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"I have a driving licence. I've passed my test. Isn't that all I need?"
It's a fair question. Why would any company spend hard earned money on driver risk assessments and training? Because if your drivers have licences, they've obviously achieved a standard that has enabled them to pass their driving test. But does that also mean they've demonstrated that they have all the skills required to drive safely on our roads? Most people might say, Yes!
So has the world has gone mad with health & safety? Because most company directors and fleet managers would tell you off the record that you don't need to worry about the HSE prosecuting for not complying anyway - after all, when have they ever prosecuted for road traffic accidents?
And the above must be right, because that's exactly how many managers think.
But let's just have a closer look at this pragmatically - you know, without the usual spin attached that's designed to strike fear into you so that you'll want to sign the cheque right now for some risk management.
The first point is, 'yes' - the likelihood of being prosecuted is low. After all, we all read the press and when was the last time you read a story about a company going to court because one of their drivers had had a road traffic accident?
So forget the risk of prosecution, because let's face it - there is very little political will and we all know all governments play lip service to road safety.
So is there actually a risk? Or is the term 'risk management' in itself misleading?
I believe there are risks and they come from several areas:
(a) Following a crash, if your driver is injured he/she will be watching all those TV adverts 'Have you had an accident at work or on the road'. Even if you win the case how much will it cost you to fight it?
(b) If your drivers have a crash or just drive badly in a sign written vehicle, what image is that portraying about your company? - would you order a white good off a company with bashed and battered vans?
(c) Even if your drivers have the smallest accident, the financial risks can be huge - and in some businesses they've almost lost control of the situation with drivers having knocks and scrapes left right and centre, and no-one seeming to care - apart from the Finance Director that is who is left counting the cost.
(d) Poor driver management leads to low morale - and believe me, I've seen this first hand with drivers moaning about each other, about the way their managers treat them and how they feel their employer puts their life in danger due to work pressures and unnecessary demands. Try and get some discretionary effort out of these members of staff - mission impossible I'd say!
There are of course many other reasons such as lower vehicle maintenance and repair costs, plus savings of fuel expenditure etc.
But when you think of the financial, commercial and human risks involved in accidents, doesn't it create a compelling business case for implementing a driver risk management programme?
When not doing something is costing most companies many thousands of pounds you would think it would be a priority for companies. But I believe the problem is ignorance, because I know many fleet managers who would rather risk the lives of their employees than admit they don't understand managing occupational road risk, and then there are company directors who see it as a cost and never take time to really study the business case for implementing it and the financial return.
So when you put the two together, it's no wonder that fleet managers struggle to sell the concept to their superiors so that the board will authorise the budget.
Surveys show that risk management is one of the main priorities for fleet operators across the UK. Looking into it perhaps? Learning about it maybe? Actually doing something? I'm not so sure.
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