Behind the Wheel: Keeping Drivers Safe and Smart

Everyone Home Safe: Paul Middleton’s Approach to Fleet Risk

Running a near-300-vehicle fleet spanning engineers, installers, and service teams across the UK isn't just logistics; it’s risk management, culture, and system design.

For Paul Middleton, SCCI's Fleet Manager, the task sits somewhere between precision engineering and people management. Every decision — from how a van is kitted out to how a driver is coached — feeds into one simple goal: making sure everyone gets home safely.

We sat down with Paul to talk about how he keeps standards high and drivers safe.

Paul, hello! 300 vehicles. Sounds like a serious operation?

Paul: Hello! Yes, we’ve got just under 300 vehicles across the various group companies, including grey fleet. I manage the full lifecycle: negotiating fleet terms, specifying and kitting vehicles with racking, site boxes, deadlocks and roof racks, monitoring them in service, arranging servicing, MOTs and repairs, and finally selling vehicles when their service life ends.

The aim is simple: every vehicle fit for purpose, compliant and safe, every day.

How do you make sure vehicles are safe?

Paul: Safety starts long before the engine turns over. Every vehicle is planned, specified, and equipped for its role from day one — not improvised later. We buy on negotiated terms, then fit each one with the right kit so engineers can work efficiently and safely.

When you build properly at the start, you remove the need for shortcuts later. A well-specified vehicle doesn’t just perform better; it protects people.

You work for a technical services provider; what role does technology play in monitoring and prevention?

Paul: Technology underpins everything we do. Every vehicle in the fleet is fitted with AI-enabled video and tracking—a system we researched, introduced, and implemented in-house.

It’s not a gimmick; it’s the backbone of how we manage safety. The system monitors seatbelt use, fuel levels, fault codes, and driving behaviour in real time. And it goes much further than simple tracking — for example, accelerometers, gyroscopes, and GPS work together to detect harsh braking, sharp cornering, rapid acceleration, and potential crash events.

When something out of the ordinary happens, I receive an instant alert with video footage and data from before and after the event. This allows managers to see exactly what happened, address behaviour constructively, and act on facts, not assumptions.

It’s about visibility and accountability — turning raw data into safer habits and a stronger driving culture.

Isn’t this surveillance a bit Big Brother? How do you keep it fair?

Paul: It's not about surveillance — it’s prevention, understanding, and improvement. The technology gives us the data, but what matters is how we use it. Every insight becomes an opportunity to coach, not criticise.

We run a monthly safety league that tracks real driving behavior—speeding, harsh events, and seatbelt use. Everyone starts at 100 points, and the company target is 80 or above. It’s not about catching people out; it’s about recognising those who consistently get it right.

The top three drivers each month receive vouchers, and two more winners are drawn at random from the remaining top 20. That mix of merit and chance keeps it fair, motivating, and transparent.

It’s built a culture where safety is something people take pride in. When drivers know their performance is measured clearly and rewarded fairly, good habits stop being a rule — they become routine.

How is good driving rewarded?

Paul: Recognition is just as important as regulation. We want safe driving to feel valued, not just expected.

Every year a driver goes accident-free, their insurance excess drops by £150. After three consecutive claim-free years, that driver pays no excess at all if a claim ever does need to be made. It’s a simple way of saying: consistency matters. If an incident does occur, the process resets — fairness both ways.

On top of that, we run an annual safety draw for those who maintain an average score of 80 or above every month, with no accidents and no PCNs. Five drivers are drawn at random to receive a cash prize–which is considerable, by the way!

It’s not about luck — it’s about discipline, awareness, and pride in the job. These rewards celebrate the drivers who prove, month after month, that safety and professionalism can go hand in hand.

How do drivers stay on top of inspections and reporting?

Paul: We wanted to make compliance second nature, not a chore. So we built a Drivers App — simple, tailored, and designed around how people actually work.

Through the app, drivers log mandatory inspections, report defects or collisions, and access everything they need—policies, emergency contacts, and practical guidance. It’s a single space for safety, not a pile of paperwork.

Each week, we pull reports to check that inspections are being completed and logged properly. If anything slips, we deal with it quickly. But the point isn’t to catch people out—it’s to keep vehicles roadworthy and drivers accountable.

Technology can only go so far on its own; it’s the discipline behind it that keeps everyone safe.

What does onboarding look like before someone gets the keys?

Paul: Technology is important, of course, but it’s people who make safety work. And that starts before anyone even touches a steering wheel.

Every new driver goes through a full onboarding process. We begin with licence checks, then a written knowledge test that covers the essentials — maintenance basics, highway code rules, and vehicle control. It sets the standard from day one.

After that, we move into practical awareness: drivers watch and analyse an accident reconstruction and a hazard-awareness video. It’s not about scaring people; it’s about showing how small decisions can have big consequences.

Finally, we run a full induction that covers standards and expectations — how to represent the company on the road, what to do in an incident, and the legal responsibilities that come with driving a company vehicle. Licences are checked at least annually, and often twice a year.

It’s a structured process, but the message is simple: safety isn’t assumed — it’s earned.

What happens if performance drops below standard?

Paul: On the rare occasions when driving performance becomes a concern, we deal with it quickly and constructively.

That can start with one-to-one coaching sessions where we review footage and data together. It’s not finger-pointing — it’s understanding patterns and changing habits. I use transactional analysis and best-practice driving methods to help drivers think about why an event happened, not just what happened.

If an individual's driving doesn’t improve, we escalate support. That could mean fitting a dual-facing camera for closer monitoring, issuing a formal letter of concern, or, if necessary, taking disciplinary action.

The point is to help people drive better, not make examples of them — but everyone knows the standard. Improvement isn’t optional, and accountability keeps everyone safe.

What does all this ultimately achieve — beyond compliance and scorecards??

Paul: The goal isn’t just to tick boxes or hit numbers; it’s to build a culture where safe driving is second nature. When a driver feels confident, informed, and supported, they make better decisions — and that protects everyone, from the team to the public.

Fleet safety isn’t an add-on; it’s part of who we are. Every van that's on the road represents the business, our standards, and our commitment to doing things properly.

The philosophy is simple. We want our people to go out, do their job well, and get home safely. That’s the only result that matters.