All fleet and transport managers understand that they must prioritise the safety of their vehicles before allowing them on the road. This can be achieved through thorough vehicle pre-use checks and the establishment of robust SMR (Service, Maintenance, and Repair) processes. But what about ensuring drivers are physically and mentally fit to drive?
The complexity of driver management is best illustrated by the phrase “everyone is different.” While the law addresses illegal activities like drunk or drugged driving, not all factors that pose a significant risk for drivers are documented as illegal. However, they still pose a danger and increase the likelihood of incidents on the road, such as fatigue or stress affecting a driver’s fitness to drive.
Unfortunately, this aspect within driver management is often overlooked, with the main emphasis placed on licence checking, enforcing company policies over speeding, and meeting KPIs, for example.
If you employ or manage drivers, you are legally mandated to prioritise their health and safety. However, your level of control in managing drivers is sometimes limited to educating them about the correct processes to follow, typically outlined in a driving-for-work policy document. For most people, this will suffice, but for some, it may not.
Many fleet managers work remotely away from their drivers and vehicles, meaning they have limited interactions with them, even on a monthly basis. While it is obvious that seeing a driver is the best way to check if they are ‘ok’, fleet managers working remotely from their fleet and drivers must find other ways to stay connected. This could be done through regular contact by phone or by using group messaging apps. In these circumstances, drivers must be reassured that although you are trying to foster a culture of trust and self-regulation, you are also available for a casual conversation or to listen to any problems they may have.
Driving demands 100% concentration and can be inherently stressful. When compounded with long hours, isolation, navigating congested roads, and meeting daily appointment schedules, it can have a detrimental effect on drivers’ mental health.
Other factors, such as fatigue, can significantly impact a person’s ability to drive safely. Even if it is not ‘illegal’ to drive tired – as it is hard to determine and prove, it is certainly not advisable. Fatigue can impair a driver’s judgment just as much as having an alcoholic drink, and a tired driver poses a significant danger out on the road.
No one should expect a fleet manager to monitor how much sleep individual drivers are getting, but there is a need to recognise certain factors that may be adding to the burden. For example, has a driver been allocated too many changing shift patterns? Have they had sufficient time off in the last few months?
Incorporating a ‘Fitness to Drive’ section in your driving-for-work policy will help drivers understand how your organisation actively promotes driver well-being. It is essential to emphasise your duty of care responsibilities and perhaps what you are doing to exceed them.
Stress, fatigue, and mental well-being all contribute to a driver’s concentration level and, ultimately, their risk of injuring themselves and the wider public. Therefore, helping drivers manage these factors is a crucial part of driver management.
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