Effective Driver

Management
An industry code of practice
About Transport for London (TfL)

Part of the Greater London Authority We are moving ahead with many of
Contents
family led by Mayor of London Sadiq London's most significant infrastructure
Khan, we are the integrated transport projects, using transport to unlock
authority responsible for delivering growth. We are working with partners
the Mayor's aims for transport. on major projects like Crossrail 2 and the
Bakerloo line extension that will deliver
We have a key role in shaping what the new homes and jobs London and
life is like in London, helping to realise the UK need. We are in the final phases
the Mayor's vision for a 'City for All of completing the Elizabeth line which, 2 Foreword 70 6. Training
Londoners'. We are committed to when it opens, will add 10 per cent to
creating a fairer, greener, healthier and London's rail capacity.
6 1. Introduction 80 7. Performance management and
more prosperous city. The Mayor's
driver development
Transport Strategy sets a target for 80 Supporting the delivery of high-density,
per cent of all journeys to be made on mixed-use developments that are 10 2. Glossary of acronyms and terms
foot, by cycle or using public transport planned around active and sustainable 97 8. Health, safety and wellbeing
by 2041. To make this a reality, we travel will ensure that London's growth
prioritise health and the quality of is good growth. We also use our own 13 3. Selection and induction
people's experience in everything we do. land to provide thousands of new 123 9. Appendices
affordable homes and our own supply
We manage the city's 'red route' strategic chain creates tens of thousands of jobs 24 4. Sourcing candidates
roads and, through collaboration with and apprenticeships across the country. 134 10. References and further reading
the London boroughs, can help shape
the character of all London's streets. We are committed to being an employer 50 5. Retaining, engaging and
These are the places where Londoners that is fully representative of the managing drivers
travel, work, shop and socialise. community we serve, where everyone
Making them places for people to walk, can realise their potential. Our aim is to
cycle and spend time will reduce car be a fully inclusive employer, valuing and
dependency and improve air quality, celebrating the diversity of our workforce
revitalise town centres, boost businesses to improve services for all Londoners.
and connect communities.
We are constantly working to improve
We run most of London's public the city for everyone. This means
transport services, including the freezing fares so everyone can afford
London Underground, London Buses, to use public transport, using data and
the Docklands Light Railway, London technology to make services intuitive
Overground, TfL Rail, London Trams, and easy to use, and doing all we can
London River Services, London Dial-a- to make streets and transport services
Ride, Victoria Coach Station, Santander accessible to all. We reinvest every
Cycles and the Emirates Air Line. penny of our income to continually
The quality and accessibility of these improve transport networks for the
services is fundamental to Londoners' people that use them every day.
quality of life. By improving and expanding
public transport, we can make people's None of this would be possible without
lives easier and increase the appeal of the support of boroughs, communities
sustainable travel over private car use. and other partners who we work with
to improve our services. We all need
to pull together to deliver the Mayor's
Transport Strategy; by doing so we can
create a better city as London grows.

Effective Driver Management  1

Foreword

The need to effectively manage Heavy What the CILT (UK) offers Fleet Operator Recognition
Goods Vehicle (HGV) drivers has never Continuing Professional Scheme (FORS)
been greater. The UK freight industry Development (CPD) FORS is a voluntary accreditation
currently has a shortfall of around 35,000 CPD is the systematic maintenance and scheme that promotes best practice
drivers, but is still required to move improvement of knowledge, skills and for commercial vehicle operators. With
around 152 billion tonne kilometres per competence throughout a professional’s more than 4,600 members, FORS is
annum, playing a vital part in the UK working life. Keeping up to date in today’s gaining recognition as the transport
economy. This presents a challenge, both fast-changing world of work is vital, industry’s go-to accreditation scheme.
now and in the future, to an industry that yet some people find it easier to set up It encompasses all aspects of safety,
also suffers from a poor image, lower systems for workplace improvements efficiency and environmental protection
profit margins and competition from rather than planning and regularly by encouraging and training fleet
foreign hauliers. improving their own skills. The CILT operators to measure, monitor and
offers guidance and support to help get improve performance. FORS also provides
The driver plays a key role, often working the best out of CPD and is committed accreditation pathways for operators
alone for long periods away from the to supporting CPD across the industry. of any type, and for those organisations
parent depot, being responsible for the that award contracts and specify
high-value vehicle and load, and often CPD Plan transport requirements.
driving in challenging conditions to meet A CPD Plan is vital for effective CPD. It
deadlines – drivers should therefore be documents and tracks an individual’s CPD FORS Bronze, Silver and Gold membership
recognised as highly skilled and valued needs, and how they will be met. enables operators to achieve exemplary
members of the supply chain. All HGV levels of best practice. FORS members
drivers should be managed effectively CPD Self-audit tool stand out from the crowd, work to
to ensure retention and productivity, and The Chartered Institute of Logistics and The Self-audit tool can help a person standards above the legal minimum and
enhance the image of the freight industry Transport in the UK (CILT (UK)) see any gaps in their experience and have access to a wide range of exclusive
in general. The CILT (UK) is the leading membership offers solutions to help fill them. It can benefits that provide a real competitive
organisation for professionals involved be used alongside the CPD Plan to make advantage. Guidance and training are
This Industry Code of Practice (ICOP), in logistics and supply chains. Members sure individuals are on track with their available to help operators attain the
containing HR advice and suggested of the UK National Council of CILT development and training. FORS Bronze entry-level standard.
best practice, has been produced in International Logistics and Transport Operators can then progress to Silver
consultation with industry to try to work across multi-modal transport CPD Tracker and Gold standards via a tiered structure
improve the management of HGV drivers. sectors in the management and design CPD hours earned from training, events by demonstrating higher levels of
It is intentionally generic to offer guidance of infrastructure, systems, processes and other development activities can be compliance and improved protection of
to a wide range of organisations, and and information flow. First established automatically recorded and edited using Vulnerable Road Users (VRU) through the
includes some ‘top tips’ for managing not in 1919, the CILT is a registered charity, the CPD Tracker. installation of further safety equipment
only drivers, but also non-driving staff with a worldwide membership of more on vehicles.
within an organisation. than 33,000. Further details on all CILT CPD tools can
be found at www.ciltuk.org.uk

2 Effective Driver Management Effective Driver Management 3

FORS Professional is a bespoke suite Acknowledgements
of training courses available to FORS This ICOP has been developed in
operators, targeted at either managerial partnership with the CILT (UK) and
or driver competencies. It includes FORS, and in collaboration with multiple
classroom training, which is supported industry stakeholders. Those involved
and complemented by nine e-learning are members of the CILT (UK) Transport
modules. These range from Collision and Logistics Safety Forum, as well as
Management to HGV Compliance and delegates who attended the CILT Forum
include VRU training to meet TfL’s Work on 1 November 2016.
Related Road Risk (WRRR) requirements.
The content has been designed and The expert contributions made by those
endorsed by industry to ensure it individuals and organisations consulted
is market leading and meets strict during the development of this ICOP
regulatory requirements. are gratefully acknowledged below. This
document will be reviewed periodically
Find out more and republished if updates are needed.
To find out more about FORS and what
it could do for your company, go to: With thanks to the following
www.fors-online.org.uk/cms/ contributors and stakeholders:
AA Drive Tech
To find out about TfL’s WRRR British Gypsum (Saint-Gobain)
requirements, go to: Broadspire (by Crawford and Company)
www.tfl.gov.uk/info-for/deliveries-in- CILT (UK)
london/delivering-safely/work-related- DHL Supply Chain
road-risk-compliance Expert Logistics
FORS
High Speed 2
Licence Bureau
Müller Wiseman Dairies
O’Donovan (Waste Disposal) Ltd
Ove Arup and Partners
Owens Group UK
Palletforce
Skanska
Transport for London
Travis Perkins plc
U Track
Wincanton

4 Effective Driver Management Effective Driver Management 5

1. Introduction

1.1 About this code of practice How should I use this information? 1.2 Who is this code of practice for • Managing directors
This ICOP provides fleet operators The guidance we offer is generic and The guidance relates to drivers
• Depot managers
with clear guidance on best-practice intended for fleet operators of all employed on a permanent, temporary
management of drivers. By highlighting vehicle types. Use your experience or agency basis and is designed to • Fleet managers
the importance of investing in your and judgement to apply it in a way be useful to managers across your
• Line managers
drivers, it aims to benefit operators that suits your own organisation and organisation, including:
everywhere. employee needs. • Human resource managers

What will I find in this guide?

• ‘How to’ guidance – including
sample job descriptions, role
profiles, flow charts, process
diagrams and policy documents 1.2 Who is this code of practice for
The guidance relates to drivers employed on a permanent, temporary or agency basis
• Checklists
and is designed to be useful to managers across your organisation, including:

Selection Induction Retention

Engagement Training Performance

management

Health and Safety and Collision management

wellbeing security and return to work

6 Effective Driver Management Effective Driver Management 7

1.4 Why should I invest in driver Drivers need the support
management?
Managing your drivers effectively is of their organisations
the right thing to do. It is important to ensure they are
to approach driver selection and
management in an informed way to
effectively trained and
ensure employees and the public alike managed so that they
are not at risk. and other road users
Driving has both physical and are not put at risk.
psychological impacts on drivers. They
are likely to be working shifts with poor
The costs resulting from employee
access to roadside facilities or nutritious
turnover, recruitment, collisions,
meals, and this has potential health
sick leave and underperformance are
implications. Drivers are also required
significant. The higher the employee
to concentrate for long periods. They
turnover; the more it costs your
often have little interaction with other
business, in terms of time, resources
people and are affected by factors
and subsequent loss of revenue. So it
beyond their control such as traffic and
is important to monitor the costs to
weather conditions. Drivers need the
advertise a role and to interview and If an employee is killed while driving for The Management of Health and Safety
support of their organisations to ensure
assess a new driver. work, and there is evidence that serious at Work Regulations 1993 requires you
they are effectively trained and managed
management failures resulted in a ‘gross to manage health and safety effectively.
so that they and other road users are
Your business can be damaged financially breach of a relevant duty of care’, your You must carry out an assessment of
not put at risk.
through the loss of reputation from company or organisation could be at risk the risks to the health and safety of your
poor management of staff, who of being prosecuted under the Corporate employees while they are at work, and
Responsible business owners are
subsequently interact with customers Manslaughter and Corporate Homicide to other people who may be affected by
increasingly acknowledging their moral
in an unprofessional way. Best practice Act 2007. your organisation’s work activities. You
responsibility to manage their employees
minimises this risk. must consult with your employees and,
effectively, not least because of the
There is more information on where applicable, their health and safety
current shortfall of trained drivers and
Legally, employers have a duty of care HSE’s website: representatives, on health and safety
applicants wishing to train to become
towards their staff and must ensure, as issues, including:
vocational drivers.
reasonably as is practicable, must protect
www.hse.gov.uk • Risks arising from their work
the health and safety of all employees
whilst at work. You must also ensure • Proposals to manage and/
that others are not put at risk by your or control these risks
work-related driving activities (Health
• The best ways of providing
and Safety at Work Act, 1974).
information and training

8 Effective Driver Management Effective Driver Management 9

2. Glossary of acronyms
and terms
ADR – Accord européen relatif au Dangerous Driving (DD) – This is Driver Qualification Card (DQC) – given Key Performance Indicators (KPI) –
transport international des marchandises the licence endorsement code for to a driver once they have completed A quantifiable measure used to assess
dangereuses par route: The European a dangerous driving conviction their 35 hours of periodic training and success against performance objectives
Agreement concerning the International must be carried while driving an HGV,
Carriage of Dangerous Goods by road. Dangerous Goods (DG) – These are bus or coach professionally also known Heavy Goods Vehicle (HGV) –
See also CDG dangerous commodities, explosives, as a Driver CPC card Large commercial vehicle with a
inflammable fuels/gases and other gross combination weight of over
Advisory, Conciliation and Arbitration noxious substances, of which the Drug Related (DG) – This is the licence 3,500 kilograms
Service (ACAS) – provides free and movement of these on the roads are endorsement code for driving or
impartial information and advice regulated by specific regulations attempting to drive when unfit Material Handling Equipment (MHE)
to employers and employees on all through drugs – Is mechanical equipment used for
aspects of workplace relations and Department for Transport (DfT) – the movement, storage, control and
employment law Central government department Fleet Operator Recognition Scheme protection of materials and goods
responsible for transport in England (FORS) – A fleet accreditation scheme,
Careless Driving (CD) – This is the and Wales which promotes best practice amongst Passenger Carrying Vehicle (PCV) –
licence endorsement code for driving freight and fleet operators this entitlement is the vocational licence
without due care and attention Drink Related (DR) – This is the licence entitlement gained when a further test
endorsement code for a drink related Human Resources (HR) – Is the is passed to drive buses and coaches for
Carriage of Dangerous Goods (CDG) – driving conviction management of human resources. hire and reward
applies the ADR to regulate the carriage It is designed to maximize employee
of dangerous goods by road in England, Driver and Vehicle Licensing Agency performance in service of an employer's Snellen Scale – A Snellen chart is an
Wales and Scotland (DVLA) – Organisation of UK government strategic objectives. eye chart that can be used to measure
responsible for keeping a database visual acuity
Construction Logistics and Community of drivers and vehicles Industry Code of Practice (ICOP) – The
Safety (CLOCS) – CLOCS brings the role of an industry code of practice is to Transport for London (TfL) – An
construction logistics industry together Driver and Vehicle Services Agency improve industry standards and support executive body of the Greater London
to revolutionise the management of work (DVSA) – Organisation of UK government legislative requirements, by providing an Authority (GLA) responsible for the public
related road risk (WRRR) and ensure a that sets standards for driving and industry with a flexible and low cost form transport system in London
road safety culture is embedded across roadworthiness of regulation. Codes of practice can be
the industry mandatory or voluntary, apply to a single Working Time Directive (WTD) – provide
Driver Certificate of Professional business or an entire industry rights to: a limit of an average 48 hours
Corporate Social Responsibility (CSR) Competence (DCPC) – The Driver a week, on the hours a worker can be
– voluntary action by organisations to Certificate of Professional Competence Joint Approval Unit Periodic Training required to work
ensure that they meet high moral, social is a qualification for all professional bus, (JAUPT) – Is the regulating body
and ethical standards beyond what is coach and lorry drivers, and is completed responsible to the DVSA for the
required by law when 35 hours of approved training maintenance and standards for all
is undertaken. DCPC training.

10 Effective Driver Management Effective Driver Management 11

 3. Selection and induction

Consider these facts and figures • One per cent of employed professional
(CILT, 2015, FTA, 2015): drivers are under 25 years of age
• The logistics industry is • Ninety-nine per cent of
worth £74bn to the UK truck drivers are male
• Around 2.2 million people are • There are enough people holding a valid
employed in 196,000 companies HGV licence to address the shortfall,
in the logistics industry. One either part or in full – but they choose
person in 12 works in logistics not to drive for a living because of past
experience or industry perceptions
• Between 2010 and 2020, 149,000
new drivers will be required • Drivers who passed their HGV practical
test before 10 September 2009, do
• There is a current shortfall of
not have to take the DCPC initial
more than 52,000 drivers
qualification, however to remain
• Between 2004 and 2014 the number qualified they must undertake 35 hours
of HGV drivers fell by 12.5 per of DCPC periodic training every 5 years.
cent – from 326,000 to 285,000.
Over the same period there has
been a 7.5 per cent increase in the The higher the employee
number of jobs in the economy turnover; the more it
• Sixty-two per cent of HGV costs your business, in
drivers are 45 years or older
terms of time, resources
and subsequent
loss of revenue.

12 Effective Driver Management Effective Driver Management 13

Recruitment challenges facing the 3.1 Plan and organise recruitment
Competencies for those managing the recruitment process
transport industry process
• Drivers’ rates of pay and employment Planning and organising the selection Business understanding Possess a strong awareness of the financial and operational goals
terms are not considered process is essential to recruiting the of the company
attractive when measured person with the correct skills, experience
Decisive Able to analyse information quickly to make informed decisions
against comparable industries and training for the job. This section
provides a step-by-step guide to the Professional and Possess the professional and integral capabilities to manage the
• The image of the transport industry
recruitment process. ethical behaviour recruitment process. Integrity in taking informed decisions based
is not seen as attractive for young
on assessment and interview performance
drivers and other potential recruitment
pools such as female drivers. CILT Role model The recruitment manager needs to lead by example and set the
research, indicates that driver roadside Recruitment process standards required in conjunction with the organisational culture
facilities are a major barrier to entry
Result orientated Has the ability to plan and organise the recruitment procedure so that
• Research indicates the industry is the process adds value through the selection of the right candidate/s
not viewed as a preferred choice 1. Plan and organise
by job seekers. The concept of free • Identity requirements Communication and Must be able to communicate effectively. Must be objective in the
delivery of goods means there isn’t • Plan recruitment process inter-personal skills selection process while able to understand and show sensitivity
where required towards candidates
value to the profession, so there is • Create the job description
a need to advertise and promote Good listener Throughout the process the recruitment manager must be a good
• Create a person specification
career opportunities within the listener. This applies to listening to other staff members when
transport industry at an early age 2. Source candidates discussing performance and making recruitment decisions

• There is a shortage of • Internal recruitment

young and qualified drivers • External recruitment
applying for driving jobs • Advertising
Follow four key steps to plan and organise Step 2: Plan recruitment process
the selection process effectively. Once the decision is made to recruit,
• Initial DCPC driver qualifications • Recruitment agencies
the process must be planned taking the
can cost between £2,000 and
3. Assessment and selection
Step 1: Identify requirements following into account:
£3,000. This is prohibitive and a
The decision to recruit a driver should
barrier to entry to the industry • Short list responses • How soon do I need the role
be made when all other alternatives have
• Face-to-face interview filled? A typical recruitment
• The career structure and potential been considered, including:
process takes four weeks
for advancement for drivers • Driving assessment
• Is the job still needed?
is not well defined and the • Appointment • Do I need assistance?
perception is, that there is little • Could existing resources be
• Do I need to advertise? If so, where,
opportunity for progression rearranged to cover the shortfall?
and how much will this cost?
The person leading the recruitment
• A high proportion of operators require • Can agency drivers be used?
process must possess certain
drivers to have bespoke technical
competencies to ensure the process • Is there an opportunity to
knowledge, of which modern high-tech
is legal, fair and consistently applied reschedule routes/shifts within
logistics companies are one example
to all candidates. the current driver resource?
• Compliance checks for overseas drivers
can be a lengthy and complex process.

14 Effective Driver Management Effective Driver Management 15

 2. Location: An example of duties and responsibilities 1. Requirements:
A sample four-week recruitment process:
There should be no ambiguity. If the for a HGV driver: For the role of HGV driver, it is
Day 1 Identify requirement applicant will need to work at multiple advised to include a section that
sites, this should be mentioned. describes the minimum requirements
Organise details of job
Day 2
vacancy
Duties and responsibilities necessary to perform the job.
3. Reporting to:
This should clearly specify to • Reporting to the Transport Manager,
Day 3-10 Advertise position To address the driver shortfall, it is
the successful candidate will be expected
applicants whom they report to if
Interviews and candidate to work on day and night shift operations essential that the industry invests
Day 11-20
selection
successful. This should include the driving an articulated curtain sided vehicle in driver training. An example of the
manager’s job title (name is optional). on trunking operations between Kent
Day Agree job with candidate requirements for a trainee HGV driver
and four satellite depots in Nottingham,
20-onwards and induct
Birmingham, Milton Keynes and Exeter would include:
An illustration of the first three sections:
• It is expected that they will be available
Step 3: Create the job description Title: HGV C+E (Class 1) Driver for at least two nights each week,
be fully trained in the use of digital
Requirements
Job descriptions are major factors in
communicating the role requirements Based at: Nottingham depot tachographs and be fully conversant • Be aged 18 or over
with the EU Drivers’ Hours and Working
and specifications to a prospective Transport Manager,
Time Regulations
• No more than six penalty points – no DR,
employee. They outline expectations Reporting to: Eastside Industrial Estate, DG, DD or CD offences will be accepted
for the job and provide a framework Nottingham • Drivers’ daily checks are required to be
• Medical fitness as required by the HGV
undertaken at the start and end of each
for recruiting discussions. This helps shift. The necessary maintenance support
licence standards
the job seeker understand the role and for the vehicle will be provided when • Willingness to learn new skills
4. Duties and responsibilities:
provides a ‘map’ of skills to identify carrying out these duties
This section should include duties and • Must have a flexible approach to
in a prospective employee. • The vehicle is to be driven in a safe and working hours
responsibilities specific to the role.
Some points to consider: fuel-efficient manner
The job description must be simple and
• The loading and unloading of the vehicle
concise. As a minimum it should include • List duties and responsibilities in is to be supervised by the driver at all
the following sections: order of time spent/importance times, with pre-journey load safety checks Complete job description for HGV driver
mandatory prior to departing any depot
• Identify essential job functions or customer premises Title: HGV C+E (Class 1) Driver
1. Title: to meet legal requirements
Based at: Nottingham depot
Should be clear and concise and
• Keep language simple and do
provide an understanding of the type Reporting to: xxx
not be vague or open-ended
and level of work. It is important to
note that it is illegal to be gender, age
or race specific when recruiting staff.
It is not permitted to have a job title
that implies gender or age, or titles
that over/understate the job. Consider
how the position will be viewed
outside the organisation: will the title
make sense to an external applicant?

