Best of the Best – A one day conference for fleet managers and road safety professionals
Organised by Fleet Safety Forum, a division of Brake, the UK road safety charity, with sponsorship from Mitsui Sumitomo Insurance Date of event: Thursday 23 June 2005 Conference summary Copies of power point presentations are available for £10 by calling Brake on 01484 559909. The below minutes represent a summary only of each speech. The summary is written in the order the speeches were made, and are divided into the following sessions: Section one: Crash analysis and benchmarking Section two: Raising the standard – vehicles Section three: Raising the standard – drivers Section four: Risk management Section five: Policy development Disclaimer: Brake is not responsible for errors in speeches as transcribed and advises readers to check the validity of any services, ideas or facts contained within speeches with the authors before acting upon their contents. All queries about future Fleet Safety Forum conferences contact us on 01484 559909 or at fleetsafetyforum@brake.org.uk Keynote speech: Mary Williams OBE, chief executive, Brake, the road safety charity Companies need to take corporate responsibility for the safety of their fleet drivers. All incidents need to be thoroughly reported and systematically recorded in order to be addressed. The Fleet Safety Forum, a division of Brake, has established a benchmarking group alongside Dr. Will Murray, fleet safety academic and practitioner and Brake trustee, for Brake‟s corporate partners. Brake has been working with Government agencies to push for change at policy level, on issues such as the need for compulsory licensing for vehicle mechanics in order to raise standards and for tighter legislation to enable corporate manslaughter charges to stick. Corporate manslaughter: the Government‟s Draft Bill for Reform. The purpose of the Bill is to have a new test that looks more widely at general failings within senior management, enabling companies to be found guilty more easily. Ideally, this will lead to better corporate safety management rather than more prosecutions / guilty verdicts. In 2005, HSE has produced a consultation The Review of the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations (RIDDOR). The objective is to provide information to guide
the enforcing authorities‟ regulatory activities and meet legal obligations. Proposal 4 of the consultation was to consider whether to make „at work‟ work-related road traffic incidents reportable under RIDDOR. In 1993, a truck with no working brakes lost control on a hill in Sowerby Bridge, Yorkshire. Six people were killed. The CPS brought a charge of construction and use offence of using a truck with defective brakes. The company was fined £5,000. After a successful judicial review was sought, the High Court required a new charge of manslaughter to be brought, but this was dropped as the evidence was not available. A recent successful prosecution case from December 2004 led to a haulage boss at Keymark Services being jailed for two years for manslaughter and conspiring to falsify driving records following a crash that killed one of his drivers and two others. One of the areas of road safety that Brake is currently focusing on is the education of young and inexperienced drivers. Statistics published by the Department for Transport (DfT) show that the annual average number of car driver fatalities for 1994-1998 and 2000-2002 is highest by far among young drivers aged 18 – 26, and the figures are considerably higher for males than females. Brake urges fleet managers to take these statistics into particular consideration when developing occupational road safety strategies. Brake runs the FedEx and Brake Road Safety Academy. We provide free one day training to enable companies to deliver fleet safety messages to fleet drivers in a PowerPoint presentation. Brake encourages all companies that run fleets to take advantage of this by emailing iwanttohelp@brake.org.uk to register.
