Prioritising risk minimisation and fostering a safe driving culture
Introduction
The London Borough of Ealing (LBE) occupies a large area covering parts of West and North-West London. With a population of around 370,000, it is London’s third most populous borough. It is renowned for its parks and green spaces, with 330 hectares included in the Metropolitan Green Belt. However, its proximity to Heathrow Airport and its location spanning both suburban outer London and urban inner London results in busy roads, accommodating all vehicle types. Managing the risks posed by drivers in this environment is a priority for Daniel McKeown, the Fleet Manager responsible for the LCV and car fleet under the council’s direct control.
Essential Fleet Manager Magazine recently interviewed Daniel to explore how prioritising risk minimisation and fostering a safe driving culture have led to the creation of a comprehensive Driving for Work Policy that aims to protect the local authority, its employees, other road users, and pedestrians.
Interview
Q: Could you summarise the number and types of vehicles in your fleet and the services they support within the borough?
We have approximately 100 vehicles, including cars and vans, all weighing under 3.5t. These vehicles are used to deliver a variety of services such as property maintenance, cleaning, pest control, estate services, and security for council-owned and controlled properties. The fleet primarily consists of various-sized panel vans under 3.5t, equipped with accessories, including racking and lifting equipment, as well as towing gear, to support the diverse range of property services we offer. Since we operate solely within our borough, mileage is minimal.
Q: When you first reviewed your fleet’s safety and risk profile, which general behaviours did you think required attention, and were there any that stood out as a priority?
Safety and Risk Management are essential to the council. Ensuring that employees who drive for work do so safely is an area that needs strengthening. In other words, while there was a culture of health and safety on the road for employees, there was also an awareness and desire to enhance safety and reduce accident risks. I noticed that some departments were more focused than others on addressing risk. I began by examining the activity of driving itself; for example, are we regularly checking our driving licences? Are we analysing telemetry data alongside accident and fine histories? I aimed to promote and encourage all council departments to adopt a system centred on safety and compliance.
In addition to the council fleet, we are advocating for contractors to have an electric or zero-carbon fleet by 2030. This target should be feasible with a significant increase in the availability of public electric vehicle charge points (EVCP); all residents should be within a five-minute walk of an EVCP by 2025.
Q: How significant has fleet management and telematics technology been in fulfilling your responsibilities under a Driving for Work Policy?
In addition to providing the usual information on route and vehicle optimisation, vehicle usage, and enhanced security, our telemetry systems offer vital data on driver behaviour. Speeding, harsh acceleration, and cornering are easily identifiable through telemetry data, but harsh braking is also a concern. Drivers who record a high number of harsh braking instances often claim that they need to brake hard to avoid a collision. While this may be true, if all council drivers operate on the same roads in the borough at the same time of day, covering similar mileages, they should have a comparable number of harsh braking instances each month. The only explanation for a driver consistently recording a high number of harsh braking events is that they must be driving too closely to the vehicle in front. This illustrates how telemetry can help reduce risk. Coaching the driver to apply the ‘two-second rule’—maintaining a distance of two seconds from the vehicle ahead—should decrease such events and, consequently, lower the risk of collision.
Q: Implementing technology across several departments can be a complex process for a local authority. How did you handle engagement and communication with diverse stakeholders who have varied priorities?
Sometimes, changing people’s perceptions can be very challenging, even when they agree that change is necessary. I have found that the key is to develop strategies for engaging stakeholders and securing buy-in throughout the organisation. It is essential to involve stakeholders in the policy development process. By considering their feedback and adjusting the policy to reflect everyone’s input, stakeholders are more likely to accept the change.
While the council strongly focuses on compliance, budget control remains crucial. Everyone in the fleet industry knows that driving is the most dangerous work-related activity, but the costs and safety risks associated with failing to engage technology to mitigate risk are also substantial.
Q: In what ways does your background in fleet management and personnel management assist in interpreting telematics data?