16 Effective Driver Management Effective Driver Management 17

Common job description mistakes Step 4: Create a person specification Types of criteria Guidance on selection criteria
and tips to avoid them The person specification is the You may find it useful to list your Tip 1: The criteria selected must be
central tool of the recruitment and selection criteria under the following drawn up by someone with an in-depth
selection process. headings: knowledge of the role.
Mistake Tip
• Qualifications – For an HGV driver
The persons leading Manager needs It is a list of selection criteria including: Tip 2: You should make selection criteria
position, the essential qualifications
and involved in to be trained in skills, behaviours and underlying specific rather than general. This allows
include holding vocational driving
the recruitment best practice competencies which enable a person the recruitment process to be more
process are not staff recruitment licence categories. Additionally,
to perform that job successfully and in consistent and avoids confusion between
qualified. (list of essential some may require to see records of
accordance with the organisation’s values. interview panels.
competencies for training, such as Dangerous Goods
those managing qualifications, or a Mechanical
the recruitment The list of criteria should be derived from
Handling Equipment (MHE) licence
process outlined the job description and can be included Example:
below). in the job advertisement. However, in • Experience – It can be problematic The criteria of ‘good driving skills’ is too
most cases the list is used as a guide in to specify the number of years’ vague. Try to specify the level of driving skills
Job description Have someone who
written by someone is very familiar with
candidate interviews and selection. experience. Instead think about what the job requires. For example, it could be:
exact experience or competencies ‘applicants must display an understanding
who is not familiar the job role write
of ways to maximise fuel efficiency’.
with the job role. the description Benefits of drawing up a person are required. For example, experience
or at least review specification in multi-drop deliveries, night-
before advertising. time deliveries or of driving on the
• It provides a set of criteria
continent would be appropriate Tip 3: You must make the selection
against which you can measure
criteria fair and justifiable. This ensures all
all applicants objectively • Industry knowledge – Examples
suitable applicants are given a fair chance
would include knowledge of legal
• Your interview questions can be drawn of selection.
requirements such as EU drivers’
up from the person specification
hours, Working Time Directive
• It enables a structured and and drivers’ responsibilities
Example:
systematic means for a comparative
• Skills – Any skills required by the An HGV driver must have 20 years’
assessment of the applicants
candidate to carry out the role. For experience. While experience is necessary for
example, good customer service skills, some roles, those with five years’ experience
the ability to use routing software, or could perform all the same functions of the
To address the driver develop relationships with customers role as a driver with 20 years’ experience.
shortfall, it is essential • Competencies – Describe the
that the industry invests behaviours the person will need
in driver training. to perform the role effectively.
These could include ability to take
responsibility, willingness to be
flexible and open to change, and
display examples of leadership.

18 Effective Driver Management Effective Driver Management 19

Tip 4: Selection criteria must be Tip 5: The list of criteria must be non- If a legal team or advice is not readily available there are a number of sources
measurable. This allows you to make an discriminatory. Language concerned of employment legislation advice. These include:
easier assessment of candidates when with race, sexual orientation, age, colour,
the selection process is finished. disabilities, ethnicity and religious beliefs
must not be used. Source Link Description

DirectGov www.gov.uk/browse/employing- In-depth guide to recruiting and hiring

Example: people
How would you assess their commitment Example:
to safe driving practices? The candidate All applicants must have English as a mother The recruitment www.rec.uk.com/about-us A professional private body that
could satisfy these criteria by listing a tongue. This is likely to be considered employment provides in-depth guidance on all
number of safe driving practices and discriminatory by an employment tribunal confederation (REC) aspects of recruitment. Need to
legislation governing speeding. However, on the basis on nationality. register on website
it could be argued that this only tests their
understanding and not commitment to Disclosure and www.data.gov.uk/publisher/ DBS helps employers make safer
safe driving. To avoid this, the criteria could Barring Service (DBS) criminal-records-bureau recruitment decisions and prevent
be rephrased ‘how have the candidates unsuitable people from gaining
demonstrated their commitment to safe employment
driving practices?’ In the interview candidates
could be asked to provide examples of when Road Haulage www.rha.uk.net/services/rha- The RHA provides a range of services
they have previously demonstrated safe Association (RHA) contracts-of-employment to fleet operators including
driving practices. comprehensive advice, support and
representation through suitably
qualified lawyers

Freight Transport www.fta.co.uk/ Provides information on employment

Association (FTA) law and issues a yearly report on road
transport law free to members

The Chartered www.ciltuk.org.uk/ The CILT provides a range of support

Institute of Logistics to industry professionals in the form
and Transport (CILT) of networking and training provision

The Fleet Operator www.fors-online.org.uk/cms/ The FORS scheme is a voluntary

Recognition Scheme accreditation scheme that promotes
(FORS) best practice across the transport
industry

20 Effective Driver Management Effective Driver Management 21

The specimen person template below defines the essential and desirable traits
of the driver you are looking to recruit.

Person specification template

Requirement Essential Desirable

Qualifications • Clean Cat C driving licence • Manual handling training

• Driver CPC card • Forklift Licence
• Valid digital tachograph card

Experience • Experience of multi-drop operations • Previous local knowledge

• Experience of driving in urban • Have experience in delivering
environment hazardous goods
• Loading and unloading HGVs

Industry knowledge • In-depth knowledge of health • Is a member of industry bodies

and safety requirements

Skills and abilities • Able to work in a fast-moving, • Innovative and creative approach
customer-orientated environment to solving problems
• Handle routing software
• Able to deal with customer issues/
problems in a polite and courteous
manner

Competencies • Willingness to work both

autonomously and as part of a team
• Can take responsibility and learn
quickly from others
• Acts with a high degree of integrity

Other special • Is willing to make overnight

requirements deliveries to Europe

22 Effective Driver Management Effective Driver Management 23

4. Sourcing candidates

Having planned and organised the ‘If you think hiring

recruitment process, the next stage
is to decide from where to source professionals is
potential candidates. Typical sourcing expensive, try hiring
channels include:
amateurs’ Anon
• Internal recruitment
• Employee referral Benefits of internal recruitment
• Advertising • Highly cost effective and expedient
• Job Centre • Recruits are already familiar
with job, clients, processes and
• Recruitment agencies
company’s goals and values
• Local community – offering
• Those leading the recruitment
apprenticeships
already know the strengths
and weakness of applicants
4.1.1 Internal recruitment
Some companies look to recruit internally
Disadvantages of internal recruitment
from other parts of their business – for
example, from the offices or warehouses • A limit in the number of
– and give them the opportunity to potential applicants
become professional drivers.
• May cause resentment among
other staff if one employee
How to recruit internally
is selected over others
• Post job advertisement on notice board
• Creates a vacancy that Case study:
• Email job opening to employees may need to be filled Expert Logistics (specialists in two-man home delivery of white and brown goods)
• Word of mouth among employees
Managing Director, Dave Ashwell ‘By ‘upgrading’ existing employees and
explains: ‘We realised that the pond we training them on the job, trainees could
were fishing in was diminishing so we qualify while working, so it was a no-
decided we needed to fish in a new pond. risk opportunity. On completion they
Instead of trying to compete with every acquired a new skill and qualification
other logistics business for the available with no commitment to stay employed
7.5-tonne drivers, Expert Logistics with us.
decided to create its own.
‘For us the risk was limited because we
‘We looked for a different set of people were getting them to do deliveries for us
– people who had experience of driving anyway, just not on our 7.5-tonne fleet.’
3.5-tonne vehicles. We chose the right
people with the right type of customer
service skills and the right personalities.

24 Effective Driver Management Effective Driver Management 25

4.1.2 Employee referral Pros of using employee referrals Designing the content of the
This can be a valuable source of potential Candidate advertisement
Cheaper than advertising as job
candidates, as it can attract a small referral form The aim is to attract attention from the
posting can be put up on canteen wall,
number of highly suitable candidates. right type of individuals, communicate
company newsletter or sent by email
It is also particularly useful for small the essential points quickly, and provide
Vacancy Job Title: to relevant employees
to medium-sized companies whose time a clear response mechanism.
to undertake a thorough recruitment Drivers tend to know other good
process may be limited. Before posting Nominee details drivers so they can attract a small pool
the job internally operators need to Candidate's name: of qualified drivers Tip: When drafting
define their employee referral policy. A a job advertisement,
Referral date: Allows for engagement between you should follow the
sample policy that can be tailored to any
employees and management – standard AIDA format:
size of organisation is shown below. When Resume attached: empowers employees, fostering
referrals are hired some organisations will (including contact information) Yes / No a more collaborative environment
typically offer a referral bonus (taxable) Attention
ranging from £100 to £2,000. Employee referral details Candidates will have a realistic Attract attention from appropriate
understanding of the job description job seeker
Employee referral policy statement Referring employee's name: before interview
This organisation is always looking for Interest
Depot location: Very effective for small/medium
great people, and you can help. Research Establish relevance in the mind of the
Email address: operators as they can attract drivers ideal candidates
has shown, and our own experience
they know and trust – saving time
supports, that new employees who come
Questions: on recruitment process Desire
into our organisation through referrals are
On the part of the job seeker to pursue
excellent contributors, stay with us longer
1. W
 hat is your relationship with Cons of using referrals what looks like a great job opportunity
and are more cost effective to recruit.
the applicant?
Need to have a fair reward system
Action
If you know someone who, you think, 2. What skills and attributes do in place for referrals
Clear instructions are provided on how
would be a great addition to our you feel that the applicant could to respond to job advertisement
organisation then encourage them bring to our organisation? 4.1.3 Advertising
to take part in the referral scheme. If internal recruitment is not possible,
3. W
 hy do you feel they would be
the usual way to recruit is through
a good fit for our organisation?
If they are selected for the role and advertising. The advertising process
remain in the firm for XXX months, I have read and understand the needs to be methodical and systematic
you will receive a £XXX bonus. referral program rules. to attract the right type of candidate. This
means the following must be considered:
Referring employee's
Refer candidates who meet the
signature: • Content of the advertisement
qualifications to our HR department using
the attached candidate referral form. Date: • Placing the advert
• Choice of sourcing channel
Send this form, along
with candidate's resume
to HR or Line Manager

26 Effective Driver Management Effective Driver Management 27

Advertisement text Response mechanism
The merits of each are:
The body of the advert should draw The final stage in designing the content
on the job description and person of the advertisement is to provide
Application form
specification, and should include a clear response mechanism. Typically
(at minimum) the following: there are two ways to collect responses Pros Cons
from jobseekers:
• Title/location/salary/reference number • Questions can be specific • Questions can be time consuming and
1. Application form tricky to design
• Brief description • Can be tailored to suit your needs
2. CV (cover letter optional) • Can be costly in terms of producing and
• Nature of the organisation • Allows for an easier comparison of skills and
sending out forms
competencies across different applicants
• Brief description of • Lengthy application forms can be off-putting
competencies required ‘You need to have a for job seekers

• Benefits and facilities (if attractive) collaborative hiring • Using application forms may take away
applicants’ initiative and may not be as
• Application procedure and deadline process.’ Steve Jobs, Apple impressive as a well written CV

CV

Pros Cons

• A well-written CV indicates that the • May not give you the specific job-related
applicant is intelligent, organised and takes answers you may be looking for
pride in their work
• Easy for applicants to leave out certain details
• No need to produce application form
• If a covering letter is requested then this
supplements the CV
• There are no additional costs in comparison
with the application form

Tip: Although a poorly-written CV or application form may indicate an unsuitable candidate, it is

important not to let it be the deciding factor. Always keep an open mind throughout the process.

28 Effective Driver Management Effective Driver Management 29

Mistakes to avoid when designing Guidance on placing a local
a job advertisement advertisement HGV Class 1 Driver
• For local press, choose the day the Salary:
• Avoid over-designed graphics
jobs supplement is published Ltd Company – £XX.XX per hour
• Lots of words in italics or bold letters to £XX.XX per hour Monday to Friday
• Avoid advertising before
• Over-exaggerated language a holiday period Job reference: GNY
Region: South East
• Misleading headlines • Ensure your advertisement is
placed in the correct and most Skills Required: HGV Class 1 (category C+E)
• Too much technical detail
appropriate section of the paper X Company are delighted to be given this
• Using more than two colours opportunity to work with one of the UK’s
• It pays to be brief and concise biggest retailers, providing HGV Class 1 drivers
when compiling the text. to their high street retail contract, based out
Placement
A good example would be: of XXXXX.
Before placing the job advertisement, you
need to be aware of the possible sources As a professional C+E Class 1 driver, you
will be required to deliver products to store
of advertising. These include: Hire Drivers Ltd – locations and distribution centres throughout
the area’s leading 1 the South or South East. This role enables
Quickly us to provide successful drivers with ongoing
reaches Can attract
driving agency work, on either AM or PM shifts, five out
Low target quality of seven days per week, or ad hoc/weekend
Category C (Class 2) drivers – shifts to suit. As well as great rates of pay
Channel Cost audience applications
excellent rates of pay. Call us if and the opportunity of ongoing work, we
Local you can say yes to the following: will be able to fix each successful driver to
Advertising • Held a Class 2 for 2 years
Many companies use specialist a regular working pattern ongoing long term.
(TV, radio, 2 recruitment websites to advertise jobs. These exciting opportunities require only
paper) • Multidrop experience
These channels are low cost, heavily drivers of the highest calibre in terms of
• Three penalty points or less presentation and skills.
Online marketed and reach a wide audience.
• SAFED/fuel efficiency
advertising Specialist recruitment agencies include The pay rates for Ltd Company drivers are
(social media, training preferred
www.indeed.co.uk and www.reed.co.uk. as follows:
recruitment Call Bill on 01XXX XXXXXX
sites, company 3 • Monday to Friday days – £XX.XX per hour
www.xxx.co.uk
website) These websites not only reach a wide
• Monday to Friday afternoons –
recruitment audience, they also offer the opportunity £XX.XX per hour
sites, company to expand your coverage for a lower cost
1. Concise and easily understood • Monday to Friday nights – £XX.XX per hour
website) than local newspaper advertising. An
headline – grabs attention • Saturdays – £XX.XX per hour
Advertise example of an advertisement for a HGV
in trade 2. Requirements clearly stated driver can be seen right: • Sundays – £XX.XX per hour
magazines – grabs attention Only HGV category C+E drivers will qualify.
3. Simple response mechanism A minimum of 12 months HGV driving
experience is desirable. You must have no
more than six penalty points for driving
offences and no driving bans. References to
cover the last three years will be required.

30 Effective Driver Management Effective Driver Management 31

4.1.4 Job Centre Recruitment agencies will charge for You should also: ‘When I find an employee
If you are seeking HGV drivers you supplying drivers, and research conducted
should also consider using Jobcentre by the Fleet Safety Forum suggests
• Personally check their who turns out to be
licence and credentials
Plus. This service is run and funded agency drivers are statistically more likely wrong for a job, I feel
through the Department for Work and to be involved in a collision. If you decide • Ensure the agency knows about recent
Pensions. Its role is to assist people of to source drivers from an agency, it is work carried out by the driver. This will
it is my fault because
working age to find a job. It can be useful important to follow the guidance below. ensure the driver is not in breach of I made the decision to
if you are looking for local job seekers driver hours regulations. Always check hire him.’ Akio Morita
with certain skills. Guidance on using agency drivers the driver’s card prior to each shift
• You need to be familiar with • You should be familiar with section
You can find guidance on how to use The RMT has produced an agency driver
the Employees Agency Act 97A of the Transport Act 1968
Jobcentre plus at: questionnaire and declaration that should
1973. This act is designed to that governs the inspection
be completed by both the driver and
protect those using agencies of driving records
www.gov.uk/jobcentre-plus-help- agency. Sample documents can be found
for-recruiters/overview • It is important for you to liaise with the • Be aware that you, the employer, below and more detailed guidance on
recruitment agency and ensure that all are responsible for: using agency drivers can be found here
conditions of the driver’s temporary (pages 30-34):
– Insuring the vehicles
4.1.5 Recruitment agencies employment are in a binding contract
Figures from the Office of National with the agency. These conditions – Informing the driver of health www.rmt.org.uk/news/publications/
Statistics show that approximately should include (at minimum): and safety requirements vosa-safe-operators-guide/
40 per cent of HGV drivers in the UK are
– Up-to-date driving qualifications – Providing uniform (if needed)
agency drivers. Agency drivers may be
and licences and maintained vehicles
an attractive option for you because: www.agencycentral.co.uk/agency
– Duration of contract – Informing drivers on how to search/driving/skills/lgv/lorrydriver.htm
• They eliminate the need to go through
return tachographs and other
the recruitment and selection process – Vehicle types to be driven and
documentation
hours of work
• They allow employers to focus www.gov.uk/using-a-recruitment-
on other parts of the business – Manual handling experience agency-to-find-staff
(if needed)
• They can help to cope with unexpected
demand or seasonal factors such – Dress code
as Christmas or summer holidays
– Ensuring an arrangement is in
place to secure the return of driving
record sheets (tachographs) or
the facility to download (dip) driver
tachograph cards at the start and
end of each shift

32 Effective Driver Management Effective Driver Management 33

 Agency Driver Declaration and Questionnaire
This is a suggested procedure to help you when employing temporary drivers:
1. Make sure the temporary driver fully completes and signs the questionnaire and declaration.
2. Keep a photocopy of the driving licence on record for each period of employment.
3. Carefully check licence groups for the class of vehicle intended to be driven.
4. Examine any tachograph charts and driver card data for the driver’s current week.
5. At the end of each shift ensure all drivers hours records are monitored
and tachograph charts retained where required. 4.1.6 Local community – ‘Often the best solution
offering apprenticeships
6. Retain all Tachograph charts as required and ensure all digital drivers
hours data are downloaded from each drivers card. One of the biggest recruitment challenges to a management
facing the transport sector is the problem is the right
Sample questionnaire and declaration to be completed by the driver difficulty of recruiting and retaining young
drivers. The cost of paying for an HGV
person.’ Edwin Booz
Name of agency:
licence deters young drivers when making
Name of driver: Date of birth: career decisions at 18. A lack of awareness
4.1.7 Assessment and selection
Vehicle reg number: Date: Route no.: of professional driving as a career adds to
The final stage in using the ‘best practice’
the challenge of recruiting young talent.
Are you on the books of any other company or employment agency? Yes No approach to recruitment is to conduct
an interview and driving assessment
If ‘Yes’ give details: To increase the talent pipeline it would
before making the final selection. There
help to engage school-aged children
are six steps to follow to ensure a fair
early, raising awareness of professional
and thorough selection process.
freight driving. This could be achieved
When did you last finish work? (enter date and time): through recruitment fairs, talks at schools
Step 1: Shortlisting responses
and colleges or running apprenticeship
When did your last weekly rest finish? (enter date and time): to job advertisement
schemes to employ school leavers in
This will be done using the information
Have you worked for any other company or carried out any other employment warehouse roles until they can qualify
provided on either the CV or application
since you last weekly rest? Yes No as drivers. ‘Warehouse to wheels’
form. Each application should be
schemes is one example. Involving
If ‘Yes’ which days (Sun/Mon/Tue/Wed/Thu/Fri/Sat) and which company [did you work for] assessed against the person specification
employees in these initiatives would
or [what] employment [did] you carried [carry] out? already prepared and the job description.
have the added benefit of contributing
This process should be conducted by two
to an organisation’s corporate
people and be as objective and consistent
responsibility objectives.
as possible. Depending on the number of
I understand the requirements of drivers’ hours and tachograph legislation applicants, you should aim for between
There are more than 130,000 businesses
Start time: Finish time: Total hours: four and six candidates on the shortlist.
across the UK offering apprenticeships,
Above time checked from driver’s charts and card? Yes No with 80 per cent reporting a significant
increase in employee retention. Other
Driver’s licence number:
benefits include:
Photocopy taken? Yes No
• A more motivated and
Driver issued with new chart numbers: satisfied workforce
Number of days driver employed: • All training and learning done on the
Photocopy of charts taken at end of employment? Yes No job, minimising operational disruption
Any other information: • Apprenticeships tailored to the specific
needs of the business, providing
skilled workers for the future

Signature of manager/supervisor: Date:

34 Effective Driver Management Effective Driver Management 35

Example shortlisting form – CV sifting checklist 1.2 Desirable (single weighted scores)
Name: Assessor: No
Criteria Poor Satisfactory Good Very good Excellent
evidence
1.1. Essential (double weighted scores)
Aspirations:
commitment
No
Criteria Poor Satisfactory Good Very good Excellent and enthusiasm
evidence
to learn and
Relevant progress 0 1 2 3 4 5 6 7 8 9 10
qualifications
0 1 2 3 4 5 6 7 8 9 10

Transferable
Strong customer skills: evidence
service skills of team work/
collaboration 0 1 2 3 4 5 6 7 8 9 10
0 1 2 3 4 5 6 7 8 9 10

Good
organisation Transferable
skills (planning, skills: evidence
of leadership
prioritising,
0 1 2 3 4 5 6 7 8 9 10 and holding
managing time) responsibility 0 1 2 3 4 5 6 7 8 9 10

Good H&S Relevant work

awareness experience
0 1 2 3 4 5 6 7 8 9 10 (delivering
furniture) 0 1 2 3 4 5 6 7 8 9 10

Shows interest/
commitment
to wanting Total score: 150
to work for
‘Sofas R Us’ 0 1 2 3 4 5 6 7 8 9 10
Notes:
Combined Score:

Percentage Overall
Total score: 150 Channel Rater 1 Rater 2 Total Overall
% %
Essential double
/100
score received)
Further details on the current apprenticeship schemes can be found at: /150
www.gov.uk/education/apprenticeships-traineeships-and-internships Desirable /50