T: 01484 559909 E: fleetsafetyforum@brake.org.uk W: www.brake.org.uk Session One: Crash analysis and benchmarking Dr Will Murray, research director, Interactive Driving Systems: Benchmarking in fleets Benchmarking programmes have been developed in association with Brake, BT and VFRM. Benchmarking involves comparing practices and performance between companies or divisions to gain new insights and identify improvements. Benchmarking can be made at different levels: externally, internally and at driver level. Data is vital for benchmarking – it forces better crash reporting and recording. It informs part of a continuous improvement process. The data may become RIDDOR reportable. Companies can use it to protect themselves. Crash data on number of crashes per vehicle and crashes per 100,000km was compiled by various companies for benchmarking. Two companies revealed a considerably higher level of crashes in both categories than the other 16. This was not an indication of worse
performance in terms of road safety, but rather, that the incident recording and reporting measures were much more thorough and indepth than among the other companies. For example, where the other companies had ignored data for very minor incidents, these two had not. This is essential for thorough monitoring to take place. It is also recommended to compile tables of drivers‟ profiles, for example in terms of their understanding of policy and levels of road risk. Issues that may arise in data recording and make benchmarking difficult through discrepancies include: variations in the definition of a crash; amount; quality and level of data; number of drivers monitored. It is important to clarify these definitions and establish a standard approach to data recording. The Government funded CoVIR project led to the development of CrashCOUNT. For more info see: www.drwillmurray.com/covir.html For info on Australian fleet benchmarking projects see www.drwillmurray.com/ozreport.html This project was led by an insurance company. Insurers are often in a strong position to encourage fleets to get involved in benchmarking. Two benchmarking workshops have been held by VFRM, BT and Brake, and another is due in September 2005. A summary of the processes and outcomes can be found on www.vfrm.net The majority of companies felt they needed to improve on regular proactive monitoring of „Key Performance Indicators.‟ Next objectives of the benchmarking group are to: finalise benchmarking report; resolve data quality and comparability issues by agreeing standard definitions and improving participant data disciplines and visibility; seek government or insurer support to help fund, administer and widen participation in the programme. The programme has many potential benefits. Even the best companies can benefit from improved data standards and disciplines. T: 01484 400399 E: willmurray@roadrisk.net W: www.drwillmurray.com and www.vfrm.net
Chris Buckle, risk manager, Arriva London: Aerial route risk assessment Arriva London set out an objective to reduce the crash rate and severity of crashes occurring among their 3,500 bus drivers. A need was identified to develop a comprehensive risk management programme including an awareness and training regime. The main goal of this programme was to make drivers aware of crash black spots in London and train them to avoid crashes at these locations. A survey of Arriva‟s drivers showed many were unaware of the locations of crash black spots.
Arriva decided to use photos of the black spots in driver training to improve their awareness. Ground level photos were found to be ineffective in showing the layout of the routes and the potential risks, so they developed a method of taking aerial photos which showed details on the road more clearly. The pictures were taken by Aerial Close Up Ltd, using a vehicle with a 60ft telescopic extension and a camera on the end. The camera is operated from the vehicle cab. Booklets on the black spot routes were issued to the drivers before their driving abilities were assessed. Drivers were tested on their knowledge of the booklet‟s content, which ensured that all drivers studied it. The main road features that were visible from the aerial shots that hadn‟t been from ground level shots were: road layout; traffic signage; bus stops; directional arrows and box junctions. The booklets were initially issued for the 72 worst routes in terms of crash frequency and severity. In every case, a reduction in crash rate was recorded after the booklet was issued.
T: 07818 032726 E: bucklec.london@arriva.co.uk Session two: Raising the standard – vehicles John Clueit, Society of Operations Engineers (SOE): IRTEC Licensing for vehicle mechanics In 1999, the then Institute of Road Transport Engineers formed a group to investigate the possibility of licensing competent persons in the maintenance, repair and inspection of vehicles within the road transport sector. They found that a voluntary scheme of licensing would be most feasible. The Institute of Road Transport Engineers Certification (IRTEC) scheme was developed for this purpose. It was initially piloted in the bus and coach sector, launched in April 2001. UCAS quality standards were adopted, allowing UCAS accreditation to be sought if desired. Further modules were developed in 2002 specific to the heavy commercial vehicle sector and in 2003 a licence was developed to cover both heavy and light sectors. The SOE has also developed specialist certificates of competence for the following specific sectors: brake refurbishment, petroleum tanker maintenance and fire appliances. The SOE is considering developing certificates in tail lift fitting and inspection. The scheme features five modules for buses and coaches and eight modules for trucks. Each module is assessed through a series of practical and theory tests. All tests must be passed to receive the licence.