I’ve been using Fleet telemetry systems for over 20 years. The advancement of technology in telemetry, fleet management systems, and vehicles has been significant over this period. I believe the key element is integration. Without integration, systems cannot communicate with one another. For example, an engine management system fault may cause the engine management light to illuminate on the vehicle’s dashboard. However, this must also be communicated to the fleet manager via telemetry to the fleet management system.
Of course, there are other examples of the benefits of telemetry integration. One of the indicators from which the council has benefited significantly is the tyre underinflation indicator. When a tyre loses a degree of pressure, an alert is sent to my telemetry portal. I’ve learnt that, more often than not, having a tyre repaired before it goes flat saves money. The ratio of puncture repairs to tyre replacements due to puncture damage is quite high. Under-inflated tyres can also cause other issues, such as steering pull. Acting quickly is essential for safety and for keeping the fleet operational.
Q: Does the council have a driver induction and assessment system and if so, how does this help identify training requirements?
Driving assessments are crucial to the council’s focus on compliance, especially amid the transition from ICE to electric vehicles. Our assessments centre on the RoSPA Driver Assessment course, which has proven to be an essential tool for evaluating drivers’ abilities to operate safely in the borough. Additionally, the assessment introduces EV driving, utilises telemetry, and offers the driver an opportunity to understand what is expected of them for safe driving. Currently, we have three managers within the council, myself included, who are trained by RoSPA to deliver driver assessments. This process involves accompanying the driver on a short route and providing feedback and guidance on safe driving practices. The assessment is not a driving training session; rather, it is designed to identify training needs.
The e-learning tool is integral to the council’s ethos. All employees must complete a course on mental health awareness and a Driving at Work online course.
Q: “Fitness to Drive” is an essential component of a Driving for Work Policy. Have you considered driver well-being alongside the other legal and medical aspects of “fitness”?
Yes, it’s important to the council that, with the introduction of our telemetry and fleet management systems, we record drivers’ declarations of fitness to drive through an app. Drivers should declare themselves fit to drive on each day they are on council business. By doing so, they declare that they are not under the influence of drugs, alcohol, or any other substances. There is a system of periodic medical declarations made by the driver to ensure they are not taking medication or have any medical issues that could affect their ability to drive. As previously mentioned, e-learning is a valuable tool. At the council, we take mental health very seriously; everyone must complete an e-learning course on mental health awareness.
Q: How are employees’ obligations under a Driving for Work Policy communicated to drivers, and what tools are provided to ensure compliance?
The policy is communicated, but it is also important for drivers to have access to a handbook in certain circumstances. Handbooks are useful as they provide drivers with all relevant information from the policy and operational details, such as instructions on what to do in the event of a breakdown or accident. A fleet management system is an effective method to convey driver responsibilities. Using such a system to send documentation in the form of policies, handbooks, and links to e-learning platforms ensures that records are kept regarding when drivers received and read the information.
Q: In addition to promoting a safer, more efficient driving culture, can you also use your Driving for Work Policy to achieve cost reductions, such as in insurance premiums? What other cost reductions are possible?
Certain elements of the policy help reduce insurance costs. Insurance companies want to confirm that telemetry is not only installed but is also used to its fullest extent. For example, are drivers receiving feedback and undergoing coaching?
All fleet managers should discuss this with their insurance broker. In my experience, insurance companies are eager to identify fleets that emphasise risk management. From feedback from past brokers, I’ve learned that there is a significant cost difference in insurance between a well-managed fleet and a managed one.
Q: Are there any organisations or suppliers you believe have significantly assisted you in developing your Driving for Work Policy?
There are several organisations that can help compile a policy. Driving for Better Business (DfBB) has provided me with a roadmap for devising and implementing a fleet strategy and driving through change. The Association of Fleet Professionals (AFP), which I believe every fleet manager worth their salt should join, offers useful tools for all policy elements. Membership in Logistics UK has given me access to updates on any legislative changes. Additionally, RoSPA has provided us with invaluable training in driving assessments.
This article featured in Essential Fleet Manager Magazine issue 3(2025)