36 Effective Driver Management Effective Driver Management 37

 Step 2: Continue shortlisting with ‘As a business owner or
a telephone call
Once the shortlist has been produced, manager, you know that
you may wish to invite the candidates hiring the wrong person
for a one-to-one interview. However, you
could continue shortlisting by conducting
is the most costly mistake
phone interviews. These are inexpensive you can make.’ Brian Tracy
and offer a stepping stone to the next
stage of candidate selection.
For example -
Guidance on conducting ‘Tell me about a time when you have had
a phone interview to handle a customer complaint and how
you dealt with it.’
• Try to contact candidate beforehand
to agree time for phone call. If this
Others might include: Tell me about
is not possible try cold calling
a time when you have…
• You should thoroughly prepare
Case study: • Exceeded customer expectations;
questions beforehand and use
Canute Logistics and Wilko collaborate on a new apprenticeship scheme what did you do?
a simple answer sheet
• Worked to your own initiative?
National logistics provider Canute for Class 2 and 1 vehicles, and becoming • Ask a few open-ended competency
(Prompts: How did you come to that
Group has joined forces with Wilko, a fully qualified HGV driver within two based questions (see note below
decision? What were the outcomes?)
a major customer, to launch a new years. The apprentices also produce on competency based questions)
driver apprenticeship scheme. The course work for the Quality Credit • Met an urgent deadline? (Prompts:
• You need to confirm candidate’s
scheme, centred on Wilko depots in Framework (QCF), which is similar to How did you decide on your approach?)
interest in the post and
Nottinghamshire and South Wales, aims NVQ qualifications, aiming to reach QCF
clearly outline next steps • Changed procedures and
to give a new generation of would-be Level 2 in Driving Goods Vehicles within
improved the system? (Prompt:
drivers the chance to overcome the the first year, and the Transport Freight • When the conversation is over,
What were the outcomes?)
rising costs of entering the industry, by Road QCF within their second year. fill out the answer sheet based
as well as securing a steady supply on the examples of behaviour • Dealt with an irate customer;
of skilled drivers for Canute. Of the six apprentices in Manton Wood, that the candidate described how did you respond?
two have already achieved their Class
• Showed flexibility in your working
The two companies contracted 1 (C+E) licence with a 100 per cent pass Competency based questions:
schedule; what did you do?
apprenticeship specialist Fleet Master to rate, and three have attained their Class These questions test for real-life
set up a framework for training drivers 2 (C) licence with an 80 per cent pass examples of using a certain skill. They • Witnessed an individual failing to
and took on their first two apprentices rate. The apprentices also spend time require an interviewee to draw on behave in a safe way; what did you do?
last April. shadowing the transport manager and previous experience, sharing how they
the health and safety and driver training dealt with a particular situation
The scheme enables 18 to 23-year-olds departments.
to benefit from full training on Category Source: www.theloadstar.co.uk/canute-logistics-
B Licences before progressing in their and-wilko-gear-up-to-beat-the-hgv-driver-
first year to Category C and C+E Licence shortage-with-a-new-apprenticeship-scheme/

38 Effective Driver Management Effective Driver Management 39

Option: Driver risk profiling For more information on this tool, Step 3: Conduct face-to-face interview • You can provide the candidate with
At this stage it is also good practice for please visit: Almost all job selection processes will more detailed information on the
potential new drivers to complete an involve a face-to-face interview. role, training and employee benefits,
online driver risk assessment. www.rospa.com/safety-training/on- and closely assess their suitability
road/driver-risk/profiler/ Benefit of conducting interviews
• Gives candidates the opportunity
To measure attitudes towards driving
• Easy to validate information such to sell themselves and
during the selection process, you can
as driving licences, qualifications, reveal their personality
use online driver risk assessment tools. • A free trial is available, and you
training completed and other skills
can contact RoSPA for a quote
(i.e. health and safety training) Interview checklist
Why?
• Licences are valid for 12 months Conducting a face-to-face interview
This captures attitudes towards driving, • You can explore omissions such as
for any number of drivers is one of the most important parts
looking to identify any risky behaviours gaps in experience or education
of the selection process. As such, it is
in drivers, across age groups and
Many insurance companies also offer vital to be adequately prepared. Here
demographics.
driver profiling for their clients. is an interview checklist:
It ensures that you do not employ high-
Once all telephone interviews (and
risk drivers, enabling you to interview Before During
potential risk profiles) are complete,
a highly competent pool of candidates.
combine assessment data from Step 1
• Decide who is best placed to interview the • Start on time and with a warm welcome.
with additional data to shortlist down candidate. This should be someone who
Many insurers offer a driver profiling • Outline interview agenda.
to two or three candidates. At this point, is familiar with the role and someone from
service to their clients so we suggest you
invite shortlisted candidates for a face-to- an HR/management background if possible. • Proceed with questions (past experience,
ask your provider. Alternatively, The Royal competency-based questions, past
face interview. • Book time/location and confirm with
Society for the Prevention of Accidents experience, specific skills, ambition).
has created a 20-minute online survey candidate – ensure enough time for
discussion, questions, driving assessment • Avoid asking closed questions (where the
assessing individuals against the and full review with interview panel answer will be only be yes or no) and try
following elements: at the end. to let the candidate do the talking.
• Re-familiarise yourself with the person • Observe non-verbal behaviour.
Driver profiling specification and job description.
• In line with questioning, try to provide
• Read CV/application form/feedback from more information on the role and offer the
Aggression Alertness Stress Dislike of driving telephone interview. candidate the chance to ask questions.
• Meet with interview panel to agree on line • Ensure the candidate’s responses are noted.
of questioning, roles (time keeper, note writing)
• Keep an eye on the time.
and approach (who will ask the questions?)
• End interview and reiterate next steps.
• Confirm time/location with interview panel.
• Notify reception/scrutiny of the
Anticipation Attention Violation Error candidate’s arrival.

40 Effective Driver Management Effective Driver Management 41

Step 4: Driving assessment • We suggest that all candidates It is good practice to complete a checklist An example score sheet is shown
You must conduct a driving assessment complete a standardised route which to ensure that the driver demonstrates in Appendix 1.
when selecting a HGV driver. This can allows for approximately 45 minutes of the following best practice competence:
General guidance:
include a mixture of urban, rural and assessed driving. We also recommend
motorway driving. that you allow an additional 30
minutes for other competency checks Driving assessment checklist
Good practice
The aim of a driving assessment is to such as use of ancillary equipment, • Walk-around vehicle check
get a feel of the driver’s behaviours. manoeuvring, coupling/uncoupling Whether your fleet organisation is large
• Pre-driving material preparation or small, you should adhere to the following
The driving assessment must ensure semi-trailers and demonstrating
• Accurate use of vehicle controls (including guidelines when conducting initial driving
that the new driver displays a high level securing a load where applicable ancillary equipment such as HIABs, tail lifts, assessments:
of competence, following good practice fridge units, tippers, winches as applicable)
• Should be a formalised procedure • Ensure transparency in the scoring of
and procedures.
adhering to the Highway Code and • Accurate use of mirrors the criteria – giving drivers feedback
all safety and security procedures on positive and negative behavioural
The initial driving assessment • Moving and stopping safely (including safe
indicators
coupling and uncoupling where applicable)
• This is to be conducted by a member
• A Highway Code test should be • Assessments should always be
of your team in-house or via an • Parking, reversing and overtaking safely
consistently completed (not picking and
undertaken as well as driver profiling
external driving assessor who is • Correct use of signals choosing what and what not to assess)
as appropriate. The practical element
a qualified HGV Driver Assessor
of the driving assessment should • Being aware of road/weather conditions • Ensure the assessment is in a written
not be undertaken if the applicant • Initial familiarisation and guidance format and easy to read
• Cautiously approaching roundabouts
fails the Highway Code test or should be given by the assessor and junctions • They should be carried out as part of the
demonstrates a poor attitude and prior to any activity to ensure the selection process, and then annually to
• Appropriate reaction time to road signals
knowledge on the profiling. candidate is fully conversant with maintain best practice (can be used more
and hazards (traffic lights, pedestrians,
frequently as required for a driver with
the controls and any other ancillary cyclists etc)
a poor collision record)
equipment on the vehicle • Assessing the new driver’s attitude
and behaviours
• Assessing new driver’s speed and
distances from other vehicles
• Being aware and cautious around other
vehicles/pedestrians/cyclists
• Driving fuel efficiently
• Planning of driver hours, break times and
time to destination
• Competent in using a tachograph device
• Assessing level of safety as a passenger –
consideration of passengers in the vehicle.
(For example, if driving a passenger coach,
how safe do you feel having this driver
in control of the vehicle?)

42 Effective Driver Management Effective Driver Management 43

Step 5: Candidate assessment Step 6: Making an appointment Step 7: Background checks
Tip
and selection Once the decision has been taken, you are Guidance on conducting
When interviews and pre-employment in a position to make a job offer. Typically, background checks: When something is uncovered during a
assessments are complete, the interview most employers will make an offer over background screening you need to consider
• Check driving record (again),
panel should meet to assess each the phone to the successful candidate giving the applicant the opportunity to share
guidance on running this check more information about the situation. It’s
candidate. This may be a simple or
can be found here: always possible there’s been a mistake that
complex task depending on the number
Tip www.gov.uk/check-driving-information can be rectified or extenuating circumstances
and quality of candidates. Training is that change the view of the situation.
available for hiring managers via the FORS It is vital that you inform the successful • Typically, the duties of an HGV driver
Practitioner suite of training – Managing candidate before informing the unsuccessful will involve a high degree
driver training and development. candidates – just in case the person declines of client interaction. It is important Pre-employment medical checks
Available at: www.fors-online.org.uk/cms/ the job. Unsuccessful candidates should be to run a criminal record check, as As an employer, you are legally bound
practitioner-workshops/ treated with respect, as you may need them anyone with a history of violence, by The Health and Safety at Work Act
in the future.
for example, may not be suited 1974 to practise a duty of care to ensure
Tips for conducting candidate to this role. Guidance on running your working environment is a safe place
assessments: these checks can be found here: in which to work and does not pose any
Following a verbal acceptance, you
dangerous hazards to others. Training is
• Be as objective as you can, discussing should send a letter of acceptance that • www.gov.uk/guidance/dbs-check-
available for hiring managers via the FORS
what competencies and skills the contains the following: requests-guidance-for-employers
Practitioner suite of training – Managing
candidate demonstrated rather
• Start date • You are legally required as an driver fitness and health. Available at:
than whether you liked them
employer to check an employee’s www.fors-online.org.uk/cms/practitioner-
• Person to whom reporting
• Assess each candidate using eligibility to work in the UK. This is workshops/
the person specification • Salary/benefits/pension governed by the Immigration, Asylum
and Nationality Act 2006. Further It is best practice for offers of
• Some companies choose to use a • Terms and conditions
information can be found here: employment in safety-critical roles
scoring system; however, candidates
• Dress code to be made conditional to a satisfactory
who perform best in a scoring system • www.gov.uk/browse/visas-immigration
medical examination or satisfactory
may be over-qualified for the role. • Adding: Subject to background
• In line with the background check, answers to a medical questionnaire.
It is important to ensure the candidates check requirements
employers should take the time to Although the Equality Act 2010 largely
have performed well in the areas
contact candidate’s referees. This prohibits pre-employment health
that are crucial to your business After making a job offer and the
enables the employer to monitor questions, they can be asked of
successful candidate accepting the
• Once you reach a decision, you are the candidate’s employment history candidates if the ability to carry out
role, you must run a background check
now in a position to make a job offer. and to validate information provided certain activities safely is an intrinsic
on the candidate.
throughout the selection process part of the role.

44 Effective Driver Management Effective Driver Management 45

Employers should ensure any such
Good practice
questions or enquiries are relevant to
the role, otherwise claims of disability Health checks do not stop as soon as a
discrimination may result. This is medical certificate has been provided.
important, as a driver’s health status may A report from the occupational health
have altered since they qualified for their assessor or GP must be thoroughly studied
for each new driver. This is to allow for the
HGV licence.
manager to make any additional adjustments
if necessary to facilitate work performance
Medical assessment and ensure safety.
It is good practice for potential new
drivers to be referred to an occupational
health assessor or their GP for a health Please note: All applicants holding an
screening to ensure they are fit to work HGV licence will have been required to
in a driving environment, before being complete a D4 medical evaluation form
employed. A health assessment may and submit this to the DVLA upon licence
typically include: renewal. This evaluation is required at
intervals, depending on the driver’s age,
• Drug and alcohol check
and submitted to the DVLA with the D2
• Eye test – Licence Renewal form. It is within your
duty of care to ensure that this medical
• Hearing test Medical questionnaire 4.1.8 Providing employee references
assessment is up to date and revisited by
Alternatively, you can ask your Employers do not have to give a reference
• Judgment test a medical professional when recruiting
potential new drivers to fill in a medical but if they do it should be fair and
a new driver.
• Attention and concentration test questionnaire, disclosing any pre-existing accurate, some employers may only
medical conditions. It is recommended give a factual reference stating dates
• Questions regarding any long-
that specific medical questions are of employment, job title and salary.
term health conditions ‘Hire character. supplemented by: ‘Is there anything There is generally no legal obligation to
HGV medical assessments can only
Train skill.’ Peter Schultz else in your history or circumstances give a reference, if one is given it should
which might affect our decision to be a fair reflection and accurate.
be administered by any registered doctor
offer you a job?’
in the UK. The HGV medical assessment
will examine all (or more) of the
It should be stressed to employees
above components.
filling in such questionnaires that
should an employee be found to have
lied or deliberately misled an employer
in the answers provided; employers are
likely to be justified in taking disciplinary
action up to and including dismissal
for gross misconduct.

46 Effective Driver Management Effective Driver Management 47

4.2 Driver inductions Typical structure:
4.2.1 Induction standard You need to keep the induction procedure
Once you have selected your new drivers, engaging as well as educational for
it is vital to give each employee a detailed drivers. Here is a suggested structure:
induction. Certain elements of this
• Classroom training followed by
induction should be consistent across
a written test. This may cover
sites and roles, while other elements
topic areas such as road safety, the
should be adapted according to the
Highway Code, the driver handbook,
specific depot site and role.
fuel efficiency, managing your
vehicle and any other issues
Induction material
Tailored induction • This may be conducted via PowerPoint
consistent across
material
sites and roles presentations and supported by videos
• Company aims, • Depot • Classroom training should consider
objectives and familiarisation the experience and demographics
ethos of the group, and be tailored
accordingly where possible
• Health, safety • Vehicle and route
and wellbeing familiarisation • For HGV drivers a DCPC induction
processes and module which could include: manual
procedures
handling, driver’s hours, site induction,
• Collision • Role familiarisation use of ancillary equipment (i.e., tail
management (including aims lifts, fridge units, rear steer trailers).
policy and objectives)
4.2.2 Inducting agency divers
• Appraisal and You should follow the guidance on
development
managing agency drivers outlined
processes and
procedures in Section 4.8.

‘I am convinced that
although training
and development are
important, Recruitment
and Selection are
much more important.’
Stephen R. Covey

48 Effective Driver Management Effective Driver Management 49

5. Retaining, engaging
and managing drivers
5.1 Retention Reasons employees leave a company 5.2 Barriers to retaining drivers
Context In 2015 the FTA commissioned a study
• Salary and benefits package are
As previously highlighted, the constant to understand and quantify the extent
not aligned to industry standard
turnover of drivers significantly increases of the shortage of commercial drivers
an operator’s costs. • Employees feel role or company in the UK (FTA, 2015). It showed that there
is not what they expected is a current shortfall of 52,000 drivers.
These consist of: A further survey with 412 drivers
• There is little training or mentoring
pinpointed poor wages and unsociable
from senior management
Separation costs Recruitment costs Training costs Logistical costs hours as significant factors.
• There is little chance of future
• Administration of • Advertising costs • Induction • Idle equipment personal development The need to offer at least a competitive
terminating contract salary – one that is in line with industry
• Interviewing and • On-boarding time: • Productivity loss • Employees feel their work is
• Exit interviews assessing candidates ramping up in standard – has to be recognised. As
• Insurance costs not valued or appreciated
• Pre-employment
productivity for working hours, it is the operator’s
administration • Drivers spend most of their time responsibility to ensure drivers are
away from the depot, so it is working to realistic delivery schedules.
• Medical
examinations/ tests difficult to have the right face-to-
face conversation at the right time Other notable reasons why it is difficult
to retain drivers include:
• Some drivers are not comfortable
with new technologies (telematics/ 1. Poor driver roadside facilities.
in-cab cameras) so leave the industry
2. An ageing workforce.
• Employees feel they are been
An American study (Rodriquez, et al, This data was collected from company 3. Low levels of engagement
overworked, affecting work/life balance
2016) into the costs of driver turnover driver fleets and owner-operator firms, between managers and drivers.
concluded that: from van operators to refrigerated and • There is little trust, respect
flatbed companies who were involved or confidence shown by
• The average cost of turnover per
driver for all companies in the
in the study, ranging in size from a few senior management ‘Always treat your
study was £6,298.21 and ranged
drivers to many hundreds. employees exactly as
from £1,715.68 to £15,855.68. you want them to treat
your best customers.’
Stephen R. Covey

50 Effective Driver Management Effective Driver Management 51

 5.2.1 Providing proper facilities
for drivers
HGV drivers are required to take daily
driving breaks and overnight rest
(if needed). This is governed by the
EU Driving Hours Directive 3820/85.
However, based on secondary research
and interviews with operators, industry
bodies and special interest groups it
is evident there are number of issues
regarding roadside facilities for drivers.
These include;
• Long waits at depots with no
permission to access toilet
Case study:
facilities or rest areas
Driver Welfare Report
• Not permitted to eat food at a location
Completed by: Chartered Institute where they are making their delivery
of Logistics and Transport (2015)
• Constant security risk for those
sleeping overnight at truck stops 5.2.2 Ageing workforce technologies creates a ‘win-win’ for both
A recent report by CILT explored
One of the major challenges facing driver and operator. For example, using in-
best practice in driver facilities. • Poor roadside conditions (no access
the HGV industry is how to manage an vehicle technology:
Recommendations included: to showers, no female toilets,
ageing workforce. Almost 60 per cent
food on sale too expensive) • Allows operators to monitor and
• Refuse to deliver to clients who of drivers are currently over 45 years
reward good driving behaviour
do not provide facilities for drivers old. Additionally, the number of drivers
The recurring theme throughout research
claiming job seeker’s allowance has • Allows access to data that
• Provide showers, toilets for both (Returnloads.net, 2016) is that drivers
dropped by 88 per cent from 11,845 to if used correctly can help
sexes, cleaned regularly, and feel welfare facilities provided to them
1,365 since the January peak in 2010. reduce emissions, improve fuel
suitable lighting at own depot. are often poor. This can represent
As such, the ‘safety net’ of out-of-work consumption, reduce idling and
a significant barrier to entry to the
• Attempt to implement a drivers looking for employment is no improve customer satisfaction
profession and contribute to people
schedule so drivers avoid longer available (FTA, 2016). One of the
leaving it. • Can support in a post-collision
having to wait for long hours. key challenges facing operators is to
investigation, ensuring the
convince drivers of the benefits of new
• Install tea/coffee facilities correct allocation of blame
technologies and to dispel the myth
in every lorry.
that ‘big brother is watching’. One way
The case study below identifies some
• Build awareness around the to overcome this is to remind drivers
of the other factors that can help
issue – contribute to industry regularly about the safety benefits of
galvanise driver loyalty.
awareness campaigns such as the these technologies. Also, it is essential
‘Blue Arrow – Drive with Pride’ that drivers are aware that using these
campaign www.bluearrow.co.uk/
pages/drive-with-pride.aspx

52 Effective Driver Management Effective Driver Management 53

 Case study:
Driver retention

Research with managers and current and when there were attractive pension
former HGV drivers in Scotland. arrangements, comfortable vehicles
to drive and job security. Younger drivers,
Completed by: Skills for Logistics for however, were motivated more by
the Scottish Road Haulage Modernisation higher wages and flexible, family friendly
Fund (2014) conditions of employment. The report
concludes by recommending that a
The results of a survey of 80 HGV drivers ‘one size fits all’ approach to retaining
explored the most important elements employees should be avoided. Instead,
contributing to the likelihood of a driver a more tailored approach based on
staying with an employer. For older age is recommended:
drivers (40+) commitment increased

Tips for retaining older drivers Tips for retaining younger drivers

• Provide an attractive pension • Provide attractive salary and

contribution system benefits package

• Minimise stress by devising • Offer flexible and family-friendly

realistic delivery timescales conditions of employment

• Operate a flexible policy on

• Provide adequate training
retirement ages

54 Effective Driver Management Effective Driver Management 55

5.3 Framework for retaining staff
Principle Methods
There is extensive research into methods to improve employee retention rates across
all industries. Five main principles underpin the management of employee commitment. Reward • Offer a competitive benefits package that fits your employee’s needs
Known as CERRT, they are:
• Have photos displayed around the canteen regarding everyone’s contribution
• Communicate • Engage • Respect • Reward • Train to a certain project or meeting a target

With each of these principles there are a number of ways to manage employee retention: • Have a structured system in place that assesses employee performance.
This would involve twice-yearly appraisals in which clear performance goals
should be established. This should be linked to pay rises and promotions
Principle Methods • Reward those who receive positive feedback from the customer
• Provide small perks such as a good coffee machine in the staff room and
Communicate • Ensure that drivers are provided with a realistic job preview and job description
subsidised meals
during the recruitment phase – honesty is the best policy
• Promote internally where applicable. This gives employees a clear path for
• Instil the culture of the company from the start, making drivers feel part
potential advancement
of the family – sharing the company vision, ways of working, and asking the
driver how this resonates with their working style • On your company website, have a sample career path for drivers
• Allow applicants to meet some of your employees and ask honest questions • Ensure that your scheduling allows all drivers the opportunity to earn additional
peer to peer pay through completion of overtime, where applicable and legally permissible
• Create channels of communication between your management and your
employees through regular meetings, suggestion boxes, and socials Respect • Demonstrate and cultivate respect. One of the key ways this can be achieved
is by providing proper facilities for your drivers (see case study below)
• Circulate a weekly/monthly newsletter and include any driving-related
achievements • Provide clean and comfortable vehicles (Skills for Logistics, 2003)
• Your management need to have an open-door policy that encourages employees • Publicly recognise staff for their hard work. For example, have a league system
to speak honestly without fear of repercussions in place for safe driving, in which monthly winners are rewarded with a small gift
• Give on-going supportive feedback – both positive and corrective • Respect the work/life balance of the employee. For instance, by understanding
employee’s needs you could offer non-traditional work schedules to those
• Have a mentoring system in place for employees. This is particularly important for
who require it (flexitime, extra holidays, and days in lieu)
younger drivers who can get advice from senior staff on an ad-hoc/informal basis
• Minimise job-related stress by streamlining paperwork and devising realistic
Engage • Get your managers involved in coaching or training. This helps harness respect delivery timescale
and trust in senior management. Additionally, it engages senior management
more fully with employees
Train • Empower employees by holding regular training sessions. This ensures they
• Ensure managers know the names of their drivers – particularly relevant for SMEs have all the tools, resources, information and training courses required
to do their job effectively
• Ensure managers are fully trained in managing people or at a minimum have
strong inter-personal skills • Consider offering drivers a position in another area such as sales/warehousing
for a six-month period. This will contribute to their personal development
• Ensure your employees are fully engaged with the company’s values. This can
and galvanise loyalty
help foster an employee’s loyalty to the company
• According to a report by the Scottish Road Haulage Road Modernisation Fund,
• Engage employees in the company’s mission and goals from the start, and
the three areas where driver training is most required are:
continue to engage with employees through the year – providing updates and
setting up question time with senior leadership – Stress management
• Ask employees what they think – formally through opinion surveys, and – Updating legislative requirements
informally between supervisors and employees. Make sure you follow up
– Customer Care
on this feedback and provide resolutions where possible

56 Effective Driver Management Effective Driver Management 57

CILT case study:
‘The O’Donovan Way’ – O’Donovan Waste

The nature of the waste management As well as training, the company provides
business means that a large element drivers with the best possible vehicles
of the work inevitably involves transport and safety equipment. ‘Our procurement
and logistics. Each year, the UK policy includes driver feedback and
generates more than 77 million tonnes recommendations so that new vehicles
of construction waste. This equates are comfortable and aesthetically
to almost four million HGV waste pleasing for the drivers as well as being
movements on the UK’s roads per year. fuel efficient and safe,’ the company
says. ‘We invest in comprehensive safety
O’Donovan operates a fleet of 85 vehicles enhancements for each lorry, including
and drivers comprise 75 per cent of the CCTV and audible sensors, and we also
workforce. The company recruits through have our bespoke telematics equipment
word of mouth and social media, and and a fleet management system. This
an introduction programme rewards enables driver behaviour and driving
members of staff for recommending patterns to be monitored in real-time
successful new starters. Investing in and potential training requirements
training is crucial to ensure that health to be recognised at an early stage.’
and safety risk is minimised, the company
says, and safety of all workers as well Importantly, as well as increasing the
as other road users is paramount. knowledge of the drivers, the telematics
A comprehensive induction programme will also contribute to reducing the risk
is in place along with continuing and of accidents and improve road safety.
in-depth training, which is crucial for By analysing data on individuals’ driving
keeping safety a priority. style, speed, braking, cornering and idling,
O’Donovan is able to train and educate
This includes: its drivers on the safest driving
techniques. At the same time, the
• Driver assessment
company is more environmentally
• Waste essentials DCPC friendly in terms of fuel economy and
lower carbon emissions.
• CSCS training
• Safe urban driving (SUD) Over the past year the company says
it has achieved the following:
• Hazard perception training
• Fuel consumption reduced
• Crossrail training
by 27.5 per cent
O’Donovan also invests to ensure • Insurance claims reduced by 25 per cent
all its drivers achieve NVQs in HGV
• Recorded driving events (e.g. harsh
driving as well as in waste management.
braking, sudden acceleration)
The company has also become an
reduced by 60 per cent
approved JAUPT CPC training centre
to help improve safety and standards in • Reduced idling by 50 per cent
logistics. Its bespoke driver course deals
specifically with the issues faced by
those working in the waste industry. The
content is based on the experiences of
the company’s own staff and drivers.

