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Welcome to Driven By Excellence, your trusted place for all things logistics and road safety from PDT Fleet Training. Each month, join host Hattie Hlad as she interviews experts on a wide range of topics within the logistics field.
Hattie Hlad
Driven by excellence, your trusted place for all things logistics and road safety. Today we are honoured to welcome Mark Cartwright. If you're a commercial van driver or operator, you're probably thinking, I know that name. Mark has achieved a 36-year career within road safety and today we will be delving into his experience and asking the important questions around how national highways are working to proactively make our roads safer. Mark, thank you so much for agreeing to join us on today's episode. Can we start with an introduction for our listeners? As I said, many will have worked with you during your long career in road safety, but for those that haven't had the privilege, can you introduce yourself? Talk us through your background and explain what your role is at National Highways.
Mark Cartwright
Yeah, absolutely. My name's Mark Carter. I head up the Commercial Vehicle Incident Prevention team at National Highways. I've been around the transport logistics industry most of my working career. I was with the trade association formerly known as FTA for 32 plus years in a number of different roles there, logistics UK. Towards the end of my time there, the last eight, nine years or so, I was doing all the van-related stuff that FTA as they were at the time were doing, including the development of their, I have to say, award-winning van excellence program, which I then went on to manage. I joined National Highways or Highways England as it was then three years ago now. I've got two roles basically. I head up the commercial vehicle incident prevention team, as I mentioned. and also look after their Driving for Better Business communications programme. So they actually fit together really, really well. The role of the Commercial Vehicle Incident Prevention team is to identify and develop projects and initiatives, call them what you will, looking to improve the single KPI which we're judged on, which is the number of people who manage to get themselves killed and injured on our roads involving commercial vehicles, HDVs, trucks, and we're looking more and more now into cars and powered two-wheelers that have been driven and ridden for work as well. Driving for Better Businesses, the comms side of it, that's our communications campaign. So the two parts fit together really, really well in terms of identifying initiatives and then actually trying to communicate them out to the sharp end where it might actually make a little bit of difference in terms of the KPI that I mentioned. Within the Commercial Vehicle Incident Prevention team, I manage a team of project managers. As I say, we're looking for initiatives to develop. I'll give you a couple of ideas of some of the things that we're looking at at the moment. Probably the best-known activity we get involved in is something we call Operation Tramline, which is where we lend police around the country one of the number of adapted HGV cabs to users camera platforms basically on the network. We've been running those about five years now around about 30,000 dangerous occurrences that they've spotted and dealt with out there so that's very positive. We've done a lot of work in the van space over the years with the development again award-winning van driver toolkit which is really about trying to take any of the mystique or the old wives tales misunderstanding across van operators and van drivers about what they can and can't do, what the law requires, what best practice provides. At the moment we're doing an awful lot of work around what we internally at least call the known unknowns, which are primarily distraction, fatigue, impairment, medical conditions. The reality of it is trucks and vans don't crash on their own. There's always human involvement. So it's trying to get our head around that and again offer good advice to organisations how to best manage it. We've got a terrific project we're working on at the moment which is around post-collision response. Clearly plan A is to stop them crashing in the first place. Plan B is they have crashed, let's try and keep them alive. There's a horrible statistic we've got from our medical colleagues who are working on this with 80% of the pre-hospital deaths from road collisions I reckon could have been averted with some fairly basic first aid on the scene before the paramedics arrive. We've got a terrifically badly named project which we call PING which is about using some of the cameras and sensors on our network to let opt-in operators know what we spotted their vehicles up to when they're around the corner and out of sight with a view for them sorting the issues out themselves. But the main role that I was brought into at Highways is to try and develop us as a trusted voice within the transport and logistics industry. And it's probably completely the wrong way of putting it, but my role is basically to be the front man for all of the massive amount of work we've got going on behind the scenes within the Commercial Vehicle Incident Prevention Team and the Driver for Better Business Team.
Hattie Hlad
That sounds expansive, thank you for sharing that. Let us start by dispelling any misinterpretation. Often when our trainers at PDT Fleet are out delivering sessions, we're asked by our drivers who owns National Highways and how are they funded?
