TACL: driving organisational capability through training
Nigel Kirkwood of TACL
When considering their approach to developing training regimes, fleet operators should move beyond mere compliance and focus on developing organisational capability, according to Nigel Kirkwood of Tachograph Analysis Consultants Limited (TACL).
The transport industry has invested heavily in training over many decades, Nigel observes.
“Drivers receive instruction in vehicle operation, drivers’ hours compliance, fuel efficiency, load security, vulnerable road users, customer service and a wide range of other subjects designed to improve safety and operational performance,” he said.
“These investments have delivered significant benefits.
“Yet one statistic remains stubbornly resistant to change. More than 1,500 people lost their lives on Britain’s roads in 2025, while almost 30,000 were killed or seriously injured. More significantly, casualty reductions have largely plateaued over the last decade.
“For the transport sector, this raises an important question. If compliance standards have improved, vehicles have become safer, and training provision has expanded, what should transport training focus on next?”
Historically, training has often been driven by compliance, says Nigel.
“Operators must demonstrate competence, satisfy regulatory requirements and manage risk effectively.
“However, compliance training and capability development are not necessarily the same thing. A driver may be fully ‘regulation-compliant’, yet still encounter situations requiring judgement, decision-making and effective risk management.”
The most effective drivers do not simply know ‘the rules’, he contends; they possess a range of capabilities that help them operate safely and effectively in complex environments.
These include decision-making under pressure, situational awareness, communication, hazard recognition, dynamic risk assessment, and resilience.
“Such capabilities are difficult to measure though are often evident in practice. They influence how drivers respond to unexpected events, changing conditions and emerging risks.
“Importantly, these capabilities are transferable. A driver who develops stronger situational awareness is likely to benefit across multiple aspects of their role… The value of training, therefore, extends beyond the specific subject being taught.”
As the transport sector now possesses more operational data than ever before – including from digital tachographs, telematics systems and vehicle monitoring technologies – the challenge is not gathering information, says Nigel, but identifying where training can have the greatest effect.
“Patterns of harsh braking, speeding events, fatigue indicators, near misses or operational pressures may reveal opportunities for targeted intervention long before an incident occurs.
“This creates the possibility of moving away from generic training programmes towards more informed and focused capability development. The information can help organisations identify not only where risk exists, also where training may deliver the greatest value.”
One significant shift he identifies in recent years is a growing recognition that training should not focus solely on preventing incidents.
“Prevention does remain the primary objective. However, incidents still occur despite the best efforts of drivers, operators, regulators and vehicle manufacturers.
“The question is not if unexpected events will occur [but] whether people are prepared… This has led to increased cognisance of emergency response, post-collision management, dynamic risk assessment, personal resilience, and communication under pressure…
“Training creates capability. Capability improves confidence, decision-making and resilience.
“Those benefits may influence everyday performance, even when the specific skills being taught are never directly called upon. Training then becomes more than a regulatory requirement. It becomes an investment in organisational capability.”