58 Effective Driver Management Effective Driver Management 59

5.4 Demand management 2. Determining the time period:
Forecasting demand for drivers allows Typically, staffing plans include a
you to match demand with the supply variety of planning horizons, with some
of drivers. Before undertaking labour immediate concerns addressed more
forecasting, you must ask yourself: quickly (for example, within one year),
and others over the long term. The
1. What is our expected growth over
length of the planning horizon should
the next three to five years?
provide your company with enough
2. What is our vision – do we, for instance, time to carry out the items listed in the
plan to expand into new markets? plan. Often organisations find that a
five-year planning horizon is necessary
3. What technological advancements
to provide enough lead time to perform
may affect staffing levels?
recruitment, selection and training.
4. What are our turnover rates?
3. Selecting method for demand
Once you can answer these questions forecasting:
you can undertake staffing demand There are two methods you can
forecasting: use to forecast demand: Using Past experience/intuition/
Example: Using average deliveries team meetings:
Quantitative forecasting (using statistics
5.4.1 Approach to demand forecasting • Total number of deliveries for the past Small and medium-sized businesses
and mathematics):
three days has been five, four and eight often prefer to rely on qualitative
1. Setting the objective: These are based on mathematical
• Since there are three data points, the approaches to determine labour demand
Make sure you understand the scope (quantitative) models and are objective
most recent day (eight) gets a weight forecasting. These approaches tend to
and purpose of the forecast. A forecast in nature. They can be formed using
of three; the second recent day (four) use experts within the business – the
is required for the number of deliveries historical data such as number of receives a weight of two, and the last employees, managers and business
made by the company each month deliveries over the last five years. day of the three periods (five) receives owners themselves – to determine future
to estimate the amount of driver a weight of just one
need. Popular approaches include:
resource required throughout the year. • The calculation is as follows:
[(3 x 8) + (2 x 4) + (1 x 5)] / 6 = 6.17 Managerial judgement
• Therefore six to seven deliveries is the Business owners/managers assess their
forecast number of deliveries for the own labour requirements individually,
following day taking into account factors such as
• From this, based on experience you retirements and promotions.
assign the number of drivers to cover
the forecast number of deliveries

Set the Determine Select Collect data Present

objective of time period forecasting findings
forecast method Tip

Although a simple example is illustrated,

using statistical analysis to plan resources
can be complex and expensive. It is typically
used by large organisations.

60 Effective Driver Management Effective Driver Management 61

Nominal group technique 5.4.2 Benefits of demand forecasting Use agency drivers 5.6 Managing drivers with
This is a controlled form of You can consider using agencies to cover overseas qualifications
• You can save costs by maximising
‘brainstorming’, when management fluctuations in demand and holiday You need to ensure that all practices,
resources (not over/under
engage in a small group discussion to periods. See Section 8: Managing an particularly in relation to health and
staffed), and reduce the need to
reach consensus on future staffing. agency and permanent staff mix. safety, are undertaken correctly and
hire or make staff redundant
consistently across drivers from different
1. Each individual writes down their • Reduces the need to use agency drivers Hire floating staff backgrounds, complying with UK rules.
ideas silently and independently You could explore the possibility
• Allows handling of seasonal
of having a floating driver. This is Your aim:
2. The group engage in a ‘round- factors such as summer holiday
someone who can step in at times
robin’, stating their views or peak demand at Christmas, • Ensure all drivers across
of driver shortages and be deployed
Easter, maximising deliveries nationalities understand the UK
3. Each idea is discussed and to other business functions when
made, increasing profit driving laws, the need for safe
questions are asked demand is stable. Ideally, they should
driving practices and understand
• Allows planned introduction be trained to drive all the vehicle types
4. Ideas are voted on privately the company internal policies.
of overtime or flexitime in the fleet and able to operate all
to prioritise solutions
for drivers as required ancillary equipment to offer value.
Tips
Tip 5.5 How to resource peaks and troughs Hire semi-retired or part-time drivers
in demand The solution to resourcing through • For all HGV drivers to comply with
legal procedures, it must not be
One of the major advantages of this Manage resources internally peaks and troughs could be to use
assumed that everyone has the same
approach is that the techniques involve To cope with peak demand, you must: semi-retired or part-time drivers. level of oral, written and reading
the people who are likely to be affected by Careful consideration needs to be given skills in the English language.
1. Ensure your drivers are trained,
any changes. So there is likely to be greater to re-training/assessing to prevent skill
deployed and productive as quickly • It is important that drivers of different
commitment and acceptance of policies fade, dependant on the time period,
as possible – matching the right skill nationalities are given detailed
and practices by those involved. One of the since last driving commercially. information on the UK Highway Code
sets to the relevant job role (see
downsides is the time and cost of involving and other information on road safety.
Selection and induction, Section 1).
employees, managers and business owners
• It is essential to observe any
in the processes. 2. Plan and monitor shift patterns cultural needs and practices.
comprehensively to ensure sufficient
driver resource to cover demand. • If an employee feels they have been
treated unfairly because of their cultural
5. Collect data: Collect the Labour costs need to be carefully background, they have the right to file
primary or secondary data monitored to identify ways to cut a claim against the company in court
used to create the forecast. overheads by optimising the current or through an employment tribunal.
workforce. In addition, full visibility
6. Present results: Validate the
over all employees’ working hours
collected data, develop a resource
is required to maintain compliance
schedule and implement.
to the Working Time Directive (see
Managing driver fatigue, Section 7.5).

62 Effective Driver Management Effective Driver Management 63

The tables below offers advice and guidance on how to manage cultural differences
and ensure drivers are proficient with the UK Highway Code.

Option Pros Cons Effort Cost Option Pros Cons Effort Cost

Buy books on the Highway Quick and easy way Low, one-off cost Low Low Offer English reading, writing Supports with staff Costly and time High High
Code in different languages of providing incurred. and speaking classes: retention. consuming
to distribute to your drivers: information to staff. Investing in the career Enhances Requires staff
You can buy these in bulk from Ensures drivers are development and education communication within engagement
ebay.co.uk or amazon.co.uk. studying the correct of your employees – the organisation.
and relevant material. supporting retention.

Self-learn material In-house English support: Opens up Time consuming Medium Medium
enables driver to test opportunities for the managers. (should
Offer support through H&S
their knowledge at the for drivers from overtime
training classes provided by Logistically
end of each chapter. different nationalities costs be
a member of your senior challenging if
Have drivers from the same Allows for easier New driver can Low Low fleet team. to be educated on incurred)
drivers are in the
overseas country budding transition of new become too the Highway Code
This can be conducted depot infrequently
up with each other. employee. dependent on and signage in a low-
in-house and drivers can go and for short time
buddy and may paced setting.
Makes them feel through, for example, any part periods.
not integrate into
more comfortable. of the Highway Code they may Cost of overtime.
the team.
not understand.
Low cost. Challenging if
Use online guides on Some information is Generic European Low Low drivers English
road safety: available free of cost. road safety literacy is
guidance – limited particularly low.
Free road safety information Available in a variety
is available in 23 different reference to The
of different languages Learn English online: Free of cost. Requires driver Low Low
languages via the European UK Highway Code.
Offer your staff access engagement.
Road Safety Charter: Learn English on
to online English language the go. No easy way
www.erscharter.eu/en/road- resources. to ask clarifying
safety-in-action/good-practices Enhances
There are many podcasts questions.
communication within
Posters and leaflets: Posters are a hard- Could be Low Low to available on the internet that the organisation. No thorough
Road safety charity ‘Brake’ hitting way of overlooked. Medium are free of charge. method of testing
and the Health and Safety constantly reminding knowledge.
Materials from Search: ‘Learn English Podcast’
Executive have created online drivers of the risks
some suppliers using a search engine.
tools and resources hub to associated with
are costly.
access road safety posters, dangerous driving.
Translation of company Access to all the Very costly. Medium High
health and safety posters, Good to have a driver manuals and any information drivers
banners and leaflets in various mix of posters in No long-term
other materials: require in their
different languages. English and various benefits of
It is possible to have your first language –
other languages to enhanced
You can display these around company driver manual and thus ensuring full
accommodate for communication.
the staff room, kitchen, behind any other material such as the comprehension.
toilet doors and notice boards all drivers from all
Highway Code translated to Easy way to ensure
at the workplace. These can nationalities.
different languages required. new drivers from
be accessed via the links below: Materials from ‘Brake’
Simply search for your local different nationalities
www.roadsafetyweek.org/ are free of cost. are proficient with the
accredited translation company
tools-resources to transform these documents UK Highway Code and
and obtain quote. other rules regarding
www.hse.gov.uk/languages/
road safety.
index.htm

64 Effective Driver Management Effective Driver Management 65

 5.8 Managing an agency and
Tip How can I engage my agency drivers and encourage collaboration?
permanent staff mix
Remember, as an organisation you must Individual differences are always present
Framework for managing a mix of agency and full-time drivers
be highly flexible and respect the cultural when a group of people work together.
differences of drivers from different It is essential to have a collaborative Communication A new driver in your fleet organisation must be included in all
nationalities, without compromising on working environment as it: communication to the team from day one.
the relevant standards, if we are to address
the shortage of drivers within the driving • Sets the ground rules for a All drivers – both agency and permanent – must receive the same
industry. consistent working relationship messages through the same means.
We must aim to retain our staff as turnover Messages and news can be passed on via email, but a face-to-face
• Helps resolve issues and removes approach is more engaging, allowing questions to be asked.
is expensive in time and resources.
a ‘them and us’ culture
Positive & supportive Encouraging your permanent staff to create a positive, supportive
• Improves productivity through
team environment and inviting environment for your agency staff can go a long way.
5.7 Secondary employment a ‘one team’ approach
This can be simply done by introducing the new agency worker to all
• A driver’s ability to undertake • Encourages a blame-free culture permanent staff in their induction, and identifying a ‘buddy’ from the
secondary employment will depend permanent staff team (based in the same depot, on the same shift
• Improves the work experience pattern) to support the new agency employee in their first weeks.
on the contract of employment
(and thus reduces likelihood
provided by you, the employer As a fleet manager, you can set a positive example by making the effort
of staff turnover) to speak with different team members throughout the working week
• Unless stated in the contract and ask how they are doing at work.
• Ensures staff work together and share
of employment, a driver does
knowledge to perform at their best It’s great if as a manager you can remember names, personal information
not have to tell you about any and details from previous conversations to act as a role model.
secondary employment
In this case, your aim should be to foster
Knowledge sharing Encourage permanent staff and agency workers to share knowledge,
• If a driver is allowed to undertake collaboration between agency workers
experiences, best practice and skills learned throughout their driving
secondary employment, this must and permanent staff. However, this can careers.
be done without breaching the GB be a challenging task.
An example of knowledge sharing in a collaborative environment would
Domestic Drivers’ Hours Rules www.
look like this: A new agency driver seeking health and safety advice from
gov.uk/drivers-hours/gb-domestic-rules a senior driver who is a permanent member of staff.
• You should conduct a risk assessment
‘You can have the best
for any driver with a significant driving strategy and the best Rewards and recognition Be a fleet manager who actively recognises good work and offers
praise to permanent and agency staff alike.
component to their role and who building in the world, See Section 6.5: Reward and recognition Schemes for more detail
engages in secondary employment
or other outside interests. Agreement but if you don't have on how to reward your drivers.

to engage in secondary employment the hearts and minds

should be withheld if there are
safety concerns or a conflict with of the people who work
driving or working regulations with you, none of it
comes to life.’ Renee West

66 Effective Driver Management Effective Driver Management 67

Hints and tips for engaging drivers:

Option Description

Buddy system Pair the new agency worker with a permanent worker for support and
to act as a mentor. The permanent worker must introduce the agency
worker to all staff in their first week and provide all the essential
information that is required. The buddy can also take the new agency
worker through any driver manuals that need to be studied.

Induction This can be held every week or month depending on when your new
when a new driver joins agency workers join the team.

One hi-vis jacket Wearing the same hi-vis jacket with the company name can create
a real sense of unity.

Monthly competitions The most effective monthly competitions relate to the workplace.

Managing effective company inductions for agency staff:

Tip

As with all new recruits, all company policies and procedures should be thoroughly explained
in the first week of induction. An employee handbook and any other documentation should
be provided to the new recruit. As a fleet manager with a mixed team of agency and permanent
staff, you should ensure:
• The new agency worker has had a warm welcome and is introduced to all members of the team
• Any differing contractual rules that solely apply to the agency worker have been explained,
as these will be different to the contractual rules of permanent staff
• The agency worker knows where to go for any advice or additional support
• He or she has completed all new starter documentation and assessments. These form part
of the employee file – keeping records is essential for performance appraisals

68 Effective Driver Management Effective Driver Management 69

6. Training

Since 2009, all HGV and PCV drivers are • Enhanced business image New drivers Example driver record of CPC:
required by EU law to hold the Driver When recruiting new drivers mandatory
• It is an organisation’s responsibility
Certificate of Professional Competence checks must be conducted to ensure
to ensure drivers have the correct
(DCPC). Following initial qualification, the driver in question holds a valid Driver
qualifications and meet training
Driver CPC requires drivers to complete CPC or offers support to acquire the
requirements. Although it is important
35 hours of CPC-accredited training Driver CPC qualification. It is not common
that organisations comply with EU law
every five years as evidence of their practice to support the acquisition of
this is the baseline requirement and
competence. The Driver CPC aims to the Driver CPC, as most organisations
may not be enough to meet drivers’
ensure drivers are up to date with current will not finance this training. However,
development needs or business
legislation, as required by EU law. Regular if a suitable candidate is found, then this
needs, so organisations should also:
training improves drivers’ road safety could be considered.
awareness. • Encourage drivers to undertake
training, incorporating new skills In 2009, the EU mandated that
Existing drivers
Clear organisational and personal into their driving behaviour professional HGV and PCV drivers
Those already working as professional
benefits have been associated with must acquire the initial Driver CPC
• Look for additional training drivers before the Driver CPC scheme
driver training. The personal driver professional qualification.
opportunities that go was introduced are granted ‘acquired
benefits include:
beyond the Driver CPC rights’. Drivers who obtained their PCV
The initial Driver CPC is acquired by
• Increased driver safety entitlement before 9 September 2008
• Proactively cross-reference driver passing the following four modules:
and/or their HGV entitlement before
• Enhanced work efficiency training records against organisational
1. Theory test (Theory and 9 September 2009 are granted ‘acquired
competencies to track development
• Improved ability to undertake Hazard Perception) rights’ and are required to complete
risk assessments and understand 35 hours of periodic training every five
Training is available for both Managers 2. Driver CPC case study test
risk management years to retain their DQC. For drivers
provided by the FORS Practitioner
3. Driving ability test holding both PCV and HGV entitlements,
Modules and by the FORS Professional
These personal benefits lead only one of the two syllabuses needs
suite of training, in the form of e-learning, 4. Driver CPC practical
to the following business benefits: to be completed.
classroom training, toolkits and varying demonstration test
• Enhanced productivity resources which are available at:
Training modules consist of either
• Increased driver retention These are administered by the DVSA 7 hour or a 3.5 hour modules; however,
www.fors-online.org.uk/cms/training/ and cannot be undertaken ‘in house’ if a 3.5 hour module is undertaken, to
• Fewer accidents, lowering
as per the acquired rights CPC. On achieve the recordable 7 hours, a second
insurance premiums
successful completion of the necessary 3.5 hour module must be undertaken
• Reduced business interruption training, drivers will be sent a Driver within 24 hours of the first, or the training
6.1 Legal requirements
Qualification Card (DQC) (see example cannot be recorded with the DVSA.
• Improved driving, reducing Following the introduction of the Driver
above), to be carried when driving
vehicle wear and tear CPC, the legal requirements for new
commercially. Failure to do so can result The Joint Approvals Unit for Periodic
drivers and existing drivers differ slightly
• Increased fuel economy in a £50 fine. Individuals caught driving Training (JAUPT) are responsible to the
as outlined below.
without the Driver CPC qualification DVSA for the standards and recording
may be fined £1,000. of all training, course approvals and
approved training centres. Only JAUPT-
approved training counts towards the
Driver CPC periodic training requirements.

70 Effective Driver Management Effective Driver Management 71

7.2 Driver CPC training courses
Tip
Step 1: Choosing training Step 2: Choosing the
content (here) training provider • Consider individual driver needs when
Note: selecting training courses
There are a few cases when periodic Driver There is large variety of courses available Driver CPC courses are carried out at • If drivers are attending two half-day
CPC training is not required. Exemptions to drivers. All of them provide a chance approved training centres around the UK. training sessions, the second should begin
apply when: to develop new skills and knowledge. Training costs are not regulated and prices within 24 hours of completing the first to
• The vehicle has a maximum speed Selecting appropriate training courses vary between providers. This can lead qualify for the seven-hour DCPC module
not exceeding 28mph should not be treated as a ‘tick box’ to organisations choosing a course based • Background check and assess the legitimacy
• The vehicle is used by, or under the control exercise. If selected appropriately, training on its price without considering quality. and legality of the training provider
of, the armed forces, civil defence, the can have valuable safety, developmental It is therefore important to review driver
fire service and forces responsible for and cost implications for drivers and feedback and reviews from individuals
maintaining public order their organisations. who have attended previous courses
• The vehicle is used in states of emergency to ensure value for money and suitability
or assigned to rescue missions Training programmes may not only to the individual driver roles. This requires
• The vehicle is used for driving lessons develop drivers’ own abilities but also a clear evaluation process as detailed
for those wanting to obtain a driving meet organisational needs and add value further in section 6.5.
licence or Driver CPC to operations. For example, if you are
• The vehicle is used for non-commercial looking to achieve CLOCS or FORS status, When choosing a training provider, assess
carriage of passengers or goods – your drivers need to have attended the your preference between course types.
for personal use FORS Safe Urban Driving course. To Some are full-day courses (seven hours);
• The vehicle is carrying material or transport Dangerous Goods (DG) drivers others are split between two consecutive
equipment to be used by the driver must complete ADR training relevant half day courses. Different drivers will
in the course of his or her work, provided to the category of DG (core, road, and have different needs so it is important
that driving the vehicle is not the driver’s either in tanks or out of tanks). that the course selected suits the driver’s
principal activity
needs to encourage maximum learning.
All JAUPT-approved training courses For example, drivers with childcare
will match the Driver CPC syllabus. Each commitments may need two half-day
course will focus on a specific aspect (3.5hr) courses.
of the syllabus rather than the full
syllabus. Within each of the three broad Before signing up for a course it is
areas there are a series of sub-headings important to check that course providers
dividing the sections into 17 training areas. are running a legitimate business and the
The JAUPT syllabus can be found at: training provided is adequately delivered
(www.gov.uk/government/publications/ in accordance with regulations.
driver-cpc-syllabus/driver-certificate-of-
professional-competence-cpc-syllabus)

72 Effective Driver Management Effective Driver Management 73

 6.3 Beyond driver CPC: For more detailed guidance on induction ‘The only thing worse
Step 3: Continued driver additional training content refer to Section 3: Selection
CPC training Although the legal training requirement and induction. than training your
in the UK and the EU is for 35 hours employees and having
As explained, 35 hours of JAUPT- across five years, organisations and Inductions are often carried out in the
approved training needs to be completed drivers may feel this is inadequate. first week after joining a new company.
them leave is not
every five years. Ideally training be Be aware, that individuals may struggle training them and having
staggered across the five-year period in There are circumstances in which to retain a lot of new information, so them stay.’ Henry Ford
a ‘one day a year approach’ to maximise additional training may be required, on-going induction training at periodic
driver development. This avoids the such as an induction training for new intervals will be beneficial. Legal and
risk of the training provider/s having employees and training to meet a driver’s company policy requirements may change A more bespoke approach would be
insufficient availability towards the end developmental goals or in response over time, so refresher training at three- to arrange one-to-one sessions with
of the period. Delaying training to the end to organisational trends. Driver CPC year intervals to ensure all employees drivers to create a personal development
can also be costly as drivers will need training should be considered as the basic are current is considered best practice. plan that would in turn determine
to take a 5 day period off the road, which competence training, with additional This benefits longer term employees who training needs. This is closely linked
may lead to the need for agency driver training providing an opportunity for have been in the company, but may not to performance management, which
cover and the additional expense. improving skills. be aware of legislative changes. is addressed further in Section 7:
Performance management and driver
Further training may develop a driver’s Training to meet developmental development. A less resource-intensive
Tip skillset and benefit your company’s objectives version of this would be to get employees
Manage the DCPC training to utilise operations. As drivers’ knowledge There are numerous ways to gain individually to complete a survey focusing
a ‘one day a year’ approach broadens they will feel more empowered information on driver needs. You on training needs.
and be more productive and effective. could host ‘biscuit briefs’ where the
management team are available at Training in response to
Any additional training does not need defined dates/times over refreshments to organisational trends
to meet the criteria outlined below. So have informal conversations with drivers The most successful organisations are
a 20-minute update on Highways Code about their developmental and training constantly looking for ways to improve.
or a three-hour stress reduction training needs. A similar approach includes Within the transport industry significant
session will both be legitimate training an anonymous suggestions box with improvements can be realised through
options. Training above and beyond Driver management responses being posted organisational responses to collision
CPC can take the form most suited to monthly. Similarly, bespoke ‘toolbox talks’ investigations and emerging collision
organisational or driver needs, making can be given to respond to requests for trends. For example, an appropriate
it much more flexible to deliver. information updates. Each method allows response to an identified trend of
for a driver-centred approach, increasing drivers reporting rear-end shunts in wet
Inductions drivers’ engagement and motivation. weather could be training on braking in
When drivers join your organisation it varying weather conditions to minimise
is essential to provide induction training. this trend. Equally a trend in fatigue-
This is an opportunity for the drivers to related incidents could be addressed
learn about the organisation’s policies and through health and wellbeing training,
procedures inform them of its culture, as addressed in more detail in Section 8.5:
establishing base knowledge in health and Managing driver fatigue.
safety and legal requirements.