Mark Cartwright
Can you share with us that background with National Highways? Yeah absolutely, you own National Highways, the taxpayer owns National highways. If you want to get technical, we're an executive non-departmental public body sponsored by DFT, Department for Transport. Basically, we're an at-arms length government body, so everything that we do is funded by the taxpayer, which equally means everything that we do and we offer out to organisations is all FOC that's already been paid for. We were Highways England up until a couple of years ago, and before that we were a proper government body when we were known as Highways Agency. Currently, we have a single stakeholder, which is whoever the current Minister for State is for transport. And our license is really straightforward from DFT. It's to operate, maintain and improve motorways and the major A roads in England, although we do reach into Scotland, Northern Ireland and Wales where we help set some of the standards that they work to. We're responsible for 4,300 miles of motorways and what we call all-purpose trunk roads. You'll thank me for that if it comes up in the pub quiz. And they carry about a third of all traffic in England, but interestingly for our listeners, over two thirds of all the freight that's moved is carried on our network. We're funded directly from government on a five year road investment cycle. Last award was from 2020 through to 2025 and it's an awful lot of money. It was 27.4 billion of which I get a tiny, tiny, tiny little bit to try and spend on what we're up to.
Hattie Hlad
That's amazing. I think you explained that really clearly for our listeners, but from your perspective, Which projects within National Highways have brought the most success? The ones where you and your team have sat back and thought, we've really made a difference there?
Mark Cartwright
Yeah, I mentioned tramline earlier, which is where we lend the police an undisclosed number of modified HGV cabs. There's somewhere between two and four of them. They're modified in so much as the speed limit is removed. They will do 80-odd miles an hour, which is quite an experience if we need to. They've got 360-degree high-resolution enforcement standard cameras on them. And as I say earlier, they've identified quite a number. So that's the one that gets all the high profile. We're very proud of that one. There's a couple of myths attached to tramline, which I'll just take the opportunity just to knock down, bearing in mind our audience is they're not out there trying to identify HGV drivers in particular. You can't get over the fact that the police in the vehicle are 10 foot up in the air, so they can see what's going on in other HDV cabs. But in terms of the issues that they identify, it's broadly about 40% HDV, about 30% van, and about 30% car. Most common issues that we find are really simple, really straightforward, but really dangerous. It's people not wearing the seat belts. A statistic which plays into that is about one in four of people that die in incidents on our road weren't wearing seat belts at the time of the incident. So clearly that's a major, major issue. And the other one you listeners would probably guess is mobile phone distraction. I guess one that's made, I think a lot of difference in a particular area of operations is our van driver toolkit. Again, very extensive set of resources trying to take away some of the confusion or old wives' tale, the myths about operating vans, driving vans. That's been exposed now to around about 5,000 separate companies who've downloaded the materials. Those companies between them have got somewhere in the region of a million and a half van drivers between them. So it's starting to get an awful lot of traction in there. And I'm also really excited about the potential of some of the projects that we're working on. PING I've already mentioned, which is where we let people know what we're spotting their vehicles up to. And I deliberately say vehicles because we don't know who's driving it. We know where and when the incident was identified will provide evidence to the organisation they can work out who was driving the vehicle and take the appropriate actions. The post-collision trauma response I think has got massive opportunity for improving what were, if you like, the outcome of incidents on our network. There's three main areas to it just to give a little bit more of a background to it. Number one is helping the first people have come across the scene of an incident, make the best 999 call anybody's ever made. Our colleagues in the blue light call centres tell us probably 50-odd percent of the people that call don't actually know where they are at the time that they're calling, which is all adding to the response time. It's then around if the individual chooses to stay at the scene and we're not trying to force anybody to do anything they wouldn't ordinarily want to do, we're just trying to get them better at doing it. If they're going to hang in around the scene, a vehicle's going to be somewhere, so let's position the vehicle to protect themselves first of all, protect the scene and not get in the way of anything else that's going on out there to cause further risk. And then you get into the medical side of things. We're working with a number of senior paramedics on this. Again, there's a terrible statistic that I will point out to us is you'll die from a blocked airway in probably three or four minutes. The target time for a paramedic to arrive on scene is about 15-16 minutes. So you've got time to die three or four times over if that was what you wanted to do. So anything that we can do to improve that I think has got to be a bonus for anybody else on our network. And there's a massive, I'm hesitant to call it a project because it is difficult to quite nail down exactly what it is, hopefully it'll make a degree of sense. It's something we call in the power of procurement and is a real message for the, you know, the business leaders within your audience is one of the things that fascinates me and terrifies me at probably equal amounts is the number of very health and safety conscious organisations I've come across with very robust systems, very talented health and safety managers and directors who simply don't seem to get their responsibility extends out onto the road. They'll have massively secure premises, they'll manage their health and safety within their offices, within their production facilities, within their construction sites really well. And then almost throw a set of keys at the driver, pat him on the head and wish him the best of luck.
