clear vision and technique and, a lot more importantly, understood by everyone within the organisation, from the CEO downwards.
The Black Cloud Syndrome
This is a term utilised to describe a poor or fragmented organisational security culture relating to driving for function. Even though this term may possibly sound unfamiliar, almost each and every organisation has one to some extent. Here’s an example that may be familiar:
Andy is a delivery driver for an on-line shopping retailer. Lately, he and some of his colleagues have been feeling disillusioned at function due to the introduction of a identical day delivery service growing the stress to make certain their deliveries arrive at the buyers addresses on time. Simply because of the new service, Andy and the other drivers are getting forced to wait longer for their vans to be loaded causing them to be late for their deliveries.
To make factors worse, Andy’s Line Manager has recently logged on to his vehicle telematics portal to assess and evaluate his current driving style and behaviour. Andy’s reports have flagged up quite a few occasions where harsh braking and acceleration events have taken spot and on a couple of occasions, speeding has been identified.
On one certain report, Andy’s Line Manager was in a position to track his performance over the course of his shift and noticed that his first harsh braking occasion occurred ahead of he had even left the gates of the retailer. In addition, a reduction in his all round MPG has also been identified inside his reports.
Because of the nature of the telemetry reports, Andy has been told he have to attend an in-car training course to boost his driving. Even though Andy has in no way been involved in an incident for the duration of his driving career and has held a clean driving licence for over 20 years, his line manager told him that it was organization policy to arrange driver education for any person who has been identified as becoming in the higher-danger category for their car telemetry data.
As it takes place, Andy performed really effectively in the course of his driving session. His telemetry data was fine and he received a glowing report from his trainer. The next day even so, when the pressure was back on, his telemetry data began to look poor once more.
Now ask yourself, is Andy’s telemetry data demonstrating that he is at higher risk or is it the management of employees back at the store that is ultimately producing the road danger?
As the above instance illustrates, line managers and senior managers can make a true difference inside their organisation by simply stepping back to view the world by way of the eyes of a driver. A straightforward nudge in a various path can spend dividends towards enhancing both wellness and security and operating charges.
Back to fundamentals
With the ever-advancing automobile technologies accessible to fleet operators and the part of fleet manager outsourced by a lot of organisations, it is simple to see how accountability, duty and standard behavioural security (or typical sense) can grow to be diluted. Despite the fact that vehicle technologies need to be embraced for its capabilities to boost security, expenses and efficiency, it can be counterproductive if used in the incorrect way. For some organisations this can breed a culture of poor driver and manager behaviour, particularly when everyone is also busy focussing on hitting targets that straightforward fixes to easy troubles get overlooked.
So, what’s causing the black clouds within your organisation and what easy nudges need to have to be produced to generate a sunnier outlook?
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