74 Effective Driver Management Effective Driver Management 75

On-the-job training weekly or fortnightly in the six to eight This may be a particularly pertinent
One of the concerns about providing weeks following the training, and set point for drivers who do not speak fluent
additional training is the associated goals that can be monitored. It is useful English. For example, most organisations
agency driver costs required to cover to ensure that goals formed are Specific, will have certain policies in place around
operations while the driver attends a Measurable, Achievable, Realistic and mobile phone use in cabs. Often drivers
training course. One solution would be Timely (SMART), as detailed further in will be required to sign documentation
to complete on the-job training where the section 6 of the toolkit. agreeing to this policy. This means
trainer joins the driver on a selected day that if a collision happens as a result
and provides practical on-the-job training. Informal reinforcement of inappropriate mobile phone use the
Obviously, this is limited to practical skill Another method to reinforce training is driver, rather than the organisation,
learning but there is evidence to suggest to make the subject matter more will be liable. Morally, it is important to
that recall is improved when the learning personal and emotive. This can be done ensure that a driver understands what
environment matches the practical by simply signposting related news they are signing before doing so.
application environment, which is the articles on your company noticeboard,
premise of on-the-job training. intranet or newsletter, reminding drivers 6.5 Training evaluation
of the consequences of breaking the law. Course evaluation
The only resource consideration when Well-designed training courses will
employing this form of training is the 15 Role modelling conduct training evaluation and gather
minutes at the start and end of a shift Another effective technique is role feedback at the end of the sessions.
where the trainer requires the driver to be modelling. It is important that the This evaluation gathers information
stationary for an introduction and debrief. management team and non-driving staff at two different levels:
be carried. The ADR qualification is a legal also ‘buy in’ to organisational policies
1. Initial reactions
Specialist training – dangerous requirement for any driver when moving and initiatives – individuals naturally look
goods (DG) dangerous goods. to their peers and more senior staff for 2. Learning
To expand operational flexibility or meet guidance on conduct. For this reason it
Initial reactions include data on course
a specific need, it might be necessary to 6.4 Training continued is important that appropriate behaviours
satisfaction in terms of content, method
train some or all drivers in specialist skills. 1-1 Check-ins are demonstrated throughout the
and style of delivery. Evaluations that
The European Agreement concerning Training is most commonly carried out organisation. For example, management
include learning take this to a deeper level
the International Carriage of Dangerous in a classroom environment. Good staff should not be using hands-free
and gather data on whether delegates
Goods by Road (ADR) allows drivers training courses will reference practical in their car, if drivers are not permitted
have gained course-specific knowledge,
of goods vehicles to carry dangerous applications throughout the training, to do the same. Similarly, if wellbeing
information and skills. This can often be
goods inclusive of cross-border transits. getting delegates to reflect on how they is being addressed, it is important that
measured in a quiz, to test understanding
can apply the learning within their role. any meetings are held within standard
and memory retention.
If you have drivers in any vehicle, However, it can still be difficult to put the working hours.
including those with a gross vehicle training into practice. When individuals
To capture this data, it can be valuable
weight of 3.5 tonnes or less, carrying return to the working environment it Ensuring training understanding
for an organisation to design its own
dangerous goods they must have an ADR is easy to return to old routines, so it If drivers are required to sign a policy
training evaluation processes. Reaction
training certificate. All drivers must pass may be useful to reinforce training using document or consent form for their role,
data is a good measure for judging
the following modules: core, road and different methods. One would be to it is important that they driver receive
course effectiveness and determining
either in or out of tanks, then the specific schedule frequent catch-ups between adequate training and understand the
whether the training provider should
module for each class of DG to the driver and management, perhaps implications of what they are signing.
be used again.

76 Effective Driver Management Effective Driver Management 77

More importantly, data should be 6.7 Recording driver training The following sites offer licence application rates, as organisations that
captured on delegates’ learning. Has Organisations are responsible for checking services: support personal development, are
the training course led to the expected ensuring their drivers have received viewed as more attractive places to work
knowledge and skill levels? all the mandated training. It is good www.fors-online.org.uk/cms/ by prospective employees.
practice to keep an up to date detailed licence-checking-service/
Post-course evaluation record of training. The DVSA also holds Training records need to be reviewed
Monitoring initial learning is important, a record of Driver CPC modules attended to ensure that any skills gaps are removed
but measuring how the learning is by drivers. This can be accessed via its and successive training and upskilling
applied is equally critical. This reflects portal: www.gov.uk/check-your-driver- www.adlv.co.uk/ is provided for those moving into a
level 3 training evaluation where cpc-periodic-training-hours management role or similar. Recording
behavioural application is measured. driver training can also be incorporated
The organisational benefits of training As this is a Driver CPC specific portal, www.gov.uk/check-driving- into league tables or reward systems to
are not realised unless the information any additional training above and beyond information incentivise drivers to better performance.
gained is applied within the working requirements is not recorded.
environment. It is often useful to test 6.8 Going the ‘extra mile’
this at a series of intervals after training Included in the training record, Licence details and training records can By supporting driver training, this can
to allow employees time to apply organisations must ensure that everyone be managed using a simple spreadsheet achieve real benefits for both drivers and
these skills in practice. Having a record who drives for the company has a valid tracker or a more comprehensive the organisation itself. Many companies
of training application will help guide driving licence to do so. Driving licence programme depending on budget. have recognised this and put considerable
personal development conversations validity should be checked at regular Recording this information allows training effort into their training programmes,
with drivers. periods as determined by the individual’s to be proactively planned. This process going the ‘extra mile’ to engage, motivate
performance and driving record. Best helps to ensure drivers complete training and retain their staff.
6.6 Evaluating training using practice suggests a licence check every that will be most beneficial for an
in-vehicle technology 3 months. organisation or at personal level. In turn Some ‘extra mile’ examples:
It is possible to use technology to this prevents drivers from completing
• Implementing an internal
evaluate the training benefits. Vehicle Tip: These checks should be incorporated the same course five times, substantially
training strategy
telematics and GPS trackers typically within the contract of employment, limiting training value.
provide data on the geographic position so that licences and training records can • Tailoring CPC modules
of a vehicle. They also provide vehicle be checked without having to obtain During the recruitment process it would through a training plan
speed, driving style and incident alerts, the necessary further permissions. The be beneficial to gather information
• Running a driver training event
such as harsh braking. The tachograph following website gives you an overview on previous driver undertaken to date.
or driving competitions
will provide a calibrated analysis of on best practice in terms of driving Attendance certificates should be
vehicle speed at the time of an incident licence and qualifications checks and requested and any prior DCPC training • Running in-house training courses
and a record of driver hours to check licences can be checked at: can be checked, via the DVSA portal.
• Developing existing drivers into trainers
that the driver is operating within
the law. For relevant courses this data www.gov.uk/check-driving- This way training repetition is avoided, • Gaining recognition/accreditation
can be used as a pre- and post-course information which is more engaging at an individual for dedication to training (for
evaluation measure. In-vehicle technology level and offers more value to an example, People in Industry Awards)
thus provides an objective measure organisation. Having robust training in turn enhancing attractiveness of
of training application and subsequent processes in place can also improve organisation to prospective employees
assessment of results.

78 Effective Driver Management Effective Driver Management 79

7. Performance management
and driver development
Performance management aims to Face-to-face sessions with drivers, 7.2 Creating a performance
Tip
improve the performance of individuals giving them feedback and thanking management framework
and organisation continuously. It is them for their efforts, will increase 7.2.1 Competencies and behaviours You can use the same competencies
essential that the organisation sets aside their motivation and productivity Performance management starts with drivers were assessed against in selection
time for the performance review process and increase retention. a shared understanding of what your in performance management (See Section 1:
or ad-hoc catch-ups. Also, if a driver organisation is trying to achieve. Each Selection).
needs extra training or support, then Training is available for Managers of your drivers should be able to see There are also a number of competency-
timing for this should be considered provided by the FORS Practitioner how their good performance contributes based frameworks available online that c
as important as driving time. Module – Measuring and monitoring to the overall success of your business. an be adopted by your organisation.
For example:
fleet performance – Available at:
Having the correct developmental Competencies are the behaviours that • www.fors-online.org.uk/cms/wp-content/
conversations at the right time will enable drivers to perform their role and uploads/2015/10/TfL_Van_Smart_Managers_
www.fors-online.org.uk/cms/ Toolkit.pdf
ensure that your drivers feel they are training/ achieve the desired outcomes, and they
valued members of the organisation. ensure that drivers are clear about the • www.gov.uk/government/collections/
behaviours you expect from them. national-driving-and-riding-standards

Assessing your drivers against specific,

7.1 Role of managers and drivers Some competencies could be applicable
consistent competencies will give you
How you choose to implement a performance management system will depend to everyone in your organisation. Others
a better view of the level of capability
on the size, context and make-up of your organisation. You need to make sure your will describe behaviours required for
in your team. You should monitor the
employees are aware that you expect them to develop and perform, and that there a certain role. You should also use
development of desired behaviours over
is someone in place to monitor and support each employee’s performance. them when assessing the suitability
review periods so that opportunities
of candidates during the selection
for improvements can be identified.
process. The degree to which drivers
possess and display these competencies
should then be assessed during the
Reward Plan appraisal process and used to identify
areas for development. This is discussed
further in Section 7.4: Reviewing Driver
Monitor Develop Performance.
and and
Support Perform

Performance
Management
Performance
▀ 
management
cycle
Employee’s
▀ 
responsibilities
Manager’s
▀  Final Interim
responsibilities Review Review

80 Effective Driver Management Effective Driver Management 81

7.2.2 Performance objectives and The objectives should be ‘SMART’. You should use performance metrics to of safe and efficient driving style, but
personal development These questions should help you provide a basis for the competitive league also that the driver is carrying out vehicle
Performance objectives describe to set appropriate objectives: tables and reward systems discussed checks as appropriate.
actions and outputs that drivers should later. They can be used as measures of
be displaying. You should set objectives competency demonstration and objective You can use telematics, vehicle cameras,
that will ensure the driver knows exactly SPECIFIC Does the objective achievement, which provide robust various driver apps and smart phones/
what actions and outputs they are clearly state a desired evidence for disciplinary procedures tablets to collect data. Such devices can
outcome?
expected to achieve during the review if required. increase the amount of data available
period. Objectives provide targets to you and make collation easier. Large
to work towards. When used together, metrics can provide investments in such technology, is not
MEASURABLE How will you and the
a good indication of a driver’s overall always required – a simple spreadsheet
driver know that the
You should set objectives at the beginning objective has been performance. For example, good vehicle could be used to capture most of the
of each review period. You must ensure achieved? condition and positive maintenance key information suggested below.
that drivers play an active role in setting reports are not only a good indicator
their objectives. This ensures that the ACHIEVABLE Is the objective
objectives are meaningful and that drivers challenging but also
understand what is expected from them. something that the driver Performance Metrics
can realistically achieve
in striving for high
You could use the same key objectives • Penalty points
performance?
for drivers who perform a similar role. Driver licence • Additional vehicle category qualifications
RELEVANT Does the objective (increases driver flexibility)
You should give drivers an opportunity relate to the team’s
to set one or two personal goals in and overall business • Incident frequency
addition to these common objectives. objectives? • Incident severity (could be measured by cost)
Incidents
What skills does the driver want to • Incidents per 10,000 miles useful to
develop? Where do they see themselves TIMEBOUND Can this objective be
compare drivers
in the long term and how are they achieved by the end
of this period?
going to get there? • ‘How’s my driving?’ feedback/complaints
Customer/public feedback
• Customer service feedback/complaints

7.3 Measuring driver performance • Fuel spend relative to number

Once objectives are set you must be Fuel data of miles travelled
able to measure performance in a
transparent and impartial way. Choose • Component repairs due to poor driving
suitable measures of performance to Maintenance reports techniques
enable you easily to identify drivers
• Frequency and cost of bodywork repairs
who are high performing and drivers
who may require intervention. • Absence
Attendance
• Timekeeping/poor punctuality

82 Effective Driver Management Effective Driver Management 83

7.4 Reviewing driver performance of performance for that year should Structure
7.4.1 Keeping a record of progress be given. The interview will generally be carried
Reviewing performance is a continuous out between the employee and their Assessment level
cycle that should be reviewed annually. A sample performance record is provided line manager.
Objectives should be set at the beginning, in Appendix 1. The record should be
reviewed mid way and formally at the end completed as follows: You should explain that the purpose Outstanding performance
of the cycle or defined period. Regular of the meeting is to review the driver’s Objectives exceeded and competencies
more than fully demonstrated.
reviews, either formal meetings or 7.4.2 The appraisal interview performance against their performance
informal discussions will be particularly Preparing for the interview plan and a set of competencies.
Standard performance
useful if you do not have regular contact. You must give employees adequate Opportunities for further development
Objectives met and competencies fully
notice of the appraisal interview. It is should be discussed and noted on
demonstrated at required levels.
The annual performance review, often useful to provide a short form on which the form.
called an appraisal, should see the entire your employee can write their thoughts Below standard performance with
year’s performance assessed against the on what they think has gone well and Outcome development needs
set objectives and required competencies. not so well during the period; how they You should conclude with an overall Most objectives met but development
You should base this assessment on your can build on their achievements and assessment of performance over the required to fully meet requirements.
experience of managing drivers. It should any concerns. This can serve as a useful period being reviewed. This assessment
be backed up by the performance metrics memory jogger and help to put the covers both objective achievement and Unsatisfactory performance
discussed earlier and a formal rating employee at ease. competency demonstration. Performance unacceptable. Objectives not
met and competencies not demonstrated.
Some companies get employees to
assess themselves against the same
criteria. This makes the employee think
Tip
critically about their own performance
from your perspective and explore how In a good appraisal interview you will ensure:
they can improve their performance in • A comfortable environment, free from
the next review period. You can then interruptions, is used
compare the performance of employees • The driver is encouraged to do most of the
during this period and across periods, talking and line manager actively listens
using this assessment criteria.
• Performance is analysed, not personality
• The whole period is reviewed, not just
isolated events
• Achievement is recognised and rewarded
The meeting ends positively with an
agreed action plan to improve and sustain
performance in the future.

84 Effective Driver Management Effective Driver Management 85

 7.5.1 Game-based systems 7.5.2 Financial rewards
• Examples of the types of systems • Financial rewards, such as an
that could be used could include: increase in salary or cash bonuses,
league tables, traffic light could be offered monthly,
system, gold/silver/bronze quarterly or annually for the best
performing drivers or teams
• Games that compare the
performance of individuals and • You should take particular care
teams against their peers can spark when designing financial rewards
healthy competition among your to ensure that desired behaviours
drivers. They can also encourage are encouraged. For example, if you
the identification and application financially incentivise collision-free
of best practice among drivers driving, drivers may stop reporting
small collisions/incidents
• You could acknowledge your high
performing drivers at internal award • A financial-based reward system must
ceremonies, in company newsletters be transparent and fair to all parties.
or on noticeboards. It is important Developing these systems can take
7.5 Reward and recognition schemes Tip not only to recognise the best time and incur a significant amount
Positive reinforcement – rewarding
When analysing performance data it is driver of a category, but also most of administration costs. Additionally,
desired behaviours and good
important to ‘compare apples with apples’. improved, young category, etc when it comes to financial awards,
performance – is essential for managing
For example, the performance of drivers employees can get emotive and it could
behaviour, encouraging high performance who are working on a multi-drop urban route • Internal recognition can often be
lead to conflict with management
and incentivising performance. will not be comparable with those working enough on its own to motivate
on a long-distance depot-to-depot route. your employees to change and
7.5.3 Prizes and gifts
By rewarding good performance you improve their behaviour. The
• Prizes could be from a variety of
add meaning to the performance competition could be supported
sources – meal vouchers or service
management process and encourage a Your options: by financial rewards or prizes
station breakfast voucher for the best
culture that focuses on high performance
• Team targets: In some cases, incentives • One of the key challenges of using performing team/individual each week.
and successful attainment of objectives.
work better when targeted at these systems is how to engage with To promote wellbeing your company
Suitable reward should be a key outcome
teams rather than individuals. Social the middle 90 per cent of drivers. It is could offer a year’s gym membership
of an appraisal and should be discussed
compensation occurs when members simple to reward the top five per cent or even a weekend break for high
at this meeting where appropriate.
are expected to achieve goals that are and work on developing the bottom performance over a long period of time
important to both individual and group. five per cent. But the challenge is
You must make sure that reward systems, • Other prizes could include
This leads to increased effort and to engage with the middle 90 per
including pay and employee benefits, are choice of shifts for the following
performance from each team member cent. Guidance on how to have this
transparent and fair. This can be achieved month or extra days’ holidays
conversation is outlined in Section 7.6.4.
by linking rewards to the performance • Individual targets: It may be
• Alternatively, a point scheme could
metrics discussed in Section 7.2. better to target some rewards
be introduced with collected points
at individuals. This allows for
traded for gift vouchers. Points
competition between your individual
could be awarded for hitting mpg
employees and avoids punishing
targets, zero damage trips and
employees for the poor performance
maintaining an accident-free record
of other team members and the
resulting effect on team morale

86 Effective Driver Management Effective Driver Management 87

 7.5.4 Career rewards 7.6 Managing poor performance 7.6.1 Causes of poor performance Managers should work with employees
• Rewards linked to your drivers’ Most problems to do with performance, Managers must be able to recognise to identify and minimise these factors so
professional development could conduct, absence or personal issues are factors which could lead to poor that the likelihood of poor performance
include promotions or vocational generally dealt with by the line manager. performance in the workplace and occurring can be reduced. Awareness
qualifications. You should use the appreciate that in some cases they and prompt intervention will resolve and
appraisal process to identify drivers A performance management system will may be outside the individual address poor performance. The principal
who are ready for promotion help you to review performance regularly employee’s control. way to address poor performance is
to a management position. and identify poor performance early. to keeping asking why until all of the
Training opportunities for career Poor performance could include: Under-performance could be underlying causes of an incident of
development can be used as rewards caused by: bad performance are identified. Please
1. Failure to meet objectives.
to encourage high performance consider the example below:
• Unsuitability for the role
2. Unsatisfactory quality of work.
• Inadequate training
3. Breach of code of conduct
or work practice. • Inadequate resources
4. Conflict with colleagues. • Poor communication within
the organisation
• Poor change management practices
Tip
• Poor leadership and direction
Identifying those with management potential from within your organisation can reduce from management
time and cost of recruitment in the future. Internal management candidates will already
have the credibility to run teams and will know the processes, systems, structure and • Heavy workloads
culture in your organisation.
• Stress
A driver who has the potential to progress into a management position should possess
these qualities:
• Excellent communication skills – a ‘people person’
• Proactive in making suggestions and engaging with wider organisation
• Takes responsibility
• Multi-tasking abilities
• Understands and champions best practice ways of working
A driver has The driver was Transport manager The driver has Training has
crashed and on his phone was calling to not been trained not been made
If you identify someone with leadership potential you could give them additional
caused damage when he inform driver of to understand available to
responsibilities and see how they respond. If they continue to show potential
to his vehicle crashed change to route the dangers of the driver
explore training opportunities that help them to develop leadership skills.
this behaviour

88 Effective Driver Management Effective Driver Management 89

 7.6.2 Support and coaching Managers can make conversations with Successfully managing difficult
Tip
Managers must address and employees less difficult by (ACAS, 2017): conversations requires preparation,
Once the driver has acknowledged their poor agree the actions to remedy control and communication
• Having an informal conversation
performance, you will work together to identify the poor performance with the from managers.
to discuss the issue as
causes and how these can be overcome. employee at the earliest
soon as it is identified
You will provide feedback in writing that outlines: opportunity. It is important
• The performance problem
to discuss causes of this poor • Maintaining communication. If you are ‘Integrity is telling myself
performance so that practical approachable, employees are more the truth. And honesty is
• The improvement that is required solutions can be agreed. likely to discuss issues with you
• The timescale for achieving this improvement telling the truth to other
• Use employee representatives
• A review date 7.6.3 Holding difficult
to canvass and report back people.’ Spencer Johnson
conversations
• Any support that you will provide to help the driver. the general feeling amongst
This could include training or counselling depending Managers must engage
employees about issues/changes
on the nature of the issue with the employees regularly
and not avoid difficult
A copy of the note should be kept and used as the
basis for monitoring and reviewing performance over conversations. If prompt action
the period specified in your procedure. is not taken, this could:
You will inform the driver that this process aims to • Mislead the employee by
help them achieve the desired performance but that giving the impression that
failure to improve could result in disciplinary action
there is not an issue
and ultimately dismissal.
• Deny the employee the
You must remember that learning and chance to improve
behaviour change takes time. You should
use this opportunity to develop a strong • Reduce the productivity and
relationship with the driver by praising efficiency of your business
improvements in performance and
providing constructive criticism. This will • Damage team morale
help to improve their performance and through demonstrating
strengthen your team. an inconsistent approach

90 Effective Driver Management Effective Driver Management 91

 Tip Best Practice Meeting Agenda

Preparation Introduction 1. Explain the purpose of the meeting.

