Let’s explore a common example. An organisation implements a driver behaviour telemetry solution that includes a ‘speed vs speed zone’ measurement. It is implemented on day one and when the data is analysed the next day, a high proportion of drivers have generated ‘speeding exceptions’.
Management are obliged to do something about this data – doing nothing would not be a great defence if faced with a health and safety, or worse, a corporate manslaughter charge.
However, at this point many organisations start to face challenges. What is their policy on speeding (if there is one)? Does any driving-at-work policy link to the wider health and safety policy, and is it linked to the employee’s contract of employment? Without these fundamental fleet risk management policies and procedures in place, how do you start to manage these observed behaviours?
Many organisations assume that this is a training issue, but often the root cause of the behaviour is at a management or organisational level. Does the employee have to speed to meet a real or perceived business objective, for example? If that’s the case then no amount of training will help.