It focuses in critical safety competencies and has to be renewed every five years, so mechanics are up-to-date with new technology. Successful candidates also receive a certificate and are placed on the IRTEC national register of competence. Assessment is through approved centres that are audited by the SOE. On-site assessment is now available for larger companies. Representatives from various sectors of the transport industry are on the scheme‟s Advisory Board to ensure a balanced range of needs are catered for. The IRTEC scheme provides employers with a benchmark for assessing competencies of current and potential maintenance staff. It compliments existing vocational qualifications in this sector. IRTEC has various developments planned in terms of how the scheme is assessed and an agreement has just been made to allow mechanic candidates in possession of NVQ3 to gain the IRTEC licence through passing the theory test alone. IRTEC has identified broad variation in levels of assessment in other training programmes. They propose that assessments should be to a quality controlled consistent standard, which the IRTEC Licence would be based on. Other courses meeting or exceeding the standard would be eligible for the licence, whereas those falling short would require extra training to reach the standard. Support for the scheme within the transport industry is rapidly growing. Around 500 candidates have already been tested and the SOE anticipates more than 300 applicants this year. The SOE was awarded a Fleet Safety Forum Award for Excellence by Brake in 2001 and the Worshipful Company of Carmen‟s Award for Transport Safety for the IRTEC scheme in May 2005.
T: 01524 791999 E: jc@trucksmart.co.uk Ken Emmerson, technical director, Northgate plc: IRTEC licensing for vehicle mechanics The largest commercial vehicle daily rental company in UK. Carrying out around 25,000 HGV inspections and 100,000 services every year, it was in the company‟s interests to adopt the IRTEC scheme. Northgate plc now employs more than 100 IRTEC licensed mechanics, around 35% of the mechanical workforce, and plans to increase this number and percentage as more mechanics obtain the licence. The company policy is to encourage all their mechanics to attain the licence. There were numerous benefits to the company in using the IRTEC scheme: A sense of confidence in the workforce‟s ability; By testing all employees to a national standard, the scheme provides “independent assurance” of their competencies. The customer‟s confidence in their abilities is also increased;
It identifies any shortfalls in skill levels and provides the opportunity for targeted training; Reduces maintenance costs; Marketing potential – it strengthens company image; Could be useful in mitigating any damage from claims if a crash should occur. Benefits to the mechanics include: It is a widely recognised proof of current competence; It reaffirms the older mechanics‟ confidence in their abilities; It ensures knowledge of current legislation; It can provide a head-start with potential employees. Benefits to the transport industry as a whole: It shows proof of the ability to self-regulate within the industry; It raises standards through creating tougher competition; Gas fitters and doormen need licences, so why not fleet; mechanics, when the safety of so many depends on them?
T: 01325 467558 E: ken.emmerson@northgateplc.com Matthew Avery, crash research manager, Thatcham: Move Up! Whiplash testing of head restraints Thatcham tests head restraints for protection against whiplash for the International Insurance Whiplash Prevention Group (with members from across global community). Consumer focused organisations such as this can often work more intensely and at a faster pace than government bodies. Manufacturers often improve in-car safety as a result of consumer tests rather than legislation as these tests can be at higher levels, which pushes car manufacturers to compete. For example, improvements in Saab models from 1995 to 1999 and 2003 were developed in response to the cars‟ performances in 40mph frontal offset crash consumer tests. Whiplash is the most frequently reported minor injury in motor vehicle crashes, with 250,000 cases per year in the UK. 10% of whiplash injuries sustained are long-term (last more than one month). 1% of whiplash injuries are permanent, affecting 2,000 people every year. 24% of motor insurers‟ costs in the UK are paid out for personal injury, 80% of which is for whiplash injury. The cost is around £1.2billion annually. Whiplash is caused by the rapid differential movement of the head relative to the torso. The movement of the head is caused by inertia when a force is applied usually from behind (i.e. a rear impact crash). The car seat head restraint seeks to minimise movement of the head. Risk of whiplash can be increased in a small vehicle as the mass ratio will be low when compared to a larger vehicle, and if the head restraint is not correctly adjusted. Statistics show females are two-and-a-half times more likely to suffer whiplash injury than males. There is no established explanation for this.