To prepare for your conversation managers must: 2. Set out the structure of the meeting.
• Establish the facts 3. Agree standards of behaviour required during the meeting.
• Reflect on what you know about the individual including their long-term 4. Reassure the employee about confidentiality regarding the issue
performance and personal circumstances and the conversation.
• Check your policies
Check • If possible you should have already spoken to the employee informally
• Seek guidance and support from other managers, from HR or from external about the problem – surprises can be hard to take
organisations
• Don’t be afraid of referring to your pre-prepared script. It will help you
• Select an appropriate room/space where you can have a private conversation stay in control
and not be interrupted
• Remember to focus on the issue not the person
• Set aside sufficient time for the meeting – don’t rush. It is useful to allow
time for a break to gather your thoughts or obtain further information, and State what the 5. Tell them what the problem is using your knowledge of the situation.
to give yourself breathing space after the meeting issues are and
6. Give specific examples and refer to dates, documents, work or specific interactions.
give evidence
7. Explain the impact of the problem on the individual, team and organisation.
Control
Managers need to control the meeting and how it progresses and must remain Check • If you have been monitoring their behaviour or conduct this should have
objective and non-judgmental at all times. Decide what tactics are working and been agreed with them earlier
recognise if a change of approach is required.
Ask for an 8. Listen to what they have to say.
Managers must control your emotions and maintain a professional manner explanation
to ensure that the employee feels they are being dealt with fairly, and give 9. Acknowledge their position and any mitigating circumstances.
the manager the confidence to deal with the problem 10. Introduce your questions and explore the issues together.

Check • Keep an open mind and don’t jump to conclusions

Communication
• If new evidence emerges, adjourn the meeting if this feels appropriate
Difficult conversations should be held face to face where possible. There
are a number of techniques that will assist with engaging with the employee, • Remember that you are in control. Use questioning techniques to avoid
to obtain the maximum benefit from the discussion. diversions or too much repetition

Active listening demonstrates to the employee that he/she has something • You may have to be firm and keep restating your position
worthwhile to say and strengthens the relationship between the manager and • Stay clear of emotive language and don’t respond to manipulative behaviour
the employee. Non-verbal behaviour is a key part of active listening, and eye
contact should be maintained at all times, using encouraging and supportive Agree a way 11. Ask the employee for proposals to resolve the situation.
facial expressions and gestures. forward
12. Discuss the options.
Ask the right questions to maximise the amount of information that can
be obtained from the conversation, making resolving the issue easier. 13. Make a decision. Remember – you are in charge.

• At the start of the discussion it is often best to ask open questions 14. Arrange a follow-up meeting.
e.g. ‘How do you feel about…?’ This will get the employee talking and 15. Monitor and feedback on progress and continue to provide support where agreed.
allows decisions to be made on where to take the conversation
• These can be followed up with more probing questions Check Document any agreement and give a copy to the employee. This should include:

Closed questions might be used to verify information e.g. ‘What time did • Agreed outcomes with dates and standards required
it happen?’ To drive improvements in performance and providing constructive • Any support or training to be provided by you
criticism and feedback
• Any consequences if the agreement is breached

92 Effective Driver Management Effective Driver Management 93

7.6.4 Disciplinary procedure 3. Hold a meeting with the employee Managers should only resort to
If the informal approach fails, it may be to discuss the problem dismissal if warnings fail or in the event
necessary for the manager to take formal The nature of the complaint against the of gross misconduct (disciplinary rules
action, which could result eventually in employee must be explained along with should give examples of acts which
dismissal if the employee fails to make any evidence obtained. The employee will be regarded as gross misconduct,
the necessary improvement. should then be given an opportunity such as theft or physical violence). In
to respond to the allegations. It is this case, this must be given in writing,
The Acas statutory Code of Practice important that the employee is also detailing the reasons for the dismissal,
on discipline and grievance is issued given an opportunity to raise points, when their employment contract
under section 199 of the Trade Union and present evidence and ask questions. terminates and the right to appeal.
Labour Relations (Consolidation) Act 1992.
4. Allow the employee to be 6. Provide employees with an
An employment tribunal will be able to
accompanied at the meeting opportunity to appeal
adjust any awards made in relevant cases
The employee has a statutory right Appeals should be held at the
by up to 25 per cent for unreasonable
to be accompanied by a fellow worker, earliest possible opportunity if
failure to comply with any provision
a trade union representative, or an requested by the employee. The
of the code.
official employed by a trade union. manager must be totally impartial
and where possible, it should be
Mangers must follow a number of steps 5. Decide on appropriate action
heard by a manager who has not
when handling disciplinary issues in the After the meeting you must decide
previously been involved in the case.
workplace, these are: whether disciplinary or other action
is justified. You must then inform the
1. Establish the facts 2. Inform the employee of the problem employee in writing of the decision.
Investigate the issue as soon as Notify the employee in writing
‘Knowing what's right
reasonably possible, while details if there is a disciplinary case to
The first stage is usually a first written
warning. In the event of further
doesn't mean much
are fresh in people’s minds. This answer. In this letter, information
misconduct, or if the initial poor unless you do what's
stage could involve interviews with should include enough detail about
those involved and collection of the alleged misconduct or poor
performance is sufficiently serious, right.’ Theodore Roosevelt
a final written warning can be given.
data that could be used as evidence performance to enable the employee
These warnings should include:
(for instance, attendance record). to prepare to answer the case in the
disciplinary meeting. Copies of any • The nature of the misconduct
written information, such as witness
• The change in performance/
statements, should be provided prior
behaviour that is required
to the meeting if deemed appropriate.
• How long the warning
The notification should outline
will remain current
the potential consequences of the
disciplinary procedure. It should • The consequences of
give details of the time and venue of further misconduct
the disciplinary meeting and inform
the employee of their right to be
accompanied at this meeting.

94 Effective Driver Management Effective Driver Management 95

 8. Health, safety
and wellbeing
8 Health, safety and wellbeing 8.1 Proactive management of wellbeing
Health, safety and employees wellbeing There is considerable concern about the
are increasingly being recognised as impact of driving lifestyles. Research finds
vital to employers. Traditionally a large that the major health-related issues for
emphasis was placed on health and commercial drivers are (Korelitz, J.J, et al,
safety, but importance is now also being 1993; Krueger, G.P, et al, 2007):
attached to wellbeing. Vehicle safety
and ‘wellbeing’ is taken seriously, with
regular maintenance and assessments.
It is important that this approach Health related issues
is applied to employees.

This section provides guidance on best • Obesity

practice in health, safety and wellbeing. • Poor nutrition
There are many DCPC training courses • Lack of exercise
available, under the syllabus headings:
• Hypertension
Personal health and wellbeing, and
Physical/mental health and wellbeing. • Cardiovascular and heart disease
Examples include: • Diabetes

• Health and safety for HGV drivers • Hearing and vision problems
• Fatigue
• Driver CPC – vulnerable users
• Musculoskeletal disorders
• Prevention and emergency (back and neck pain)
first on scene • Psychological stress and mental
• Road risk, drug and alcohol awareness health disorders
• Alcohol, prescription drugs
• Health and safety and manual handling and other chemicals
• Safe and economic driving • Smoking
and personal wellbeing
• Driver hours and safe driving
• The healthy driver

96 Effective Driver Management Effective Driver Management 97

Drivers who take time off due to • A voluntary annual ‘self-check’ Changes to health
sickness increase operational costs questionnaire. This should include between checks
and contributes to the driver shortage. questions to increase awareness Driver support
• If there are any changes
However, employers often prioritise of key risks to personal health,
to a driver’s health status,
organisational aims, such as profits and with advice on support should
they must be re-referred Commitment from senior management
business development over wellbeing, the results raise concerns
to the occupational health • Managers should appreciate that there will need
which is seen as a separate and distinct
assessor or their GP to be some investment in a wellbeing campaign
‘add on’ to business. It is therefore vital These checks allow the proactive
• The value of this monetary spend must be
to ensure that health and wellbeing are identification of individual health risks. • All drivers are required by understood and the possible return on investment
top of the agenda. They should be seen Depending on the specific case, this law to inform their employer • Management should participate in programmes
as a KPI that is reported on in the same might allow: and the DVLA of any
way as profitability. changes in health conditions Involve employees
• Action to be taken to prevent the risks
(see the DVLA website) • Investigate the issues facing your organisation
from resulting in a medical impairment
Training is available for Managers • Understand the key challenges faced by drivers
• It is highly important that
provided by the FORS Practitioner Module • Medical action to prevent the through interviews/ questionnaires
the health assessment has
– Managing driver fitness and health. symptoms worsening • Explore data to highlight key trends to discuss
been carried out before the with employees
Available at: www.fors-online.org.uk/cms/
driver continues driving
training/ Note: Health checks, screening and Communicate effectively
questionnaires can raise concerns that
8.1.3 Proactively support • Share recent health stats and information with
8.1.2 Driver health checks drivers might lose their licences and/or drivers – ensure this is accessible to all drivers
drivers in their lifestyle
It is vital to ensure that your drivers are jobs if they are unwell. These initiatives • Make sure that this information is visibile – in cabs,
What can managers do to
healthy and well, and can safely operate must be accompanied with clear and staff rooms, depots and face-to-face where possible
reduce the risks of experiencing
your vehicles. A medical examination concise messaging defining what the data • Look to engage 'health champions' among your
these health issues?
is required by law when a HGV licence will be used for, and what will happen driver pool to spread key messages
is first applied for, valid until the age of should a driver be declared unfit to drive. • Ensure these messages are motivating to employees
45, then must be undertaken at 5 years – what is in it for them?
intervals, until the age of 65, when this Potential solution: Many organisations • Look to create healthy competition where possible
is required on an annual basis. will temporarily remove their drivers (see Reward and recognition)
from driving duties in the event of ill
Make healthy choices easy choices
In addition to this, it is best practice health and while they are being supported
• Make sure the recommended wellbeing actions are
to offer: to return to fitness. In the case of severe easy for drivers to get involved in
health impairments, a driver could be
• A voluntary annual health check • Where possible, ensure the cafeteria and vending
offered a permanent alternative post. available in depots is stocked with healthy options
from occupational health to check
blood pressure, urine for diabetes, • Ensure the working environment of all drivers is
waist measurement, body mass adaptable to minimise musculoskeletal problems –
consider the cab seat
index, hearing and eyesight
Evaluate success
• Measure the impact of actions through
questionnaires / interviews
• Share good news stories and feedback with drivers

(Roberts, S, et al, 1997; Krueger, G.P, et al, 2007;

Log Transport Safety Council 2008; Coombs, J. (2015)).

98 Effective Driver Management Effective Driver Management 99

What sorts of things can be reactive, with a focus on rehabilitation Here are some of the things to be ‘Take care of your
implemented? back to work. considered, spanning a range of issues:
Employees must understand the simple employees and they’ll
• Develop a printed company calendar
changes they can make to enhance their It is important to note that changing
with health messages (the illustrations take care of your
wellbeing. If a proactive and tailored drivers’ behaviours is not going to be
approach to wellbeing is undertaken, an easy ‘quick fix’. Sustainable behaviour
drawn by drivers’ children) business,’ Richard Branson
this can reduce the impact of common change takes time. The first step • Display education posters
issues before they have a negative impact to changing behaviour is increasing at each site with key health
on the business. Ensure this approach awareness of one’s present state. messages throughout the year
is comprehensive – proactive, as well as

Should you wish to target a specific challenge within your organisation,

you might consider the following (CIPD (2016):

Operator initiatives Operator initiatives

Key issues Key issues
Proactive Reactive Proactive Reactive

Obesity • Healthy food options being available • Referring employees to • Physical health • Offer eyesight vouchers • Offer discount vouchers off glasses
• Nutrition on each site dieting groups
• Hearing/vision • Eyesight test charts on each site • Individual advice from occupational
• Exercise • Provide food in the depot in with instructions on how drivers health/referral to GP on any
• Diabetes
the morning can test their own eyesight health matter
• Cardiovascular
• Offer employee workshops about • Ensure drivers are trained on • Health insurance
problems
nutrition and the importance manual handling
• Return to work schemes
of exercise • Musculoskeletal
• Adapt driver seats and cabs to
problems • Adapting a driver’s cab when they
• Ice boxes for each driver to put suit their height and
are experiencing back pain
in their cabs (to allow storage musculoskeletal needs
of healthy food)
Lifestyle • Sessions and leaflets informing • Run ‘quit smoking’ programmes
• Sponsorship/organisation of team
• Alcohol drivers on the negative impact (refer to NHS for support)
sporting events
of alcohol, drugs and smoking on
• Drugs • Run drug testing initiatives:
• Free/contribution to gym their health
random sampling
membership (based on commitment • Smoking
from driver)
• Provide cycle racks and showers Mental health • Undertaking assessments to ensure • Employee assistance programme
• Stress drivers can complete their rounds
• Provide step counters to increase • Counselling
within the set hours
awareness of how sedentary drivers • Anxiety
lifestyles are • Train line managers to identify risk
• Depression signs and be comfortable having
• Install alarms in cabs to alert the conversations around mental health
driver when they have not moved
from their seat in a certain number • Before handing out vehicle keys,
of hours ask: How are you feeling? Ask same
question during shift debrief

100 Effective Driver Management Effective Driver Management 101

This information can be shared widely Commonly, people who are not The Time to Change government The following organisations also offer
with drivers’ families and spouses to thoroughly trained do not feel campaign offers a range of resources free resources that can be accessed
support them in identifying health and comfortable discussing the wellbeing and for businesses to get involved – see: to ensure your employees receive
wellbeing concerns. mental health challenges their colleagues www.time-to-change.org.uk/get-involved/ appropriate support:
are facing. This is because: get-your-workplace-involved
Consideration could be given to elements
• We worry it will make the other
of lifestyle support that can be provided
person feel uncomfortable or
for agency staff members. After a Organisation Website Services
embarrassed (58 per cent)
qualifying period, agency staff could
be offered access to your employee • We don’t know what to say (32 per cent) Samaritans www.samaritans.org Provides confidential, non-judgmental
assistance programme and eyesight emotional support for people experiencing
• We worry the other person won’t want feelings of distress or despair, including
vouchers. This must be managed with
to talk about it with us (32 per cent) those that could lead to suicide. You can
the agency directly, knowing what phone, email, write a letter or in most cases
benefits are available directly through • We worry that we wouldn’t feel talk to someone face to face.
the agency driver’s employer and what we could help (27 per cent)
can be done to enhance them. Mind Infoline www.mind.org.uk Mind provides confidential mental health
It is vital to encourage your employees information services.
8.1.4 Mental health awareness to speak about their wellbeing and With support and understanding, Mind
As well as considering physical health, mental health. This can be approached enables people to make informed choices.
it is vital to think about the steps that through a variety of ways: The Infoline gives information on types
can be taken to ensure the employees of mental distress, where to get help,
• Formal training sessions increasing drug treatments, alternative therapies and
are not suffering mental health issues.
awareness of mental health, advocacy. Mind has around 140 local centres
offering tips on how to start providing local mental health services.
Why?
conversations about it, and how
Rethink Mental www.rethink.org/about-us/our- Provides expert advice and information
• 1 in 6 workers experience to support colleagues who are Illness Advice Line mental-health-advice to people with mental health problems and
depression, stress or anxiety facing mental health challenges those who care for them, as well as giving
help to health professionals, employers and
• Mental ill health is the leading cause • Sharing information through poster staff. Rethink also runs services and groups
of sickness absence in the UK campaigns, intranet and newsletters across England and Northern Ireland.

• 1 in 10 people have resigned from • Creating a network of mental health Saneline www.sane.org.uk Saneline is a national mental health helpline
a position through stress, and champions who are passionate about providing information and support to people
one in four have considered it wellbeing, and share their personal with mental health problems and those who
support them.
experiences with their colleagues
• 19 per cent of staff feel they can’t speak
to managers about stress at work

102 Effective Driver Management Effective Driver Management 103

8.1.5 Evaluating success • In-vehicle mechanisms: Detecting Shift work may result in:
High Risk Shift Scenarios
Managers should monitor the and informing drivers of signs of
• Disruption to the natural
effectiveness of the initiatives, to fatigue or vigilance impairment
The Royal Society for the Prevention of internal body clock
understand the benefits the employees Accidents estimates the risk of a driver falling through, for instance, lane
are gaining from this investment. asleep at the wheel at 2am to be 50 times departure warning systems • Fatigue
greater than at 10am [1]
• Sleeping difficulties
What should be measured? 8.2.1 What is shift work?
This depends on the context, the Workers on 12-hour shifts (compared with There is no specific definition of shift • Disturbed appetite and digestion
challenges faced prior to implementing eight hours) were significantly sleepier at work in law, but it usually means:
the end of a shift, especially at 7am [2] • Reliance on sedatives and/or stimulants
the initiatives, and what issues were
• A work activity scheduled outside
identified for improvement. • Social and domestic problems
17 hours of sustained wakefulness leads to standard daytime hours, where there
a decrease in driving performance equivalent may be a hand-over of duty from one
Factors to be evaluated and measured to a blood alcohol level of 0.05% (two glasses These challenges can in turn affect
individual or work group to another
(Leeds Beckett University, 2014): of wine) [3] performance, increase the likelihood of
• A pattern of work where one errors and accidents at work, and possibly
• Absence rates
employee replaces another on the have a negative effect on health. In the
• Disciplinary cases To combat fatigue at the wheel, several same job within a 24-hour period transport industry it is vital to maintain
measures are available and are being widely a satisfactory level of productivity and
• Employee turnover rates
implemented (Sagaspe P. et al, (2010): Standard daytime hours are safety (Mustard, et al, 2102: Folkard S,
• Exit interviews AAA Foundation for Traffic Safety, (2010): considered as: et al, 2003: Folkhard S, et al, 2005).
• Return to work interviews • Selection: Ensuring drivers live within • A work schedule involving an
The risk of work-related accidents
a one-hour radius of their depot activity during the day, commonly
• Performance and errors has been found:
for a period of eight hours between
• Regulations: Enforcing a maximum role
07:00 and 19:00. There are usually • To be higher on the night shift
8.2 Managing driver fatigue and route-dependent working time
two periods of work, one in the
Fatigue at the wheel is one of the recently • To rise with increasing shift
• Driver check-in: Enforcing stops along morning and one in the afternoon,
uncovered reasons behind a large length over eight hours
the driver’s route and ensuring drivers separated by a lunch-time break.
proportion of fatal car crashes.
take a break, park the vehicle, go for • To increase over successive
Research shows:
a walk and call the base to check in 8.2.2 What are the effects shifts, especially night shifts
• Fatigue reduces reaction time, of shift work?
– Note: Legally drivers must take a • To increase when there are
alertness, concentration and decision- Sleep provides the body and mind
45-minute break after 4.5 hours’ not enough breaks
making, all crucial driving skills with the necessary time to rest,
driving. It is recommended that
recuperate and re-energise for the
• Tired drivers are much more likely after two hours 15 minutes drivers
next day. In the adult general population,
to have an accident, and the crash take a 10-minute break to improve
seven to eight consecutive hours are
is likely to be severe because a drowsy alertness. During this break the driver
considered a healthy length of time
or sleeping driver does not usually could carry out a vehicle and load
spent asleep (Monk T H, et al 1992:
brake or swerve before the impact check, requiring them to leave the
Smith C S, et al, 2003).
cab, walk and breathe fresh air

104 Effective Driver Management Effective Driver Management 105

 8.2.3 How can we reduce these risks?
Figure 2: Further References
Legal requirements
The relative incident risk over four
All employees must legally comply with
successive night shifts The Health and Safety Employers have a duty of care to ensure, so far is reasonably
a number of regulations within the UK. at Work Act (1974) practical, the health and safety of all employees who drive
for them. This duty of care also extends to all those who may
1.4
The Working Time Regulations 1998 (WTR) be affected by company business, including other road users,
define the minimum legal requirements pedestrians and general public.
1.3
on how to organise working time. Road Health and safety law does not apply to commuting unless the
1.2 transport workers are only subject to employee is travelling from a home to a location not considered
certain provisions of these Regulations, their usual place of work.
1.1 covered by the Road Transport Directive
The management of Employers must access the risks involved in their staff’s use
(2002/15/EC). Health and Safety at of the road for work and put in place all reasonable practical
1 Work Regulations (1999) measures to manage fatigue risk. This should include an assessment
When planning shift work, managers of the driver, taking into account drivers’ work schedules, vehicles
0.9 must also comply with employers’ and the journeys they make.
Successive Nights
general duties under the Health and
Safety at Work Act 1974 (the HSW Act) and The Railways and Under ‘Regulation 25 – Fatigue’, duty holders are required to manage
Other Guided Transport fatigue in safety-critical workers.
the Management of Health and Safety Systems (Safety)
at Work Regulations 1999 (MHSWR). Regulations (ROGS) (2006)

Under the Safety Representatives and UK Drivers’ Hours Rules The rules specify maximum driving times, frequency of breaks,
Safety Committees Regulations 1977 minimum rest periods and requirements for record keeping
and the Health and Safety (Consultation (eg tachographs) for good vehicles <3.5 tons and passenger vehicles
carrying more fewer than nine people (see Appendix 1) [38].
with Employees) Regulations 1996,
employers must consult with employees European Union The rules and regulations specify maximum driving times, frequency
on health and safety matters. Drivers’ Hours Rules of breaks, minimum rest periods and requirements for record keeping
and Regulations (eg tachographs) for goods vehicles >3.5 tons and passenger vehicles
See summary of these regulations carrying more than nine people (see Appendix 1) [38]
in Table 1.
The Working Time The WTRs include limits on the number of hours employees can
(Amendment) Regulations be required to work per week by employers, limit night work hours,
(WTRS) (1998) and include provision for rest breaks, paid annual leave and health
assessments for night workers. Duty holders need to consider
and comply with requirements of WTRs, but complying with the
WTRs is not in itself sufficient to adequately control risks from
staff and fatigue.
The WTRs are not risk based, nor are they are ‘relevant statutory
provisions’ made under the Health and Safety at Work Act (1974).
They contain many exemptions and opt outs. For safety-critical
workers (as defined under ROGS), the WTRs provisions are therefore
in addition to, not instead of, protection under the ROGS.

