Wide awake in Every Day Life, Chapter 8 Part 2

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Chapter 8, Part 2
Insufficient training in assistive technology.
All of this adds up.
Prevention therefore also means:
making processes safe.
Not every source of stress can be eliminated.
But many can be mitigated.
This is precisely where the focus on dispatch and ramp processes comes in.
It highlights where stress arises that later resurfaces as a risk on the road.
The fourth pillar is safety culture.
It is harder to measure than speed or braking distance.
But it plays a decisive role in determining whether rules are genuinely put into practice – or merely exist on paper.
Safety culture is evident:
in the tone of voice,
in leadership behaviour,
in how delays are handled,
in whether drivers are seen as a cost factor or as people with responsibility,
and in whether problems are addressed early on or simply accepted in silence.
It is also evident in how critical situations are handled.
Is someone merely reprimanded?
Or given genuine support?
This is precisely where the circle closes, bringing everything that has been developed previously full circle.
Max Achtzig,
Respect keeps you alert,
Fair Ramp Partner,
Come Home Safe
and emotional prevention work
are no longer separate entities.
In ‘Hellwach im Alltag’, they converge into a shared understanding of safety.
The Ten Max Achtzig Rules remain a clear framework for behaviour.
The campaigns remain emotional and cultural catalysts.
Lectures, training materials, videos and digital tools remain practical aids.
What is new is:
Everything is being translated more effectively into a model that can be implemented within a company.
This also changes the role of companies.
They are no longer merely recipients of appeals or consumers of materials.
They become co-creators.
Those who take part in ‘Wide Awake in Everyday Life’ are not simply introducing just any measure.
They are sending a clear message:
that drivers,
dispatchers,
management
and work organisation
share responsibility.
Companies are therefore not investing in symbolism.
But in reliability.
In attentiveness.
And in the people who take on great responsibility on the roads every day with heavy vehicles.
At the same time, the model is not intended solely for individual companies.
It is also aimed at associations, networks and political decision-makers.
For if road safety is to be approached in a truly holistic manner, then the realities of work, workload and the safety culture within road freight transport must take centre stage to a greater extent.
That is why ‘Hellwach im Alltag’ is also conceived as a pilot initiative.
As a starting point.
As a practical test.
As a model with appeal.
Companies should be able to learn from one another.
Good examples should be highlighted.
And this initial step can later give rise to a wider industry debate.
The strength of this pilot scheme lies precisely in its low threshold.
It is small enough not to be off-putting.
And concrete enough to trigger real change.
The impact is not immediately evident in accident figures.
These often only change in the long term.
The first changes become apparent sooner:
in clearer communication with drivers,
in less friction at the loading bay,
in more visible safety messages,
in greater awareness of fatigue, pressure to keep up and distractions,
in more reliable feedback in the event of delays,
and in visible leadership accountability.
There are other signs as well:
Are problems addressed earlier?
Are conflicts resolved more objectively?
Is stress no longer treated as the driver’s private matter?
It is precisely these signs that show whether appeals are gradually becoming standard practice.
The model’s great strength lies in its objectivity.
It promises no miracles.
It does not claim that complex safety issues can be easily resolved with just five measures.
But it tackles the problem at the right point:
early,
concrete,
and suitable for everyday use.
It creates a framework in which attention is safeguarded, stress is taken seriously, procedures are reviewed and a safety culture becomes visible.
And that is precisely where its potential lies.

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Chapter 8, Part 2 Insufficient training in assistive technology. All of this adds up. Prevention therefore also means: making processes safe. Not every source of stress can be eliminated. But many can be mitigated. This is precisely where the focus on dispatch and ramp processes comes in. It highlights where stress arises that later resurfaces as a risk on the road. The fourth pillar is safety culture. It is harder to measure than speed or braking distance. But it plays a decisive role in determining whether rules are genuinely put into practice – or merely exist on paper. Safety culture is evident: in the tone of voice, in leadership behaviour, in how delays are handled, in whether drivers are seen as a cost factor or as people with responsibility, and in whether problems are addressed early on or simply accepted in silence. It is also evident in how critical situations are handled. Is someone merely reprimanded? Or given genuine support? This is precisely where the circle closes, bringing everything that has been developed previously full circle. Max Achtzig, Respect keeps you alert, Fair Ramp Partner, Come Home Safe and emotional prevention work are no longer separate entities. In ‘Hellwach im Alltag’, they converge into a shared understanding of safety. The Ten Max Achtzig Rules remain a clear framework for behaviour. The campaigns remain emotional and cultural catalysts. Lectures, training materials, videos and digital tools remain practical aids. What is new is: Everything is being translated more effectively into a model that can be implemented within a company. This also changes the role of companies. They are no longer merely recipients of appeals or consumers of materials. They become co-creators. Those who take part in ‘Wide Awake in Everyday Life’ are not simply introducing just any measure. They are sending a clear message: that drivers, dispatchers, management and work organisation share responsibility. Companies are therefore not investing in symbolism. But in reliability. In attentiveness. And in the people who take on great responsibility on the roads every day with heavy vehicles. At the same time, the model is not intended solely for individual companies. It is also aimed at associations, networks and political decision-makers. For if road safety is to be approached in a truly holistic manner, then the realities of work, workload and the safety culture within road freight transport must take centre stage to a greater extent. That is why ‘Hellwach im Alltag’ is also conceived as a pilot initiative. As a starting point. As a practical test. As a model with appeal. Companies should be able to learn from one another. Good examples should be highlighted. And this initial step can later give rise to a wider industry debate. The strength of this pilot scheme lies precisely in its low threshold. It is small enough not to be off-putting. And concrete enough to trigger real change. The impact is not immediately evident in accident figures. These often only change in the long term. The first changes become apparent sooner: in clearer communication with drivers, in less friction at the loading bay, in more visible safety messages, in greater awareness of fatigue, pressure to keep up and distractions, in more reliable feedback in the event of delays, and in visible leadership accountability. There are other signs as well: Are problems addressed earlier? Are conflicts resolved more objectively? Is stress no longer treated as the driver’s private matter? It is precisely these signs that show whether appeals are gradually becoming standard practice. The model’s great strength lies in its objectivity. It promises no miracles. It does not claim that complex safety issues can be easily resolved with just five measures. But it tackles the problem at the right point: early, concrete, and suitable for everyday use. It creates a framework in which attention is safeguarded, stress is taken seriously, procedures are reviewed and a safety culture becomes visible. And that is precisely where its potential lies.

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