In a Real-World Head Restraint Usage survey in 1999, 72% of respondents demonstrated incorrect head restraint adjustment. The key factors to measure to test the effectiveness of head restraints are their height and how close to the head they will be located. Manufacturers are continually improving their head restraints. For example, the Ford Taurus improved head restraint geometry from 1999 model to 2003 greatly reduced the number of rear crash, neck injury insurance claims from drivers of this car. (Farmer, Wells and Lund, IIHS, 2002). The shape was modified to be closer to the head of the occupant, longer, and to be further extendable. Head restraints that are too soft also perform badly in a crash. The 3 IIWPG objectives: To develop tests and evaluation criteria to rate and compare seat and head restraints for consumer info; To encourage manufacturers to develop effective anti-whiplash systems; To ultimately establish minimum neck protection requirements for regulation. The three principles of the IIWPG Seat Assessment Test: To require adequate design of head restraints; To encourage the adoption of seat design features that can reduce whiplash injury by limiting acceleration of the torso (see Volvo Whips system) and reacting in a crash so the restraint moves forward, supporting the head more quickly; To reduce the impact on the neck by limiting neck tension force and/or neck shear force. Seats with poor design are not even tested, but those with good geometry are tested at 16Km/h. In reactive head restraint tests for the Saab 9-3, head restraint contact was recorded at 47 milliseconds, (IIWPG recommends maximum of 70 milliseconds). Whips, reactive head restraints and improved geometry have all been proven to reduce the number of neck injury claims involving the cars in which they are featured, compared to their predecessors. While there is no legislation on poor head restraints, they will continue to be manufactured. Results of 2005 IIWPG Dynamic Test Rating are released internationally on 15 November, as are the global whiplash results. 125 European models have been tested by Thatcham, 97 by IIHS in the US. The results are fed into Euro NCAP. US car seats generally have worse head restraint geometry than European models. VW improved their Golf head restraint by incorporating a reactive system, in response to poor performance results in a previous IIWPG test. Prototypes for future head restraint designs are being developed by car manufacturers, such as one which will accommodate occupants with ponytails behind their heads but still be electronically triggered to move forward to support the head in a crash.
Rear seat head restraints are being researched by NCAP, but as the level of rear seat occupancy in cars is much lower than front seat occupancy, the risk is also much lower. 93% of whiplash cases occur among front seat occupants. However, cases in rear seat occupants do tend to be more severe as the seats do not protect as successfully as front seats on impact.
T: 01635 868855 E: matthewa@thatcham.org W: www.Thatcham.org Section Three: Raising the standard – drivers Peter Coghlan, safety director, TDG plc: Five Star Driver Development Programme A logistics company that introduced the Five Star Driver Development Programme to improve customer service and develop a strong safety culture. The programme includes a mandatory, one day, off-the-job training module. The programme has been used continually and consistently for 11 years. Candidates use depot vehicles so their familiarity with them can develop. Eyesight tests, licence checks and reinforcement of policy knowledge are part of the programme. The theoretical side of the training includes test papers on the Highway Code, drivers‟ hours and vehicle safety. Practical assessment is also made on safe, economical driving and safe operation such as loading. Performance of candidates is monitored at every stage of programme for each “star”. Achieved grades and programmes are monitored centrally. Regional managers and directors are given monthly feedback on delivery progress. The scheme improved driver knowledge of legislative requirements and company policies and procedures. It provides a formal record of training. Feedback can be given to the driver on company statistics and trends. Long term agency-supplied drivers are also included in the programme. A reduction in the number of crashes per million miles driven has been recorded at every assessment since 2001. The company has achieved a 32.5% reduction in third party crash repair costs since 2001. Fuel usage has been reduced and FTA Engineering inspections reflect a reduction of 28.6% in driver defect faults over the last three years. The flexibility of the programme has enabled new initiatives to be developed, for example, vehicle roll-over awareness CDs, videos and DVDs in 2003. Only two own-fault vehicle roll-over incidents were
recorded in 2004, compared to an average of eight per year over previous six years. Training in defensive driving has resulted in reduced stress levels among drivers. The commitment to development the programme offers improves driver retention. Various factors have ensured the programmes success: The programme is delivered by instructors who have driven the company‟s trucks themselves, so their knowledge is specific to the company. The team player to team player delivery reminds the drivers that they are all key players. The board make it an absolute and review it regularly. It is also kept high on the Operational Directors agendas. The “star on star” grading structure ensures drivers are eager to participate and improve. TDG have recently developed a Mechanical Handling Operator programme and an Operator Licence Awareness programme.