106 Effective Driver Management Effective Driver Management 107

Risk management of shifts Good practice guidelines for shift-work • Make sure your employees have
Managers can take additional steps Shift risk management schedule design adequate rest time between
to improve the health and safety process: There are many different shift-work successive shifts (a minimum
of employees in addition to adhering schedules, each with different features. of 11 hours as specified by the
to the law. A planned approach to The diversity of work roles and Working Time Regulations 1998)
1. Seek commitment from management
assessing and managing the risks of workplaces means there is no single
• Ensure senior management (those • Ensure a minimum of two successive
shift work can financially benefit the optimal shift system for everyone.
making business decisions) are included rest days to allow adequate recovery
organisation by: in the develoment of shift-working time when switching between day
arrangements Use the current knowledge of best
• Lowering sickness and absenteeism and night shifts and vice versa
practice below to contribute to the
• Decreasing lost-time incidents 2. Assess the risks and identify where design of your shift schedules: • Build regular free weekends
improvements can be made into shift schedules
• Reducing the risk of fatigue- • Consider risk factors at work and those
• Avoid placing drivers on permanent
related accidents who might be harmed by them. Gather shifts (early or late), by implementing • Work closely with each individual
and evaluate information about shift- a rotating shift schedule employee to ensure they are
• Reduce the likelihood of
working arrangements being placed on a shift pattern
compensation claims • If possible, rotate shifts forwards (from
• Consider whether specific groups of that will suit their lifestyle
morning to afternoon to evening)
• Increasing work efficiency staff might be more vulnerable than
others (eg age, those with health • Rotate shifts quickly, for example, every Workload:
• Improving product quality conditions) two to three days, avoiding weekly/
• Ensure your drivers’ workloads are
• Reducing staff turnover fortnightly rotating shift schedules
3. Consult employees appropriate and achievable during
• Work with employees to understand • Avoid starting morning shifts the length and timing of the shift
For more advice on the fatigue risk
their experience of the advantages and before 07:00 (where possible)
assessment process see: RSSB – Managing disadvantages of existing work patterns. • If practical, allow your drivers a
occupational road risk associated with Invite the contribution of ideas for • Limit shifts to a maximum choice around the order in which
driver fatigue: A good practice guide improvement of 12 hours Limit demanding, work tasks should be completed
monotonous, dangerous and/or
4. Implement interventions • Avoid scheduling demanding,
safety critical shifts to eight hours
• Consider and prioritise where to make dangerous, monotonous and/
improvements • Limit consecutive working days or safety-critical work during the
to a maximum of seven days or night, early morning, towards
• Improve the shift work schedule based
on this assessment less in accordance with the EU the end of long shifts and during
Drivers Hours Regulations other periods of low alertness
• Limit consecutive working days for
those working >8 hour night shifts/
early mornings to three days

108 Effective Driver Management Effective Driver Management 109

Additional considerations: • Make provision to release your staff For more advice and information about • Encouraging drivers to consider
for foreseeable training, development the reasons for these recommendations fatigue-related driving risk as
• Arrange shift start/end times
and communication needs please refer to Health and Safety a personal responsibility
to be convenient for public
Executive (2006). Managing shiftwork:
transport or consider providing • Encourage interaction among your • The early signs of fatigue and
Health and safety guidance. Surrey: HSE.
transportation for your drivers workers and provide a means of what to do if they begin to
communication for lone workers feel tired during a journey
• Encourage and promote the benefit Top tips for drivers working shifts
of your drivers taking regular breaks • Agree on and ensure that timing Awareness • The tendency towards enhanced
away from the vehicle/workplace and procedures for transmitting Managers should, as part of recruitment, fatigue associated with ageing
information to the next shift training and staff appraisals, ensure and certain medical conditions
• Where possible, allow discretion
team are followed at all times your drivers and line managers are
over where and when your • The risks of making a lengthy
reminded about:
drivers take a break • Encourage your drivers to home journey after a day’s work
inform their doctor about their • The danger of falling away from their normal base
Good practice guidelines for improving working arrangements asleep at the wheel
• The organisation’s policy on
the shift work environment:
• Promote healthy living strategies • The main causes of falling what staff should do if they feel
• Make sure supervisors and team such as increasing exercise and asleep at the wheel fatigued before or while driving
members with responsibility for shift- improving diet – for example, provide
• The need for safe journey planning
working arrangements are aware of the shift workers with fruit when Following such training, this information
risks associated with shift work and can arriving for their shift at the depot • The need to get adequate sleep before should also be available as a reference
recognise shift work-related problems starting to drive (at least seven hours) at all times in the Driver Handbook
• Ensure that free health assessments
(see Appendix 8.5)
• Control overtime and shift swapping are provided for night workers • The dangers of ‘moonlighting’
by monitoring and recording hours or spending too long on evening
• Where employees have to travel a
worked and rest periods. Discourage hobbies, social activities or domestic
your drivers from taking second jobs
long distance to a work location at the
work that limit rest periods
About 40% of sleep-
• Make provision in the work schedule
beginning of the day or the journey
is likely to take more than two hours, • The times of day when fatigue is most
related accidents
to allow adequate rest for those consider asking staff to travel the common (02:00-06:00; 14:00-16:00) involve commercial
workers carrying out standby/ night before and stay overnight vehicles, Gov.uk
on-call duties or overtime
• Share long drives with a second driver
• Provide training and information under the double manning rules
for your drivers, their families and
management on the risks associated
with shift work and on coping
strategies. This may help them
to cope better with shift work

110 Effective Driver Management Effective Driver Management 111

Useful Measuring success When making changes to the system
hand-outs Managers must periodically review the it is important to monitor and undertake
and tools: shift-working arrangements and any a risk assessment before and after any
training rolled out to make sure these changes take place.
are effective.
Useful indicators below will assist in
determining if changes have helped:
Before you get in
the vehicle
Indicator Measures of success

Fatigue Utilise the HSE fatigue / risk index for shift workers

Sleepiness at work The Epworth Sleepiness Scale (ESS) provides a subjective measure
of sleepiness using a short questionnaire. The higher score, the
higher level of sleepiness.

Accidents, near misses and Do records show a reduction in accidents, near misses and
safety-critical events safety-critical events?
3
August 2016
Absenteeism Do records show a decrease in absenteeism?

Before you get in the vehicle... Before you get in the vehicle... Staff turnover Do records show a decrease in staff turnover?
Safer Journey Planning Safer Journey Planning
Employee welfare Interview and survey workers to understand whether the
Thousands of crashes are caused by tired drivers. They are usually severe because a Reduce Your Driving Time
sleeping driver cannot brake or swerve and so the impacts occur at high speed. You are
most likely to feel sleepy when driving:
Follow any limits set by your employer on maximum driving distances and/or times. If you arrangements are working positively for them.
are subject to drivers’ hours and tachograph rules, make sure you comply with them.

Plan where you can take a break about every 2 hours, and build in enough time to do so.
• On long journeys on monotonous roads Take rest breaks as planned – resist the temptation to carry on. If possible, share the driving
with a colleague. If necessary, plan an overnight stop. Performance and Do records show an increase in performance? For example,
• Between 2am and 6am or between 2pm and 4pm
Make Sure You Are Well Rested productivity have customer/driver interaction ratings improved? Are drivers
Avoid driving when you would normally be asleep, and make sure you get plenty of sleep
• After having less sleep than normal before a long drive. Keep meals light during or before you drive; heavy meals can make you
drowsy.
making decisions to choose the most efficient route?
• After drinking alcohol or taking medicines Stop If You Feel Tired
which cause drowsiness
Find somewhere safe to stop (not the hard shoulder), take two cups of strong coffee and
a ‘catnap’ for 15 – 20 minutes. But remember, sleep is the only cure for tiredness. So, if
• On journeys home after night shifts. necessary, find somewhere safe to sleep overnight.

Discuss Concerns with Your Manager

Most, if not all, of the risk can be avoided if you: If you are concerned about your driving hours, journeys or schedules, or if you find yourself
driving when too tired, discuss this with your line manager.

Reduce Driving For more advice, see:

Where possible, avoid driving by using the phone, Driving for Work: Safer Journey Planner at www.rospa.com/road-safety/resources/free/
email or video-conferencing, or the train or plane. employers/ and
Maximize car sharing to reduce the number of journeys. Safer Journey Planner at www.rospa.com/road-safety/resources/free/drivers/

Avoid the Most Dangerous Times

Avoid driving at night, especially after a long shift, or after drinking alcohol or taking
medicines that make you drowsy.

Check weather forecasts and traffic reports before you set off and try to avoid driving in poor
conditions. If the emergency services are recommending that people don’t travel unless it
is absolutely necessary, consult your manager and if you cannot contact them, don’t make
the journey.

5 6

112 Effective Driver Management Effective Driver Management 113

8.3 Return to work procedure disorder. Characteristic symptoms When interacting with an employee needs. However, it is important to take
It is recognised that staff operating include ‘persistent re-experiencing of the it is important to bear in mind that there time to understand how the driver is
vehicles involved in collisions, and traumatic event, persistent avoidance of is no ‘one size fits all’ approach responding to the trauma and come
in particular fatalities, are at risk stimuli associated with the trauma and for everyone and every trauma. to an appropriate solution to avoid a
of experiencing stress and anxiety. numbing of general responsiveness’. repeat incident while the driver is still
Note: experiencing anxiety.
Returning to work following a collision It is important that those who are As a business, it is vital to continue
can be daunting. Drivers’ confidence can involved in traumatic events receive the operating and meeting your customer’s
be set back and they can experience appropriate help.
post-collision driving anxiety,
nervousness and discomfort. The FORS-specific Collision Management Dos Don’ts
Toolkit provides guidance on how best
Further, those involved in fatal collisions to return your employees to work Place driver’s health and wellbeing as your Make assumptions that the driver will be
highest priority. OK based on past experience.
might experience post-traumatic stress following a collision.
disorder (PTSD), a recognised mental Take time to assess the individual’s needs based Rush decisions in light of operational pressures.
on the specific context of the collision.

Give the driver space to speak and share how Prevent the person from talking about
8.3.1 Management guidance they are feeling – actively listening. their anxieties.
Post-accident process Rush conversations.

Offer the driver the option of being relieved Ignore the driver’s concerns.
from duty. Try and remove as many stress-
Pressure the driver to return to work
inducing factors as possible.
immediately following a collision.

Refer the driver to specialists for advice that Offer advice about how to overcome
you are not qualified to provide – within your psychological and medical difficulties.
organisation (HR if possible), and to their GP.
Discuss collision If experiencing Liaise with Offer the On return to
with employee – physical pain or specialist and employee work, the driver Offer/recommend formal counselling on Force the driver to receive formal counselling
assess their needs severe anxiety employee to the option of should be a voluntary basis, approximately one month if this is not wanted or necessary.
direct to doctor understand returning to accompanied post incident should the driver still be
for medical recovery work, going off- for their first experiencing symptoms.
assessment timescales to duty, or reducing journeys.
(GP or internal inform return their hours.
occupational to work plans/
health) to adjustments
undertake a required to
fitness for return to work.
returning to work
assessment.

114 Effective Driver Management Effective Driver Management 115

 Support network ‘Having a personality of
Drivers experiencing trauma are often
more comfortable speaking to others caring about people is
who have either gone through a similar important. You can’t be
event or are familiar speaking to those
suffering following a collision.
a good leader unless you
generally like people. That
Research shows that drivers feel relief is how you bring out the
in talking to the public or colleagues with
similar experience, and find this more best in them.’ Richard Branson
comfortable than speaking with medical
or mental health professionals 8.
8.4 Eyesight testing
Vision problems are common – almost
What can you do?
three-quarters of the UK population
Set up a buddy support system.
either wear glasses or contact lenses, or
Here’s how:
have had laser eye surgery to correct their
• Call for volunteers within your vision. Road crashes as a result of poor
Case study:
organisation who have experienced driver vision are estimated to cause 2,900
Arriva Trains Wales
a collision and are willing to support casualties and cost £33m in the UK a year.
others experiencing trauma
Following an operational fatality, the needs and ensure they are available to
It is therefore essential that all drivers
company identified a lack of consistency support staff. • Ensure the volunteers undergo a
vision is regularly assessed and taking
in the support given to staff. training process so that they are aware
corrective measures where appropriate.
If symptoms are still being experienced of the types of support they should
Good practice suggests that a basic
A review was carried out of existing 28 days after an incident onwards, be offering, the time they should be
eyesight test should be conducted
‘chain of care’ and support procedures, employees are referred to an spending on this, and what to do if they
‘in house’ every six months.
involving employees who had occupational health provider. Following suspect the individual is experiencing
experienced problems, and this led necessary treatment (up to 12 weeks issues requiring professional support
Eyesight tests can also provide useful
to revisions in procedures and policy. of sessions), a return to work plan
• In a small operating company, insights into the general wellbeing
is incorporated in the specialist’s
look to partner with other of a person. An eye test could detect
The company’s commitment to assessment report.
small operators in your area early signs of high blood pressure,
supporting temporary and fixed-term
high cholesterol and even mental
staff involved in a traumatic event at This may include a phased re-
Make the buddy support system health problems.
work extends to managers who attend introduction to the driving environment,
available to your employees shortly after
the scene of an incident or who may using simulation or re-familiarisation
involvement in a traumatic incident, and
be affected through dealing with training for a blameworthy collision,
ensure it is offered on a voluntary basis.
traumatised employees. before returning to real-time experience
in the cab with a driving instructor, and
The first 27 days after an incident are ultimately returning to driving duties.
designated as ‘watchful waiting’, during
which line management refer staff to www.orr.gov.uk/__data/assets/pdf_
medical practitioners, manage immediate file/0020/2783/atw-stress-case-study.pdf

116 Effective Driver Management Effective Driver Management 117

8.4.1 Driver eyesight: the law 8.4.2 Eyesight tests 8.5 Drug and alcohol testing
Tip
Changes in eyesight can be gradual, and The Health and Safety at Work Act 1974
it is possible to lose up to 40 per cent of states that, as an employer, all employers • Random drug and alcohol testing should
Tip your vision before noticing it. The Eyecare have a duty of care to ensure your drivers be in your employees’ contract of work –
The DVLA driving eyesight rules state that: Trust recommends having a professional are not under the influence of any drugs this removes the option to refuse
eye test, at least once every two years, or alcohol at work. random tests.
You must be able to read – with glasses or
contact lenses if necessary – a car number
or immediately if an issue is discovered. • Remember: drugs and alcohol tests will
plate made after 1 September 2001 from A professional eye test not only checks An employer, who does not monitor and be undertaken by a GP or occupational
vision over distance, but also for defects enforce this act, may be prosecuted, as it health assessor at the time of obtaining
20 metres.
a HGV medical certificate.
You must also meet the minimum eyesight
such as problems seeing things in your is a criminal offence under The Transport
central or peripheral vision. and Works Act 1992. The organisation’s • It is good practice to have random drugs
standard for driving by having a visual acuity
drugs and alcohol policy must be screening and testing periodically.
of at least decimal 0.5 (6/12) measured on the
Snellen scale (with glasses or contact lenses, Supporting the drivers included within all employment contracts • Always offer support to employees who
if necessary) using both eyes together or, Ensure access for drivers to get their to ensure the employee is aware of the have had a history of drug misuse by
if you have sight in one eye only, in that eye. providing them with counselling. As there
eyes tested and ensure that their vision consequences for failing to comply. An
is a shortage of staff, it is essential that
You must also have an adequate field meets the legal requirements for driving. organisation of any size can manage the we work with our drivers to retain them.
of vision. Suggestions include: misuse of drugs and alcohol at work via
the steps on the facing page. • Seek permission from employees before
There are additional rules for lorry and
bus drivers. These state that:
• Allowing paid time off for eye tests carrying out random drug testing under
the health and safety policy of your
You must have a visual acuity at least • Paying for driver’s eye tests Confidential reporting system and organisation.
0.8 (6/7.5) measured on the Snellen scale self-referral:
in your best eye and at least 0.1 (6/60) on • Arranging a discount scheme • No one is specifically targeted during
Encouraging self-referral in the workplace a random drugs test.
the Snellen scale in the other eye. You with local opticians
and offering support is important.
can reach this standard using glasses with • UNISON states that drugs and alcohol
a corrective power not more than (+) 8
• Arranging for an optician to visit
search and testing procedures must be
dioptres, or with contact lenses. There’s your depot to carry out eye tests Eliminating stigma conducted by someone of the same
no specific limit for the corrective power Make it clear that drug and alcohol- sex with a witness.
• Contributing to the cost
of contact lenses. related issues must be disclosed and
of a pair of glasses • Disciplinary action may be taken upon
You must have a horizontal visual field will be dealt with in strict confidence. refusal from taking part.
of at least 160 degrees; the extension should Displaying a simple poster and providing
It is important to raise awareness of These steps ensure everyone is treated
be at least 70 degrees left and right and staff with an email address and contact
30 degrees up and down. No defects should the availability, need for and benefits of equally and fairly.
can assist employees with making the
be present within a radius of the central eye tests in the workplace. Ensure that
first approach. Advise your employees
30 degrees. employees are aware that they may be
to visit their GP or simply Google
You must tell the DVLA if you have any eligible for free eye tests, as applicable. Consulting union representatives
search ‘UK rehab’ or ‘NHS mental
problem with your eyesight that affects Union representatives can discuss drugs
health services’ if they require further
either eye. and alcohol-related issues within your
Tip information or help.
organisation. They can provide help with
Eyesight tests are free in the UK if you are raising awareness and reviewing any
under 16, over 60, claiming certain benefits, current drugs and alcohol policies. They
or if you have certain medical conditions. can also speak to suspected employees
In Scotland, eyesight tests are free for and discuss issues with work-related
everyone. See the NHS website to find out if stress or personal matters.
you qualify.

118 Effective Driver Management Effective Driver Management 119

 Steps What you should do Steps What you should do

Step 1: • A drugs and alcohol misuse policy should not be new information – it must Step 2: • Absence/sickness records – check to see any regular patterns in absence the
Ensuring be stated in the employee’s contract and any handbooks and other health Explore and reasons behind all absences
your staff and safety documents provided to drivers investigate • Check HGV medical report provided by GP or occupational health assessor
are informed: • For more information on how to draft and implement a policy on drug misuse, any concerns at the time of providing a medical certificate. Is there any information related
please see page 12 of HSE’s ‘Drug misuse at work – a guide for employers’ on the regarding drugs to drug misuse (past or present)?
HSE website. More information can also be found on the Acas website in the and alcohol
issues in your • Random drug testing – announce to your driver pool that you will be undertaking
Health and Employment booklet.
workplace random drug testing. Advise drivers that if they have taken drugs in the past three
Communication options: months they should declare this, and they will be dealt with more favourably
than in the instance of positive drug testing. In the instance that a driver is found
• Display posters in staff rooms, kitchens and toilets reminding staff of the negative
to have taken drugs, it is recommended that they should be suspended from the
consequences of drinking and driving and drug misuse at work. These are available
role for one week, and advised to visit their doctor for dependency checks
free from the charity Brake’s website in its online tools hub
• Remind staff through posters and leaflets to encourage self-referral Engage managers to spot:
• Changes in behaviour – aggressive, irritable, confused, sweating, shaking,
• Provide informative leaflets and contact details of organisations that can
loss of appetite
help drugs and alcohol addiction
• Accident record – lack of interest in safety.
• Include a drugs and alcohol session in the induction process
• Lack of productivity – lack of interest in the job itself
• All managers should be trained to recognise and handle the misuse of drugs
and alcohol at work – please contact your local drug or health advisory services • Disciplinary issues – including conduct and work performance
for guidance on how to organise this (there may be a charge for this service)
Step 3: • It is highly important that if you suspect a member of staff of being involved with
Taking action drugs and alcohol misuse at work, this must be treated with strict confidence
• Please see Section 7.6.4 – ‘How to handle a difficult conversation’ for further
information on how to structure the conversation as it is a sensitive issue, and
then proceed with disciplinary action if appropriate
• Do not accuse the employee. Listening and being supportive is essential
in a sensitive situation such as this
• Call the Acas helpline for further advice on any sensitive issues

120 Effective Driver Management Effective Driver Management 121

 9. Appendices

1. Example: Performance record 4. Example: Minutes for

disciplinary hearing
2. Example: Disciplinary hearing invite
5. Example: Fatigue Management:
3. Example: Disciplinary
Driver Handbook Content
hearing outcome letter

Appendix 1: Performance record

Employee’s name:
Staff number:
Job title:
Department:
Manager:

Miles driven:

Attendance:
Incidents:
Detail any accidents,
penalty points incurred etc

122 Effective Driver Management Effective Driver Management 123

Competencies and objectives Interim review:
Objectives and competencies should be reviewed in the middle of the review period The line manager should identify any actions that should be taken to improve competency
and during the final review. demonstration or share best practice.

Each driver should be scored against the same competencies using the following
criteria at each review:

Rating Description Interpretation

5 Excellent Evidence suggests very high competence with excellent examples Final review:
of the competency and few or no development needs. The line manager should summarise competencies which have been particularly well displayed
and others which will require improvement in the next review period.
4 Good Evidence suggests high competence with many strong examples
of the competency and very minor development needs.

