Companies fail when they lose the collective capacity for curiosity. Poor
cultures develop through active promotion and rewarding of poor
behaviours, subtle nudges and winks, inaction or by giving licence by turning a blind eye.

Failing to spot anomalies in patterns can lead to systems failures. If you
are not interested in anything that challenges the dominant narrative or
corporate values, then it is hardly surprising when things go catastrophically wrong.

(Bright, 2024)

Utilities Forum 2.0 (UF2) is a crash, incident and near-miss reduction benchmarking project that
allows each business to assess and improve fleet safety performance through collecting data of their
drivers’ experiences on the roads. Businesses have never had robust evidence of drivers’ actual
experiences, relying more on perceptions and broad brush telematics data that can’t measure what
happened and the cause of incidents.

UF2 is a genuine continuous improvement program, focusing on the whole system not just the driver
or trying to engineer out the risk.

UF2 transforms partners’ ability to accurately and confidently target resources on the real causal
factors, rather than what they think causes incidents. The revelations uncovered through partner
businesses have been profound, with most realising they have been targeting the symptoms not the
cause.

The UF2 approach involves the following steps:

1. Develop an engagement plan for workers and managers on the importance of
   experiential data – de-identified and anonymous.
2. Survey drivers – understand what is really going on at the coal face.
3. Survey managers – their perceptions and attitudes to workers on the road.
4. Organisation data – relating to fleet and drivers.
5. Analyse data – aggregate all partners data which , becomes the industry benchmark for each of the ; individual businesses to measure off and provide a , the road map of primary risks and recommended actions based on their individual insights.
6. Stage forum – partners gather to explore and understand their data insights together under Chatham House Rules with peers they trust.
   a. Panel discussions on the data
   b. Sharing of case studies
   c. Exploring problems and discussing solutions
7. Dashboard of all partners de-identified business, manager and driver data – facilitating ‘deep diving’ into specifics, such as age group, tenure, gender and business unit, which prioritises urgent, short- and medium-term actions (shared post-forum).
8. Hold one-on-one sessions with each partner’s driving community.
   a. Discuss findings and confirm actions to address identified issues
   b. Individual report specific to partner
   c. Dashboard demonstration
   d. How to communicate findings back to the workforce

The benchmarking process represents action research, where the effectiveness of actions are tested in the next iteration. This transforms culture, improves productivity, and provides valid industry benchmarked ESG reporting evidence that meets required standards.