Hattie Hlad
Yeah.
Mark Cartwright
And if we manage the risk on the roads anywhere near as well as I manage the risk in the premises, be a long way down the line to our, I have to say, very challenging targets of reducing casualties on our network to zero by 2050. So there's a whole piece there around trying to raise the awareness of businesses, of their responsibilities, not just within their own workforce, but as that extends out to their supply chain and their contractors, which is a very clear legal requirement for health and safety work legislation.
Hattie Hlad
That's following into a question I wanted to ask you about that really, because we wholeheartedly agree with that sentiment there. But what are you doing with these organisations? Like you said, have great health and safety organisations, but they don't follow through with their on-road obligations. What do you do to help them with that?
Mark Cartwright
We've got a lot of materials available to support them. But I think the biggest thing that we're trying to do, and this might sound a very odd thing to say, bearing in mind your audience, is to stop talking to fleet managers and logistics directors, because we want to be talking to health and safety managers, risk managers, procurers within organisations, health and HR departments. What we do find, and it is a compliment, it's a testament to how well we manage logistics in this country, so many of the fleets and organisations we deal with, their own fleets are great, but they're not throwing their weight around across their supply chain to be very clear about their expectations. If you take National Highways as an example, we wouldn't let somebody loose building a bridge for us or managing a stress a motorway if we weren't pretty sure of anywhere to build a bridge. Do we ever ask them the question do they know how to run their fleet properly? Are their contractors running their fleets properly? Probably not as much as we should do. And we see that across other organisations where the main task that businesses is bought in for is fantastic, but are they, to be blunt, influencing their supply chains? It's an anecdotal one, but it always makes me smile every time I think about this. As a fleet manager, I know really well that one of the largest fleets in the UK, who ran me up a few months ago. Just got to think he wanted somebody to moan at basically, but he ran me up and he said, "Look, I've just got to share this with you. I've been driving into my office for the first time for ages because of COVID and lockdown and all the rest of it, and I managed to get cut up by a van for Fleet Management Company." He said, "So I tapped my horn at him just to let him know I was about, and the fact I wasn't that happy, excuse me, I got the full set of hand signals and I got brake checked three times. Imagine how surprised he was when I reversed into the parking space next to him at the offices where he'd come to do some work.
Hattie Hlad
Oh no.
Mark Cartwright
Suffice to say, he doesn't service that office anymore. So we all have a responsibility, we all have ability to influence and actually what we're trying to do with this project is really to get businesses to use their ability and their influence to make changes.
Hattie Hlad
Talking about making a difference, I just want to link to an article we read on you where you stated that the sole aim of your team is to keep people alive. When viewing your published targets, it states your aim is to reduce the number of people killed or seriously injured by 50% by the end of 2025. Before you answer my next question, I just want to remind our listeners that each day approximately five people are killed and up to 60 will sustain injuries, many of which will be life-changing. So with that in mind and with your target being to save lives, what would you say are the key projects, performance indicators and milestones you set to achieve this?
Mark Cartwright
Okay, it's a big question because it's a big topic. In terms of projects, they all kind of come together. There's a terrible phrase that I learned at some conference somewhere. It was around event horizon. So things all start coming together. If we were using the power of procurement piece, that would be more demanding of everybody within our supply chain. The great majority of vehicles on our network are being driven for work purposes. I'll just share this with you. We had a daft idea, not that we have many daft ideas, a while ago if we suddenly inherited some superhero powers wouldn't it be interested if we could go out and suddenly freeze let's say a mile of busy motorway. Let's go and start knocking on people's windows and ask them why they were there, were they driving for work. Now we're pretty good at freezing miles of motorway what we weren't very good was getting the health and safety forms signed off to go start knocking on people's windows but you get the gist of it so there's another way of looking at it and these figures are approximate because I'm not very good at arithmetic but you'll get the gist of it I think your listeners will get the gist of it. We know there's about half a million trucks out on our network. They're being driven for work, that's the only reason they're there. There's more than four and a half million, it's about 4.8 million, but let's say four and a half million vans out there, they will be driven for work. So there's five million vehicles we know are being driven for work and therefore ought to be influenceable through this health and safety angle. There's about a million company cars and the figures decreasing but let's call it a million company cars. And then there's the world of grey fleet. Most of you listeners are probably flinching there when we say grey fleet, but the world of grey fleet, and depending on which estimate you look at, there's somewhere between 22 and 10 million grey fleet vehicles in the UK. Seems a bit of a wide range to me, but we just picked on 14 million, just to keep the arithmetic easy. So we've got 14 million grey fleet, we've got another million company cars, that's 15 million, and we've got 5 million vans and trucks out there. So 20 million vehicles, which rather coincidentally is about half of all the vehicles registered in the UK. And there's something that we've started talking to businesses about there's another way of describing somebody who drives for work and I said an employee. You wouldn't permit, you wouldn't allow, you wouldn't turn a blind eye to bad behaviours within an office space, within a construction facility, within a production facility. So why aren't we having the same rigor on vehicles that being driven for work and company drivers? So that's one of the ones which really we have great ambitions for, but if you start thinking about the post-collision trauma response, the PING project, actually there's no reason why they shouldn't be baked into that requirement of you, for example, as an organisation that wants to come and work for us. If you want to come and work for us, I'm expecting you to commit to good health and safety behaviours, and I'm expecting that you sign up for PING, and I'm expecting that you sign up for the post-collision trauma response, you get engaged and involved with some of the already existing operational accreditation programs out there, stuff like falls ISO 39001 etc. You know it's just about raising the standard so that's one really in terms of milestones and ambition I guess what we've got the greatest hopes about but we know it's a really challenging target.