3 Acceptable More positives than negatives. A few good examples of the

competency with a few areas for improvement.

2 Marginal More negatives than positives. Few examples of the required

behaviour but worth considering development to improve Desired activity/outcome Interim review Final review
These should be agreed by The line manager should Has this objective been
1 Poor Significant development needs. Very strong negative examples Objective the employee and manager summarise the progress that achieved? Detail specific
or simply a lack of evidence to support the competency. at the beginning of the has been made in working actions which demonstrate
review period towards this objective objective achievement
A number of objectives
Competency demonstration score (1-5)
Competency 1 could be the same for
drivers who perform
Interim Review Final Review similar roles.
1. Customer focused

2. Risk aware and safety conscious 2

3. Organised

4.
3
5.

6. The driver should set one

4 or two personal goals
7.

8.

9.
5
10.

124 Effective Driver Management Effective Driver Management 125

Interim review summary Final review summary
This section is for brief overall summary comments for the half year by the This section is for brief overall summary comments for the full year by the
employee and their line manager, together with assessment level agreed after employee and their line manager, together with assessment level agreed after
discussion at the interim review. discussion at the interim review.

Date of interim review: __ /__ / __ Date of interim review: __ /__ / __

Employee’s summary Employee’s summary

Employee should provide a summary of how they feel they have performed. This should include Employee should provide a summary of how they feel they have performed. This should include
anything from the period that they are particularly proud of and any development opportunities anything from the period that they are particularly proud of and any development opportunities
that they can identify. that they can identify.

Manager’s summary: Manager’s summary:

The line manager should comment briefly on progress towards objectives and competency The line manager should comment briefly on the achievement of objectives and competency
demonstration. Opportunities for further development should be noted as discussed at the demonstration. Opportunities for further development in the next review period should be noted
review meeting. as discussed at the review meeting.

Indicative interim assessment level Tick the agreed level Indicative interim assessment level Tick the agreed level

Outstanding performance Outstanding performance

On track to exceed objectives with competencies more than fully demonstrated On track to exceed objectives with competencies more than fully demonstrated

Standard performance Standard performance

On track to meet objectives met with competencies fully demonstrated Objectives met and competencies fully demonstrated at required levels

Below standard performance with development needs Below standard performance with development needs
Most objectives should be met but development required to fully Most objectives met but development required to fully meet requirements
meet requirements
Unsatisfactory performance
Unsatisfactory performance Performance unacceptable. Objectives not met and competencies
Performance unacceptable. Not on track with objectives and competencies not demonstrated

Employee’s signature: __ /__ / __ Employee’s signature: __ /__ / __

Line manager’s signature: __ /__ / __ Line manager’s signature: __ /__ / __

Countersigning manager signature: __ /__ / __ Countersigning manager signature: __ /__ / __

126 Effective Driver Management Effective Driver Management 127

 Appendix 2: Disciplinary hearing invitation Appendix 3: Disciplinary hearing outcome letter
Employee name: Employee name:
Employee address: Employee address:
Date: Date:

Disciplinary hearing due to poor punctuality/absence/misconduct Re: Disciplinary hearing due to poor punctuality/absence/misconduct
Dear name, Dear name,
Intro: Intro:
In this example, this employee has exceeded their punctuality limit in the month The nature of the disciplinary meeting is explained here. In this example, an employee was
of June 2016 by 39 minutes in total. The company policy states that anyone exceeding called in to discuss their poor punctuality in the month of June 2016. Each case is different
30 minutes in a month is called in for a disciplinary meeting. due to the circumstances posed by the employee at the meeting.
You are required to attend a disciplinary hearing on date at time with myself and name of HR I am writing to confirm the outcome of the disciplinary meeting held on date.
representative/senior manager/accompanying colleague, at location and room. The hearing has
As you are aware the topic of our conversation was regarding your poor punctuality/absence/
been scheduled to discuss your alleged (state why the employee is being called to a disciplinary
misconduct (explain the nature of the disciplinary hearing here).
meeting) poor punctuality / excessive absence record / misconduct issues.
For example,
Provide evidence for the allegation:
In June 2016 you have arrived at work 00:39 hours late, which has resulted in you exceeding the Punctuality Records
punctuality limit for this month and which, if substantiated, is deemed unacceptable and not 16th June 2016 – 8 minutes late
to the standard expected of any employee. 21st June 2016 – 31 minutes late
Please see details of your poor punctuality in June 2016. This will be discussed at the hearing. Conclusion:
You will be given the opportunity to provide an explanation for your poor punctuality and you
Please find below a written example of the outcome to the meeting, the conversation must
will be encouraged to raise any issues which may be relevant to this matter.
be detailed here:
Poor punctuality
During the meeting we discussed each occasion in turn. On 16 June 2016 you informed me that
16th June 2016 – 8 minutes
there was traffic on your way to work, which resulted in your being late. On 21 June 2016 you
21st June 2016 – 31 minutes
stated that you had overslept and this resulted in your being late for work.
Explaining the employee’s rights, potential outcomes of the meeting and contact details:
In conclusion, after carefully reviewing the circumstances, including the mitigation you put forward
You may be accompanied by a fellow employee or trade union official of your choice. and the discussions which took place at the hearing, I believe a verbal warning is the appropriate
sanction. Arriving to work late on a regular basis is unacceptable. As discussed at the hearing, please
At this point I would like to draw your attention to our disciplinary rules and procedures which
ensure you give yourself an extra 30 minutes to account for any delays on your way to work.
state that we retain the discretionary right to take into account your length of service with us and
to vary the procedures accordingly in respect of formal warnings such as a verbal warning, written I strongly recommend you take all reasonable steps to avoid further poor punctuality in the future.
warning and final written warning, and including termination for a first breach of conduct rules. Please be reminded that should there be a repeat of any further occasions of poor punctuality
exceeding 30 minutes in any given month, or indeed any misconduct in general during this period,
Please confirm your attendance on telephone number or via email to: state email address
you will be liable to further disciplinary action in accordance with our disciplinary procedure.
Yours sincerely,
You have the right to appeal my decision if you deem this outcome to be unfair and would like
Company name this to be reviewed. Please submit this in writing within eight days from the date of this letter
Name to (contact email of a senior manager. The senior manager will review the case after the appeal
Job title meeting and make the final decision of whether to uphold or withdraw the warning).
Yours sincerely,
Company name
Name
Job title

128 Effective Driver Management Effective Driver Management 129

 Appendix 4: Minutes for disciplinary hearing Appendix 5: Fatigue management: driver handbook content
Driver handbook and training content
Minutes: Disciplinary for
Date: Time: Sleep • Ask your family not to disturb
Location: Employee: you and to keep the noise down
• Get as much sleep as possible
when you are sleeping
In attendance: prior to working a shift (most
HR/Manager: adults need 7-8 hours a day) • Discuss your work pattern with
The purpose of this meeting is to discuss with you and to afford you the opportunity to provide close neighbours and ask them
• Try not to stay up late or reduce your
an explanation for your recent poor punctuality record (insert reason). After monitoring your to try and avoid noisy activities
punctuality (edit) this did not improve and therefore you have been invited for this disciplinary
normal sleep before a long journey
during your sleep time
meeting to further discuss the incidents.
Recording sleep patterns and problems • Consider using earplugs, white
Any past warnings given to the employee must be stated at the start of the meeting:
using a diary can help to find the most noise or background music
You were given a verbal warning for your poor punctuality in February 2016. However, after suitable strategies and conditions for to mask external noise
monitoring your punctuality this did not improve. a better quality of sleep. Techniques
• Adjust the bedroom temperature
HR/Manager: include:
Did you receive the letter and do you understand it? to a comfortable level; cool
• If you work regular shifts, try going to conditions improve sleep
HR/Manager: bed at different times, e.g. soon after
I note that you have/have not brought anyone with you today you arrive back from work or stay Promoting sleep
up and sleep before the next shift The following tips may help you relax
HR/Manager:
after a shift and promote sleep:
We will discuss each incident in turn. The recorded dates of poor punctuality in this period are: • Have a short sleep before
16 June 2016 – eight minutes (record the employee’s response below) your first night shift • Go for a short walk, relax with a
book, listen to music and/or take
• If coming off night shifts, have a short
a hot bath before going to bed
sleep and go to bed earlier that night
• Avoid vigorous exercise before
• Once you have identified a suitable
sleep as it is stimulating and
21 June 2016 – 31 minutes
sleep schedule try to keep to it
raises the body temperature
• Environment
• Avoid caffeine and ‘energy’ drinks
• To help make the environment a few hours before bedtime
favourable for sleeping:
• Don’t go to bed feeling hungry: have
Notes: • Sleep in your bedroom and avoid a light meal or snack before sleeping
(ask the employee if there is anything else that they would like to add for the purpose of the minutes) using it for other activities such as but avoid fatty, spicy and/or heavy
watching television and eating meals, as these are more difficult
to digest and can disturb sleep
• Use heavy curtains, blackout blinds
or eye shades to darken the bedroom • Avoid alcohol as it lowers
the quality of sleep
HR/Manager: • Disconnect or mute your phone
Thank you for attending this meeting. We will write to you with a written outcome within the
next few days.

130 Effective Driver Management Effective Driver Management 131

Diet • do decide to take caffeine or other • You can improve your fitness by Maintaining alertness on shift
Digestive problems are common in shift stimulants, you should consider what spending 30 minutes a day on a On some shifts, such as nights and very
workers because of disruption of the might happen when its effects wear physical activity including housework early mornings, you may find it difficult
body clock and poor diet. Plan your meals off, for example when you are driving and walking. Consider joining a gym, to remain alert and this can affect your
to help you stay alert at work and to taking part in a regular exercise performance. It may also increase the risk
• Avoid the use of alcohol to help you fall
relax/sleep when you need to rest. class, or simply walking around of errors, injury and accidents. You may
asleep. Although alcohol can promote
the vehicle during your breaks find it helpful to:
• Regular light meals/snacks are less the onset of sleep it is also associated
likely to affect alertness or cause with earlier awakenings, disrupted sleep • Eat healthy meals on a regular basis • Take moderate exercise before
drowsiness than a single heavy meal and poorer sleep quality. Regularly starting work. This may increase
• Cut down or give up smoking
drinking too much increases the risk your alertness during the shift
• Choose foods that are easy to digest
of long-term damage to your physical • Reduce your alcohol intake
such as pasta, rice, bread, salad, fruit, • Keep the light bright in the cab
and mental health, your work and
vegetables and milk products • Seek advice from your doctor if you
social and personal relationships • Take regular short breaks
require regular medication such as
• Avoid fatty, spicy and/or heavy meals during the shift if possible
• Regular use of sleeping pills and insulin for diabetes or suffer from
as these are more difficult to digest.
other sedatives to aid sleep are not a chronic condition such as epilepsy • Get out of the cab and walk
They can make you feel drowsy when
recommended because they can around during breaks
you need to be alert. They may also
lead to dependency and addiction Working shifts that differ from the routines
disturb sleep when you need to rest • Keep in contact with co-workers as this
of friends and family can leave you feeling
• New drugs have recently been may help both you and them stay alert
• Avoid sugary foods such as chocolate isolated and it is important to make the
developed that can alter our state
– they provide a short-term energy effort not to lose contact with them. • ‘Caff’ napping: drink a caffeinated
of alertness. Although their use may
boost followed by a dip in energy levels drink and take a short (15 minutes
be widespread abroad, the ways • Talk to friends and family about shift
but no longer) nap as a way of coping
• Fruit and vegetables are good snacks in which they work and their long- work. If they understand the problems
with the onset of tiredness. This is an
as their sugar is converted into term effects are not yet fully you are facing it will be easier for them
emergency measure to complete a
energy relatively slowly and they also understood and consequently to be supportive and considerate
journey safely and should not be used
provide vitamins, minerals and fibre their use is not advised unless
• Make your family and friends aware of more than once during a journey
under medical supervision
• Drink plenty of fluid as dehydration your shift schedule so they can include
can reduce both mental and physical • If you are taking any medication, you when planning social activities Note: If you are struggling to remain alert
performance but avoid drinking check whether it causes drowsiness. you should immediately pull over and
• Make the most of your time off
too much fluid before sleeping as If it does, ask your doctor or sleep. Safety should take priority over
and plan mealtimes, weekends
this may overload the bladder pharmacist for an alternative that the completion of your work tasks.
and evenings together
does not cause drowsiness
Stimulants and sedatives • Plan your domestic duties around Raising concerns
Lifestyle your shift schedule and try to If you are concerned about your driving
• Caffeine is a mild stimulant present in
An unhealthy lifestyle combined with ensure that you do not complete hours, journeys or schedules or if you
coffee, tea and cola as well as in tablet
shift work may increase the likelihood them at the cost of rest/sleep. You find yourself driving when too tired,
form and in special ‘energy’ drinks. It
of sleep disorders and sleep loss or may need to change the times/ discuss this with your line manager.
can improve reaction time and feelings
exacerbate existing sleep problems. days when some jobs are done
of alertness for short periods. Only
A good diet, regular meals and exercise
use caffeine occasionally and don’t • Invite others who work similar shifts to
can improve sleep quality, health
rely on it to keep you awake. If you join you in social activities when others
and wellbeing.
are at work and there are fewer crowds

132 Effective Driver Management Effective Driver Management 133

10. References and
further reading

AAA Foundation for Traffic Safety (2010): Coombs, J. (2015). Healthy truckers Leeds Beckett University (2014). Safety Sagaspe P. et al. (2010). Sleepiness, near-
Asleep at the Wheel: the Prevalence – health promotion: Working well health and wellbeing policy. Leeds: misses and driving accidents among a
and impact of Drowsy Driving, found at: solutions: www.workingwellsolutions. Leeds Beckett University., found at: representative population of French
www.aaafoundation.org/sites/default/ com/healthy-truckershealth-promotion/ www.leedsbeckett.ac.uk/~/media/files/ drivers, J Sleep Res, 19(4), 578-84, abstract
files/2010DrowsyDrivingReport_1.pdf about/governance/studentregulations/ found at: www.ncbi.nlm.nih.gov/
Folkard S, Lombardi D A and Tucker nn_swhpolicy.pdf pubmed/20408921
Smith C S, Folkard S and Fuller J A P ‘Shiftwork: Safety, sleepiness and
‘Shiftwork and Working Hours’ in sleep’ Industrial Health 2005 43, 20-23, HGV Drivers in Scotland – found at: Skills for Logistics, 2013, Driver Retention –
Handbook of Occupational Health abstract found at: www.researchgate.net/ www.researchonline.org.uk/sds/search/ Research with Managers and Current and
Psychology 2003 163- 183 Washington publication/8001985_Shiftwork_Safety_ download.do%3Bjsessionid=5A279A4B89E Former HGV driver in Scotland, found at:
DC: American Psychological Association: Sleepiness_and_Sleep FEA9DC44A2BB02EB38E8F?ref=LMD108 www.researchonline.org.uk/sds/search/
Folkard S and Tucker P ‘Shift work, download.do%3Bjsessionid=5A279A4B89E
safety and productivity’ Occupational FTA – 2016 – Solving the Driver Crisis, Log Transport Safety Council (2008). FEA9DC44A2BB02EB38E8F?ref=LMD108
Medicine 2003 53 (2) 95-101, abstract found found at: www.fta.co.uk/export/sites/fta/_ The health and fitness of log truck
at: www.academic.oup.com/occmed/ galleries/downloads/events/driver_crisis_ drivers: An evaluation of the industry The HGV Driver Shortage, 2016, Return
article/53/2/95/1519789/Shift-work-safety- delegate/driver_crisis_repgraph_analysis_ and recommendations for action. loads.net, found at: www.theloadstar.
andproductivity web.pdf TERNZ: New Zealand, found at:. co.uk/wp-content/uploads/Driver-
www.ternz.co.nz/Publications/The%20 Shortage-Survey-2016-2.pdf
Advisory Conciliation and Arbitration Korelitz, J.J., Fernandez, A.A., Uyeda, Health%20and%20Fitness%20of%20
Service (Acas) framework for dealing with V.J., Spivey, G.H., Browdy, B.L. and Log%20Truck%20Drivers.pdf Williamson, A., & Feyer, A. (2000).
challenging conversations, 2017, found at: Schmidt, R.T. (1993). Health habits and Moderate sleep deprivation produces
www.acas.org.uk/index.aspx?articleid=747 risk factors among truck drivers visiting Roberts, S. and York, J. (1997). Design, impairments in cognitive and motor
a health booth during a trucker trade development and evaluation of driver performance, abstract found at:
CILT (UK) – 2015 – Driver Shortage, found show. American Journal of Health wellness programmes. Technical www.ncbi.nlm.nih.gov/pmc/articles/
at: www.ciltuk.org.uk/News/LatestNews/ Promotion 8(2): 117-123, abstract found at: memorandum number one: Wellness PMC1739867/pdf/v057p00649.pdf
TabId/235/ArtMID/6887/ArticleID/6540/ www.ncbi.nlm.nih.gov/pubmed/10146826 literature and programs review. Prepared
CILTpublish-Driver-Shortage-Crisis- for Federal Motor Carrier Safety
report.aspx Krueger, G.P, Belzer, M.H., Alvarez, A., Administration, Washington DC, found at:
Knipling, R.R., Hustling, E.L., Brewster, www.ntl.bts.gov/lib/57000/57300/57386/
CIPD (2016). Growing the health and well- R.M. and Siebert, J.H. (2007). Health designdevelopmen00robe.pdf
beingagenda: From first steps to full and wellness of commercial drivers.
potential. Policy Report: CIPD, found at: In The domain of truck and bus safety Rodriquez, et al 2016 – The costs of
www.cipd.co.uk/knowledge/culture/well- research, Transportation Research Truckload Driver Turnover, found at:
being/health-agendareport Circular Number E-C117, Transportation www.ugpti.org/pubs/pdf/SP146.pdf
Research Board, May, abstract found
at: www.journals.sagepub.com/doi/
abs/10.1177/2165079915569740

134 Effective Driver Management Effective Driver Management 135

Further reading

Code of Practice on disciplinary and Driving at Work, Managing work-related

grievance procedures (Acas, March 2015), road safety, HSE, www.hse.gov.uk
www.acas.org.uk/media/pdf/f/m/Acas-
Code-of-Practice-1-on-disciplinary-and- Royal Society for the Prevention of
grievance-procedures.pdf Accidents, www.rospa.org.uk

Managing performance for small firms Road Casualties in Great Britain, 2004,
(Acas, October 2017), found at: www.acas. DfT, www.dft.gov.uk
org.uk/index.aspx?articleid=3894
Company Vehicle Incident Reporting
Managing performance for small firms and Recording (CoVIR), Bateman et al.,
(Acas, May 2012), www.acas.org.uk/media/ 1996, www.dft.gov.uk
pdf/c/5/Managing-performance-for-small-
firmsaccessible-version.pdf Penalty points and disqualification,
The Highway Code, 2004,
Challenging conversations and how to www.gov.uk/guidance/the-highway-code/
manage them (Acas, July 2014), www.acas. annex-5-penalties
org.uk/index.aspx?articleid=3799
Reporting and recording crash data:
Driver performance (Fleet Data Insight, An information sheet for fleet
2015), www.fleetdatainsight.com/ managers, Fleet Safety Forum,
www.fleetsafetybenchmarking.net
Managing Fatigue – A Good Practice
Guide. RSSB RS/504, www.rssb.co.uk/rgs/ Fit to Drive: a cost benefit analysis of
standards/RS504%20Iss%201.pdf more frequent eyesight testing for UK
drivers, RSA Insurance Group plc, 2012,
www.roadsafetyobservatory.com

136 Effective Driver Management Effective Driver Management 137

About Transport for London (TfL)

Part of the Greater London Authority We are moving ahead with many of
family led by Mayor of London Sadiq London's most significant infrastructure
Khan, we are the integrated transport projects, using transport to unlock
authority responsible for delivering growth. We are working with partners
the Mayor's aims for transport. on major projects like Crossrail 2 and the
Bakerloo line extension that will deliver
We have a key role in shaping what the new homes and jobs London and
life is like in London, helping to realise the UK need. We are in the final phases
the Mayor's vision for a 'City for All of completing the Elizabeth line which,
Londoners'. We are committed to when it opens, will add 10 per cent to
creating a fairer, greener, healthier and London's rail capacity.
more prosperous city. The Mayor's
Transport Strategy sets a target for 80 Supporting the delivery of high-density,
per cent of all journeys to be made on mixed-use developments that are
foot, by cycle or using public transport planned around active and sustainable
by 2041. To make this a reality, we travel will ensure that London's growth
prioritise health and the quality of is good growth. We also use our own
people's experience in everything we do. land to provide thousands of new
affordable homes and our own supply
We manage the city's 'red route' strategic chain creates tens of thousands of jobs
roads and, through collaboration with and apprenticeships across the country.
the London boroughs, can help shape
the character of all London's streets. We are committed to being an employer
These are the places where Londoners that is fully representative of the
travel, work, shop and socialise. community we serve, where everyone
Making them places for people to walk, can realise their potential. Our aim is to
cycle and spend time will reduce car be a fully inclusive employer, valuing and
dependency and improve air quality, celebrating the diversity of our workforce
revitalise town centres, boost businesses to improve services for all Londoners.
and connect communities.
We are constantly working to improve
We run most of London's public the city for everyone. This means
transport services, including the freezing fares so everyone can afford
London Underground, London Buses, to use public transport, using data and
the Docklands Light Railway, London technology to make services intuitive
Overground, TfL Rail, London Trams, and easy to use, and doing all we can
London River Services, London Dial-a- to make streets and transport services
© Transport
Ride, Victoriafor London
Coach Station, Santander accessible to all. We reinvest every
Windsor House
Cycles and the Emirates Air Line. penny of our income to continually
42
The– 50 Victoria
quality andStreet
accessibility of these improve transport networks for the
London SW1H 0TL
services is fundamental to Londoners' people that use them every day.
quality
October of2017
life. By improving and expanding
public transport, we can make people's None of this would be possible without
tfl.gov.uk
lives easier and increase the appeal of the support of boroughs, communities
PUB17_047

sustainable travel over private car use. and other partners who we work with
to improve our services. We all need
to pull together to deliver the Mayor's
Transport Strategy; by doing so we can
create a better city as London grows.