Steven Sutherland explains that one of the most concerning factors for long-haul carriers and fleet operators is driver fatigue.

In some countries, strict legislation governs the number of driving hours permitted in a given day. Canadian drivers, for example, are not allowed to drive more than 13 hours per day, unless they have been off duty for eight consecutive hours prior.

In South Africa, things are a bit different. While legislation has been spoken about, pen has not been put to paper. Subsequently, many businesses incentivise their drivers improperly, paying them by kilometres driven. Some drivers travel long distances on the weekends, arriving at work fatigued, before the week even starts. Many drivers are not paid well and travel great distances, merely to make a living.

How is this acceptable business practice, considering the consequences for drivers, other road users, and a business’ bottom line? According to the International Transport Forum, South Africa is ranked worst out of 36 countries for road fatalities, which costs the country (and consequently the fleet sector) over R300 billion annually.

While there are many different forms of non-compliant driver behaviour, fatigue contributes heavily toward road accidents. The three main culprits of fatigue are physical exhaustion, medication-induced drowsiness, and poor dietary habits. There is a growing concern over the availability of skilled drivers, given that it is not necessarily an attractive career path.

The sector already faces a serious shortage of skilled drivers, due to the industry’s inability and/or unwillingness to temporarily remove drivers from their daily duties. The sector needs investment to set up programmes that encourage and train young people to become professional commercial vehicle drivers. This would increase the pool of professional drivers available and raise the profile of professional driving.

Through this, road incidents stemming from fatigue and poor driving behaviour will, most certainly, be reduced. However, it is not only about training and upskilling. Consistent monitoring and proper screening processes should also be implemented.

Drivers need to be educated and made more aware of the dangers of fatigue, as well as the importance of taking regular rest breaks. What is the best way to do this? A solid investment needs to be made in a fleet management system that monitors driver behaviour. Technology can play a crucial role in monitoring driver fatigue. There are tools that can assist drivers in proactively testing their alertness before taking the wheel and while driving.

We believe the solution lies in making driver incentivisation a positive reinforcement technique, through the implementation of telematics systems that correct and improve driver behaviour. Access to driver data gives fleet operators the ability to reward those who drive within recommended hours, and/or those that adhere to scheduled rest breaks.

Video footage (in-cab video monitoring) can also prevent damage to public property, vehicle write-offs, deaths and injuries, and lawsuits caused by fatigue – all of which come with a high price tag. Businesses that focus their fleet management strategy on influencing or changing risky driving behaviours not only reduce the risk and cost of unsafe driving but improve their organisational profitability too.

Similarly, if drivers are able to identify risky situations, they can manage and overcome complex issues within their driving environments. Economic progress is about more than just improving a particular business’ profit margin. The way a company treats, values, and develops its drivers is vital for business longevity and reputation. Getting this right is simply better business and an effective and responsible approach to a serious industry issue.

This article appears in the July/August 2015 issue of Transport World Africa. Find out more about our branded content opportunities.