Hattie Hlad
Yeah, you mentioned a key project there, post-collision trauma response. Can we delve into this a little bit more? We've seen you're campaigning for equal SOS. Can you explain to our listeners what the education piece is here?
Mark Cartwright
Yeah, it's kind of split into two areas. E-call is a given, to be honest for us. E-call is a perfect and very clever piece of technology that allows people to identify. One of the challenges that we have, one of the things that stresses us, if I want to say a better phrase, is we kind of assume everybody's a good driver. The number of people that we talk to and survey work tells us, "I haven't got a first clue what the E-call button in the vehicle does." number of people, we were on a call a few weeks ago with somebody from the scheme talking about this and I can't remember what the numbers were exactly but the number of calls that they get where basically it's somebody just pressing the button to see what happens and this voice comes out of it, it's ridiculous. So there's a whole piece there around actually educating drivers as to what their vehicles are capable of, educating them about how the roads work and how they should behave because you know driving well is a lot more than just pressing pedals and making things go backwards and forwards and round corners. The Post-Collision Trauma Response Project breaks into three areas fundamentally. I touched on them already. First of all, you've come across the scene of an incident. Let's make the best 999 call anybody's ever made. Be very confident about where you are. Describe the scene in front of you so the right resources are committed quickly and easily. There's all kinds of technology out there we want to bake into this. What3Words, for example. There's another app, which forgive I can't remember the name of at the moment, which allows the emergency call centre to use the camera on your phone so you can actually send them videos of what's in front of you. I think that's going to get even more challenging as more and more electric vehicles come onto the road as well because the emergency services do need to know if at all possible that there are electric vehicles involved in incidents out there. Once a call has been made, as I say, we're not trying to coerce or force people into doing stuff they wouldn't ordinarily be thinking of doing, we just want to make them better equipped to do it. If they're going to be around the scene, you know, let's do what you can to make yourself safe, keep the scene safe and protect the scene. A lot of our drivers clearly are in HGVs. They're obviously, because of their size, terrific for protecting scenes. One in 10 vehicles, more than one in 10 vehicles on our roads are vans. So if there is an incident, there's likely to be a few vans turn up fairly quickly. They're pretty good. A lot of them, particularly within the civil engineering industries, have got flashing lights and all sorts of stuff to make the scene very, very visible. So there's all kinds of opportunities there. Then you get into the triage and the first aid piece. The paramedics we deal with are terrific. And I guess as most people in those kinds of jobs, they've got quite a gallows sense of humour in there. Whereas they put it to us, there are basically three things we need to get good at, at the scene, which will keep people alive. And if any of your listeners have done first aid, they'll know we have the mantra is the quiet ones you need to worry about. If they're screaming off the top of their lungs, they might be in terrible pain, but they're not likely to die in the next 10, 15 minutes while we're waiting for a paramedic to roll up with their gear. And in terms of the quiet ones, the three biggest killers are cardiac issues. So you get straight into the old stay-alive routine, if you remember the advert. More and more vehicles we know now are equipped as a matter of course with defibrillators. And for your listeners who are thinking of specifying new vehicles at the moment. It's definitely something to think about. You spread the cost over the lifetime of a vehicle. It's insignificant. Aside from the cardiac issues, blocked airways, I mentioned earlier, you'll die from blocked airway in three or four minutes, and as our paramedic friends bore it, you deal with a blocked airway by unblocking it. So fingers in, get whatever's in there, get the tongue back out, whatever it is, get stuck in there. The biggest killer bleeds. So both internal and external, they're not exclusive, you can have both. Internal bleeds, to be blunt, there's not an awful lot they can do about it until they've got the victim to a medical centre where they can be imaged and they can work out where they're leaking from, so that makes the first eight to 999 call even more important. Even shaving a couple of minutes off the response could make the difference. If it's an external bleed, stick something in it and push. You know, you can buy genuinely military-grade bleed