T: 0161 2463574 E: coghlanp@tdg.co.uk W: www.tdg.co.uk Andy Jenkins, operations training manager, TNT Logistics: A safe start novice driver training The Government‟s Road Haulage Forum estimates that the industry needs 50,000 extra drivers over the next couple of years, Skills for Logistics recently suggested the figure would reach 46,000 as early as March 2006.Yet the Driving Standards Agency are predicting that 15,000 fewer people will take their LGV test this year, than last year, that is 25,000 fewer than 10 years ago. TNT identified many of its drivers are due to retire over the next 10 years and with fewer young drivers entering the industry the shortfall needs to be addressed now. Andy believes it is the responsibility of large companies like TNT to train new drivers, and it is his responsibility to ensure they receive the best training available. Many transport companies want drivers that are qualified, understand regulations and often expect three or even five years experience, this limits the opportunities available to younger drivers. TNT driver training program gives employees the opportunity to gain an LGV licence as part of an apprentice framework, the framework is an excellent way of addressing the “no, experience no job cycle”, allowing TNT to recruit potential LGV drivers straight from school. The objectives of the scheme are to develop professional drivers, our aim is to nurture “safety through skill, knowledge and the right
attitude.” As these are critical factors in safe driving and very often missed when people attend driver training just to gain a licence. All TNT training is conducted entirely in-house, trainees use the type of vehicle they will be driving once they have passed their test, this also means the company has greater control over the whole process and the trainee‟s benefit from a consistent approach. Trainees are supported long before they start driving a vehicle, they are required to complete their NVQ Driving Goods Vehicles alongside passing their theory test and are given guidance and advice on how to prepare and sharpen their skills prior to attending driver training. This ensures TNT produces drivers with qualifications that have the right knowledge and understanding and importantly, have given the opportunity to demonstrate those skills. TNT evaluate every aspect of its training delivery - after tests, statistics are kept on each pupil, Instructor and examiner to identify trends that may help TNT improve the standard of training offered, as the company is constantly changing the way it delivers the course. The Driving Standards Agency claims a national pass rate of 46%. The pass rate for TNT‟s scheme is currently 72%, but has been higher. If a fleet company decides to run such a scheme with an external training partner it is vital that the school is DSA-registered.
T: 02476 400289 E: andy.jenkins@tntlogistics.co.uk W: www.tntlogistics.co.uk Section Four: Risk Management isn’t just for the big boys Peter Larner, managing director, Suckling Transport: Safety in numbers – recording and analysing crash data. A small logistics company, operating in fuel delivery. Management realised the company needed to find ways to differentiate itself from its competitors, to find innovative solutions to improve how it was perceived. One of the main customer requirements in terms of service in this sector is safety. It is also important that employees see that as managing director, Peter Larner gives priority to safety. It is also beneficial for company morale if management is seen to become involved in this issue at branch level, which a larger company may not find it practical to do. A company needs to recognise that it does have crashes and must investigate them – this then provides opportunities for organised changes in safety levels. The company changed the way information on crashes, bumps and scrapes is gathered and used. For example, drivers are provided with
