We are looking at extending the programme to our non-company car drivers and our grey fleet.
We have no cash allowances but we do have people who use hire cars or are commuting. The next step is to put them through the risk assessment.
FN: Why don’t you offer cash as an option?
MG: The grey fleet is a can of worms – it’s hard to manage and takes a lot of resource. Lafarge has taken the approach to not mess around with it; instead we just have company cars.
We offer a good choice and drivers are happy with that. Giving people a cash option is a lazy way to do it.
The safety culture is an ethos that flows down from the top.
It includes programmes such as Lafarge’s Visible Felt leadership where managers talk about safety with employees.
Conversations focus on topics such as how to travel from A to B in the safest manner, talking about the journeys and encouraging staff to think about how they can drive more safely.
The safety strategy will be one of constant regeneration for Lafarge.
Every two to three years it intends to recycle the plan to keep it fresh and relevant for drivers.
Was the initial investment worth it? “Definitely,” replies Giannasi.
“Our original claim was that the programme would pay for itself within six months and this is what we’ve seen.”
He adds: “You can do as little or as much as you want. But we want to improve everything: for drivers, for cost, for safety and for the environment.”