Fleet safety professionals believe winning the support of senior management has to be the starting point for improving an organisation’s road safety record.

Billed as the ‘best of the best’ when it comes to managing road risk, speakers at Brake’s recent annual Fleet Safety Forum conference were asked what five measures they would introduce to start improving road safety in an organisation.

An overwhelming majority put boardroom buy-in as an essential first step.

“To be successful with any road safety campaign in an organisation it must begin at the top,” says Geoffrey Bray, chairman of Fleet Support Group.

“Top-down management is essential.”

But for Peter Larner, managing director of Suckling Transport, a top-down approach also has to be based on a genuine desire.

“There is always a danger of employees attempting to trade off service performance against safety,” says Larner, who was winner of Brake’s Road Risk Manager of the Year award in 2009.

“Drivers are naturally anxious to keep the end customer satisfied by completing the delivery in spite of obstacles and adversity.

"They link service with the retention of the business and with job security.”

So changing a driver’s mindset requires persuasive rhetoric when it comes to managing risk.

“Convincing the workforce that I care about road safety is at the heart of our safety culture,” he adds.

Steve Kay, national health and safety adviser at Allied Bakeries, believes support and involvement should then be echoed by each individual line manager.

“Managers must create a sense of urgency required to change culture,” he says.

But whether that desire is genuine or based on a sound business case that reveals the potential for cost savings, the next most important factor is good communication.

“It is vital that all elements of the driving work force are communicated with,” says Bray. 

“Early consultation greatly assists implementation of a work-related road safety programme.”

It’s also important to remember that communication is a two-way process.
“Some of the best ideas come from drivers,” says Larner.

“Tell your workforce the problem and, with their help, seek the solution. Do not tell them your solution and just expect them to implement it with the same enthusiasm.”

Brent Mitchell, support services director of Balfour Beatty Utility Solutions, which operates a fleet of 2,500 vehicles, agrees: “The key to a successful campaign has to be the engagement of drivers,” he says.

There is also a consensus that good data through benchmarking is essential to tackle road risk and that needs to start with recording and investigating all accidents, according to Larner.

“Every incident is an opportunity to improve your safety performance, so don’t waste it,” he says.

“Ongoing KPIs then allow management to determine the effectiveness of any programme,” adds Bray.

Understanding what particular road safety issues affect a specific organisation allows it to take a targeted approach and directing resources similarly where driver training is concerned is seen as equally important.

That may include profiling via an online tool, but whatever method an organisation chooses to identify risk taking drivers, that investment can pay dividends.

Graham Telfer, fleet manager at Gateshead Council, concludes: “By introducing smarter driving and eco driving programmes they can deliver substantial savings through accident reduction and cutting fuel expenditure.”

Case study: Balfour Beatty Plant and Fleet Services

 ‘It’s Your Call’ is a voluntary campaign at Balfour Beatty Plant & Fleet Services that encourages people to limit or eliminate using a hands-free phone while driving.

Posters, mobile phone covers, stationary, stickers and a campaign logo printed on the reverse of business cards all highlight the consequences.

The idea came from Balfour Beatty’s ‘Drive Safe Arrive Safe’ fatal risk working group chaired by James Burrows, professional services manager.

In addition to educating drivers, the initiative also asks employees to commit towards road safety and displays their names on a news reel on their intranet site.

The campaign has been a huge success, with 188 people – around 50% of employees – committing to the scheme.

Burrows says its success is down to the message being simple and memorable.

“It must engage with the audience and encourage them to make a personal commitment,” he says.

“People usually live up to what they write down. And the more people who get involved, the more people want to get involved. They do not want to feel left out.”

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