disposable cameras, Potential Incident Report (PIR) cards and bump cards to record details of their crashes. A pro-active database of crash information has also been developed. It is important to include pro-active and reactive measures in risk management. Drivers are encouraged to report everything in regards to crashes, including near misses – a non-blameworthy environment. The company‟s Key Performance Indicators, which show crash frequency (kms per crash) and crash severity (sales revenue per £1 of crash costs) have experienced a steady improvement since the start of 2002. Petrol stations (the delivery point) are the most commonly recorded location of crashes, due to badly designed access routes for large lorries. Risk assessments are carried out for the sites posing the greatest risk, and site plans for these locations are developed, analysing hazards and accessibility. The main risks identified for the drivers in general have been identified as speeding, fatigue (and incorrect use of tacographs), mobile phone use, incorrect use of seat belts and reversing. Drivers are involved in the decision-making processes with these issues. It is important to ensure drivers are well-informed about risk and risk management. Numbers of small fleet companies are falling and competition is tough. Strong safety records can lead to greater success for small companies. T: 01708 861483 E: Peter.Larner@sucklingtransport.co.uk Phillipa Caine, company secretary, CORGI: The big picture – risk management procedures. CORGI analyses the occupational road risk posed to all their company drivers, i.e, those who drive as part of the job and those who own a private, „cash allowance‟ vehicle. It is important for CORGI to continually strive for its reputation to meet best practice in all areas. Employees are valuable and are heavily invested in, and for many the car is an extension of the office, so risk of crashes needs to be minimised. Reasons for developing a risk assessment include; The welfare of our employees; it is a legal requirement, not having one poses a risk to reputation; insurance rebates are possible through lower crash rates; reduced incident rates can reduce staff absence; benefits to the environment. Early safety initiatives developed by CORGI included: issuing a caruser guide; driver training; driving licence checks; a mobile phone ban; compulsory eye tests; ABS fitting on all vehicles used and training in its use and daily mileage and time limits, i.e. a maximum 11 hour day from leaving home to returning. Later initiatives include: occupational road risk assessment;
“Alcohol Awareness Training”; regular, topical road safety newsletters; incentive schemes for drivers; wheel change training; using alternative transport where practical. Possible future schemes: Driving Licence Checks through an independent company, and to risk assess how often individual checks need doing; considering Telematics, i.e driver tracking; Possibly considering random substance abuse testing; covering „cash allowance‟ vehicles on company insurance. The company has a strict policy regarding vehicle maintenance standards for its private vehicle drivers. A „Car User Guide‟ is issued to all drivers, which ensures all are aware of their responsibilities and presents a contractual agreement between employee and employer. All new drivers are externally risk assessed. Current drivers are risk assessed every three years or when personal circumstances change, such as a move, change of job or family bereavement. The assessment results are used for driver training, such as if a driver‟s attitude to speeding needs improvement. It is vital that the company remains consistent and firm when enforcing policies, especially those that may be unpopular among drivers. Internal costs are difficult to quantify, but benefits cannot be valued in monetary terms, for example, investment in employee safety and company‟s moral obligations. The policies need to be as much an integral part of the company culture as fire safety policies. Advice on introducing a fleet risk strategy: Ensure company wide support; Introduce a car user guide with basic health and safety info; Have a clear policy on mobile phones; Enforce a maximum driving distance and length of driving time for drivers; Ensure high standard of vehicle maintenance; Check licences regularly; Enforce compulsory eye tests. Assess drivers and introduce relevant training. Update car user guide regularly with new initiatives Comparing collision rate figures shows considerable reduction from 2003 to 2004 for CORGI. Having these policies in place also ensures drivers are confident in assessing the risks for themselves, for example, able to say “no” to driving in bad weather conditions that pose a risk. Cover for any eventuality - company officers have better protection against corporate manslaughter claims if a policy is in place.
