SHE EXPO 2016 SHOW GUIDE


Andy is a delivery driver for an on-line shopping retailer. Lately, he and some of his colleagues have been feeling disillusioned at work due to the introduction of a same day delivery service increasing the pressure to make sure their deliveries arrive at the customers addresses on time.


To make things worse, Andy’s Line Manager has recently logged on to his vehicle telematics portal to assess and evaluate his recent driving style and behaviour. Andy’s reports have flagged up numerous occasions where harsh braking and acceleration events have taken place and on a couple of occasions, speeding has been identified.


On one particular report, Andy’s Line Manager was able to track his performance over the course of his shift and noticed that his first harsh braking event occurred before he had even left the gates of the store. In addition, a reduction in his overall MPG has also been identified within his reports.


Due to the nature of the telemetry reports, Andy has been told he must attend an in-vehicle training course to improve his driving. Although Andy has never been involved in an


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“DUE TO THE NATURE OF


THE TELEMETRY


REPORTS, ANDY HAS BEEN TOLD


HE MUST ATTEND AN IN-VEHICLE


TRAINING COURSE TO IMPROVE HIS DRIVING.”


incident during his driving career and has held a clean driving licence for over 20 years, his line manager told him that it was company policy to arrange driver training for anyone who has been identified as being in the high-risk category for their vehicle telemetry data.


As it happens, Andy performed extremely well during his driving session. His telemetry data was fine and he received a glowing report from his trainer. The next day however, when the pressure was back on, his telemetry data started to look bad again.


Now ask yourself, is Andy’s telemetry data demonstrating that he is at high risk or is it the management of staff back at the store that is ultimately creating the road risk?


As the above example illustrates, line managers and senior managers can make a real difference within their organisation by simply stepping back to view the world through the eyes of a driver. A simple nudge in a different direction can pay dividends towards improving health and safety and operating costs.


BACK TO BASICS With the ever-advancing vehicle technologies available to fleet operators and the role of fleet manager outsourced by many organisations, it’s easy to see how accountability, responsibility and basic behavioural safety (or common sense) can become diluted. Although vehicle technology should be embraced for its capabilities to improve safety, costs and efficiency, it can be counterproductive if used in the wrong way. For some organisations this can breed a culture of poor driver and manager behaviour, especially when everyone is too busy focussing on hitting targets that simple fixes to simple issues get overlooked.


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