kits about £15 a pop is stick a couple of them in your vehicle, you'll be able to cope with it. So bit of triage, go for the quiet ones, look for cardiac issues, look for blocked airways, look for bleeds, and actually an awful lot of the deaths that we see prior to the paramedics turn up would probably be okay. It's all about giving the paramedics something to work with. So they all kind of fit together quite nicely. The aim for the post-collision trauma response is that we will develop two main things. One is a suite of e-learning, micro, little bite-sized chunks of it covering all the things we've talked about, the call, the triage, the medical response, and also an app just to guide people through it on the basis, you could have had the training a few months ago, you can guarantee your brain's going to mush if you come across the scene of it. So if all you remember to do is to fire up the app and it will guide you through your location, making the call, protecting the scene and the first aid elements. So we're hopeful to have something that we can be sharing with your listeners probably by the back end of this year. But we're working really hard on that. We see that it's got massive opportunities.
Hattie Hlad
That's really great. We'll look forward to seeing those resources. I just want to pick up on a point that you made. You mentioned that emergency services would need to know whether there were electric vehicles in the incident. Why is that?
Mark Cartwright
I mean the emergency services would prefer to know if there's electric vehicles in there and it's really straightforward to be honest. Electric vehicles probably carry in 50,000 volts if you stick your hand in the wrong place you're gonna get 50,000 volts. So you're coming across a smashed up electric car electric van on the network. They need to know what it is that they're dealing with is the obvious answer. The lithium-ion batteries that these vehicles are powered by as well also present challenges to the emergency services. If they catch fire they really do take a hell of a lot of putting out basically. So it's all about the emergency services getting the right kit to the right place first time, not getting there and realising they needed other kit to deal with it. So, you know, the more they know at the scene, the better before they arrive.
Hattie Hlad
Definitely. Beyond the life-saving work that you do, we noted during our research that the scope of national highways is far-reaching and covers biodiversity, noise, air quality, flooding, water quality, carbon emissions, cultural heritage, landscape and environmental legacy. Can you explain to our listeners how these fit into the National Highway Strategy?
Mark Cartwright
I would love to be able to give you a really involved, long answer for this. It's a bit outside of my remit, but fundamentally it comes with who we are. As I mentioned, we are effectively a government body. We're a major employer. There's six and a half thousand odd people that are at the National Highways. We're a major spender. I mentioned earlier our typical five-year RIS program is in excess of 20 billion pounds. So it kind of comes with our responsibilities as who we are. So we do have whole teams involved in all of those kind of exercises. I always say this slightly tongue in cheek, but in my time in highways it's barely a month goes by without me discovering a whole new department I didn't know existed before dealing with these kinds of things. And we take it really, really seriously. We do a hell of a lot of archaeology, digging up old things as part of our construction projects etc. We do an awful lot around the environment and you know maintaining habitats for the wildlife that we find along the side of our network so not something I'm directly involved in but it's something we do take really seriously.
Hattie Hlad
That's really interesting that really is a wide remit. Mark some years ago we at PDT Fleet Train and collaborated on the sharing of the Smart Motorways safety message. Back then the appetite seemed positive for the impending changes. Now Now we've read on the government website that these are to be scrapped. What's the rationale behind that decision? You know, a bit above my pay grade, that one, but it's fundamentally a political decision. You know, there's all kinds of data that we can use to demonstrate that smart motorways are at least no more dangerous than other motorways. A lot of it is around how people understand how to use them and how to use them properly. It's a political decision at the end of the day. What's your personal view on it?
Mark Cartwright
I'll come back to where we were, but smart motorways are demonstrably no more dangerous than any other motorways. The part of the challenge is around when motorways start slowing down and congestion starts forming, people leave the motorway and to be blunt they tend to crash on the less safe roads that are around it. If you look at it in overall terms they're no more dangerous.