T: 01256 372277 E: Pcaine@corgi-group.com
Section Five: Policy Development. Neil Maycock, safety and sustainability director, Carillion Plc: Risky business? Risk management policy development Carillion provides integrated solutions in health, transport and business services. Occupational health and safety can be a bit like a lottery – the company want to readdress this so that it is consistent, particularly across the various countries in which it operates. The company has gained several awards for its standards in this field, including a Fleet Safety Forum award for excellence. The company identified that some of its drivers were operating in high risk areas and that they have a duty to protect employees, customers and public from associated risks of road crashes. Initially, the different elements of their road safety policies were located in different documents and departments across the company, so this needed to be pulled together into one cohesive strategy to be more effective. Three influencing factors in driving road safety were identified: the driver, the vehicle and policy and process. The strategy for drivers includes: licence checks, driver fitness checks, driver assessment, instruction and training, driver history. The strategy for vehicles includes: vehicle selection, service and maintenance, suitability of vehicle for purpose. Environmental issues such as emissions are also considered, for example using hybrid petrol and electric cars. Policies and procedures were introduced on mobile phone use, drugs and alcohol (random testing is enforced in the rail industry so why not road transport?), driving hours, incident reporting (a culture where drivers report crashes immediately is crucial), and responsibility with both the drivers and the managers. Education underpins all measures to reduce occupational road risk. Fuel prices will never come down, so companies need to find a way of creating a sustainable fleet management strategy. The strategy is still in early stages of development, but the company hopes to reduce the large amount of money it is currently required to spend on rectifying vehicle damage from crashes, once it matures. A strategic approach rather than lottery approach gives measurable benefits. Mitsui Insurance underlined the need for clear communication between companies and insurers – to inform insurance underwriters if risk management programmes are being implemented may be reflected in lower premiums. T: 01902 318874 E: aheward@carillionplc.com
Alex Nelson, managing director, RTITB: Master Driver – driver accreditation scheme There are several problems facing the transport industry: an acute shortage of drivers, skills shortage, safety concerns, variable standards, rising costs and environmental issues. Introducing a driver qualification can help address a driver shortage. It gives the role a professional status, improves job security for the experienced, competent driver and encourages new entrants into the industry. The RTITB Master Driver Certificate of Competence qualification can help improve the skills shortage by identifying skilled drivers and providing practical assessment of load security, driving laden vehicles, route planning and customer care. It is practical, not paper-based, so will be popular with drivers and can help with staff retention and motivation. In terms of safety, the qualification builds on the existing DSA LGV tests, incorporating a daily vehicle check, practical assessment of vehicle loading safety, driving a laden vehicle and defensive driving. Rising costs associated with insufficient enforcement of these measures can be reduced. It also creates a common industry standard which gives employers confidence when recruiting and increases public confidence in the drivers. The qualification helps the driver develop an increased awareness of environmental responsibilities and the need to tackle them through measures such as route planning to ensure economic driving. The qualification involves a single in-cab assessment by a professionally qualified assessor with LGV driving experience. It is assessed during a real working day and is based purely on the driver‟s ability. The components of the assessment are: A daily vehicle check – the driver checks the vehicle against a comprehensive Master Driver check list and their competence is monitored by the assessor; A load security check - ensures the driver knows how to check a load is distributed and secured safely; The driving assessment – faults are identified, defensive and economic driving is taught, assessment is completed on all types of road; Route planning and map reading – this takes into account driving a laden vehicle, environmental issues, fuel economy and journey time; Associated knowledge – this covers issues such as customer care, drivers hours, the Highway Code, emergency procedures and vehicle safety. Assessments for the qualification can be made by an in-house RTITB registered assessor or can be made by individual application to be assessed locally by a regional RTITB assessor.
Qualified candidates are placed on a Master Driver register. Membership is renewed annually subject to presentation of licence and employer support. Reassessment is made every three years. It provides an invaluable source of competent drivers for employers and agencies. Benefits for the employer include: Protection of the brand image; Safe and courteous drivers make good ambassadors for the company – they often have more contact with customers than sales reps; It identifies competent drivers and enables employers to channel training budgets to drivers with the greatest developmental needs; It aids staff retention and motivation – gives opportunities for development within role; Helps keep costs to company down. Benefits for the driver; It provides a formal recognition of the skills of competent LGV drivers. It enhances LGV drivers‟ public image. It differentiates the experienced drivers through recognition of the skills they have developed. It increases self-esteem and improves job security. RTITB has worked with a wide variety of companies in pursuing the qualification. In the future, RTITB is considering the development of the qualification as a realistic NVQ assessment tool and to include measures to cater for the EU Driver Training Directive. There is also a need to develop programmes that small companies can buy into if they don‟t have the budget to develop their own.
T: 01952 520 202 E: alex nelson@rtitb.co.uk