Page 37 - Case Study Annual 2018
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LAA Gold Award
reporting metrics to determine behavioural trends. was highlighted as one of the major causes of
It soon became clear that in order to achieve the their stress. Understanding this problem, RTT
defi ned strategic objectives, there needed to be an established training programmes designed to
investment in technology and employee focused correct this at supervisory and managerial level.
initiatives. The company also adopted a coaching approach
To address the technology shortcomings, whereby it worked with employees to build an
signifi cant investment was made into modernising all-inclusive work environment rooted in skills
the IT infrastructure and disaster recovery development and employee wellbeing.
capabilities. In-house resources concentrated on The driver recruitment process was refi ned
upgrading the company’s transport management to include a pre-and-post employment driver
system (SLE), developing real-time visibility into screening and assessment process. A visual
data and refi ning metrics for accurate performance performance management system using live
measurement. dashboards and real-time data was rolled out to all
A central pillar of the strategy involved executing branches. With this system in place, managers are
the plan through the employees by asking them able to proactively identify areas of concern and
certain questions. The answer lay in the creation address these with the drivers immediately.
of a transparent and supportive management As part of the ISO39001 certifi cation journey,
culture driven from board level; a culture shift to all employees across the Group were trained in
one based on open communication and global Road Traffi c Safety. To further inculcate a learning
best practice. Critically, this framework needed to culture, the RTT Training Academy was established.
be benchmarked against recognised standards The RTS project was rolled out across the RTT
and validated through certifi cation to ensure the value chain. Third party providers are off ered
shifts required went from ‘acceptable standards’ to training and assistance with their own eff orts in this
‘exceptional standards’. regard, and suppliers are audited for compliance
Endorsed at shareholder level, RTT commenced a with required standards.
campaign to foster a culture and behaviour change Operationally, the excellent results of the
from senior executive level down to the operations programme are evident with a reduction of vehicle
fl oor and out on the roads. The starting point for accidents and associated costs. RTT received the
change became the drivers and their assistants. ISO39001 certifi cation and attained the GC-Mark
One of the fi rst steps was to acknowledge that conformance, making it the fi rst organisation
driver safety was the responsibility of the entire globally to achieve this. This recognition confi rms
organisation and that a formal road traffi c safety RTT’s adherence to world-class best practice in
(RTS) policy was paramount. terms of road and driver safety. In addition, the
The ISO39001 global framework was selected changed management process has created a more
as the de facto standard against which RTT respectful, less stressful working environment and
intended to benchmark its own road traffi c safety the overall working conditions have improved for
eff orts. RTT also sought to achieve the Global all RTT employees.
GC-Mark conformance for Verifi ed Safe Transport
Requirements. The way forward
Discussions were held with drivers to establish Through ongoing improvement and focus on the
where the pressure points were that they were right behaviour, RTT aims to continue to contribute
experiencing in their daily activities and how to to the greater well-being of its employees and the
alleviate these. Interestingly, poor communication wider community. •
The Logistics News Case Study Annual 2018 35