Hattie Hlad
Will we expect to see any physical changes with the removal of smart motorways?
Mark Cartwright
Again, not so far as I'm aware, but I'm going to pay a grade, but my understanding is the government's commitment is not to build any more, not to commence a building of any more. The ones that are in construction will continue to be in construction. The ones that exist aren't suddenly going to disappear in a puff of blue smoke. So, you know, they are, as far as I'm aware, there's no plans to deconstruct the smart motorways that we spent all this time, money and effort constructing and obviously there'd be an awful lot of impact on network flows if we were doing that and it's interesting, I mean one of the things that my team do is we'll build driver CPC packages and then put them out into the wild for training businesses to pick up on. We've just recently released one about smart motorways and really genuinely, very first question we got is do we need to worry about this in light of the government announcement and yeah of course we do because there's still going to be smart motorways on our network for the foreseeable future. The more people understand how they work, their responsibilities when they're driving is really important. And it's probably worth saying one of the things that causes an awful lot of issues on all of our roads, not the smart motorways, are vehicle breakdowns. And I say breakdowns through gritted teeth because in my mind, at least half of what we get classed as breakdowns on our network aren't breakdowns. They've run out of fuel or the tires have gone when they should never set out onto a network with ooky tires to start with. So anything that can stop people stopping on our networks, whether they're smart motorways or not smart motorways, has got to be for the good. And you know, we did quite a campaign a while ago, some of your listeners are probably aware of our Go Left campaign, and that was all about how you deal with stoppages on the network. You keep left if you can get off the motorway at the next junction on the left, you do that. If you can't, you get as far over to the left as you can, you get to the side of the road, you make your vehicle as visible as you can, you climb out the left-hand side, you climb over the barrier to your left before you do anything else. So, you know, the big thing for your listeners is make sure they're doing everything that they can to reduce the risk of any stoppages on the network in terms of how they fuel the vehicle. I know commercial vehicle drivers are very good at this kind of stuff. It's how they approach their journey is probably the most dangerous thing anybody can be doing on any one of our roads, is stopping.
Hattie Hlad
Mark, this has been a great way to share with our sector all of the fantastic work that's been done to in essence keep us all safe. Before we let you go, we would like to pick through your wealth of knowledge and provide our listeners with three takeaways from our session today.
Mark Cartwright
Okay. The Fleet Managers in your audience, take a second and give yourself a pat on the back because we're really, really good at this in this country. So the message for Fleet Managers is be brilliant, keep being brilliant and tell everybody you're brilliant and share your brilliance with all of those around you. So that's number one. In terms of number two, sharing knowledge. I mentioned earlier, one of the big challenges that we have is everybody thinks they're the world's best driver. They know exactly what to do. Is talk to all of your employees, sharing your business, whether they're driving for work or not, whether it's the people commuting into your offices. Is share best practice with them. Driving is demonstrably the most dangerous thing that most of us will ever do in our lives. We take it so much for granted. So talk to you people, share the knowledge with them. You know stuff. You're the truck, you're the fleet manager involved in the industry. There's a project which hasn't quite seen the light of day with us yet. We've been kicking around behind the scenes, something we call the Ida tax, which depending on whether you want the pre or post-watershed, I'll give you the pre-watershed. You can probably work the post-watershed out, but I drive a truck and know stuff. Share that knowledge. You know how to maintain your vehicle. You know how to be confident your vehicle isn't going to break down en route. know what to do if you come across the scene of an incident or your vehicle does break down. Share that knowledge. Share it with not just the people you work with, share it with your family, share it with your peer group, the guys down in the pub, whoever. You're a truck driver, you're in the business, you know stuff and that goes for the fleet managers as well. And then the third one, and I've spoken about this already, but it's the one I will always come back to, is engage with your health and safety colleagues, with with your procurement colleagues, with your HR colleagues, and recognise the risk on the roads for all of your employees, your supply chain, all of their employees, and be a demanding client. If you want to come work for us, show me that you know what to do when you're out on the network to drive safely and keep us all safe. So that's one, two, three for me is, Fleet managers be brilliant, share the love, and be a demanding client.
Hattie Hlad
That's amazing. Thank you so much for joining us here today. If you're keen, we would love to invite you back because we could easily fill up the whole day chatting with you. So thank you. Thanks for tuning into this episode of Driven by Excellence. We hope you enjoyed listening. And if you did, please don't forget to click that follow button, leave us a review or share this episode with a colleague. For more information and to keep up to date with industry news, head to our website, pdtfleetetrainingsolutions.co.uk.