ODSS: just a tyre defect, or a training issue?
Transport training provider Operator and Driver Support Services Ltd (ODSS) has warned that individual prohibitions for issues such as tyre defects can often be indicative of deeper problems within a fleet’s compliance regime.
According to ODSS – which supports operators across the UK with compliance audits, driver training and operator licence management – when a vehicle is prohibited at the roadside because of a tyre defect, the immediate reaction is often to focus on the condition of the tyre itself, and the inconvenience.
“We spend a lot of time auditing operators, delivering training and supporting businesses through compliance challenges, and regularly see the same pattern emerge,” explained Jim Elms, transport compliance consultant, trainer and transport manager at ODSS.
“A roadside prohibition may identify a defect that should have been found during a routine walkaround check. The defect may be a damaged tyre, exposed cords, significant sidewall damage or a wheel security issue. The driver insists they carried out their checks. Managers give them time to do so and check sheets or apps to guide them. But were they trained?”
Training is a key element, says Jim, followed by monitoring and supervision.
“Surprisingly few drivers have received actual training in what to check and how to check correctly. Many of them have been driving for many years, without correct training.
“Recently, I was asked to support an operator following a DVSA roadside prohibition involving a tyre defect. The defect was sufficiently obvious that it should have been identified long before the vehicle entered service that day.
“What followed was a familiar sequence of events. Questions were raised about defect reporting, driver supervision, training records and management controls. A single tyre defect quickly became a much wider discussion about compliance. That should concern every operator. A tyre defect is rarely just a tyre defect. It is often evidence of something deeper.
“Over time, organisations can unintentionally create cultures where walkaround checks become rushed, routine and, in some cases, little more than a tick-box exercise. Drivers may feel pressured or put pressure on themselves, to get moving quickly. Quality checks and defect reporting can be viewed as an inconvenience or a waste of time, especially when a driver has the same vehicle every day. Do managers or supervisors actually check the quality of the walkaround or the defects?”
None of this happens overnight, says Jim, but gradually standards begin to drift.
“The danger is that poor compliance rarely announces itself with a major incident at the beginning,” he warned.
“It starts with small compromises that become accepted as normal. One missed defect becomes two. A rushed walkaround check becomes common practice. A driver who reports a defect is viewed as being difficult rather than diligent. Before long, a culture has developed that accepts standards that would be difficult to defend during a DVSA investigation or before a traffic commissioner.
“That is why training remains one of the most valuable investments an operator can make. Good training is not about teaching drivers to complete a form. It is about helping them understand what they are looking for, why defects matter and what their legal responsibilities are. It reinforces standards and reminds drivers that a walkaround check is one of the most important safety activities they undertake each day.
“However, driver training alone is not enough. Staff training is equally as important. The operators who consistently achieve good compliance outcomes are those that combine training with supervision, monitoring and leadership. They carry out quality checks on defect reports. They challenge poor standards. They investigate why defects are being missed. Most importantly, they create an environment where compliance is valued rather than tolerated.”
Jim points out that, when DVSA encounters a vehicle with a serious defect, enforcement officers are not simply looking at the tyre, brake or light that has failed; they are often looking beyond the defect to assess the effectiveness of the operator’s systems.
“Is this an isolated incident, or does it indicate a wider failure of management control? The answer can have significant consequences. As an industry, we sometimes spend too much time looking for technical solutions to what are fundamentally cultural issues. Better systems, better software and better processes all have their place. But none of them can replace a workforce that understands the importance of compliance and a management team that is prepared to uphold standards consistently.
“Every operator has a compliance culture. The question is not whether you have one, but whether it is the best culture you can have. The next time a tyre defect is discovered, rather than asking only why the defect was missed, consider asking a different question: What does this tell us about the standards we have allowed to develop within our business? The answer may be far more valuable than the cost of the tyre itself.”
