Head of SHEQ
In health and safety, accidents tend to attract the most attention. They are visible, measurable and often trigger formal investigations. While learning from accidents is important, they are not always the best place to focus improvement efforts. In many cases, near misses offer far greater value.
A near miss is a warning sign. It shows that something in the system did not work as intended, whether that is a process, a layout, a piece of equipment or a decision made under pressure. The difference between a near miss and an accident is often down to timing or luck rather than risk. Recognising this is key to preventing harm before it happens.
In busy logistics environments, near misses happen every day. A pedestrian steps into a vehicle route, a load is unstable, or a rushed manual handling task causes a strain. When these events are ignored or dismissed, the underlying risk remains unchanged.
One of the main barriers to near miss reporting is perception. People may feel that an incident is not serious enough to mention, or they may worry about blame or consequences. This is where safety culture becomes critical. Near misses should never be treated as failures. They should be seen as opportunities to learn and improve.
When organisations encourage open reporting, patterns begin to emerge. The same locations, tasks or times of day often appear repeatedly. This insight allows teams to make practical changes such as improving layouts, updating procedures, adjusting workflows or reinforcing training. These changes can be made before someone is injured, rather than after.
Focusing on near misses helps move safety away from reaction and towards prevention. Instead of asking what went wrong after an accident, teams can ask what almost went wrong and why. This shift in thinking helps identify weaknesses in systems and behaviours early.
Over time, this approach leads to safer working practices, stronger processes and fewer serious incidents. It also builds trust. When people see that reporting near misses leads to positive change rather than blame, they are more likely to speak up and stay engaged.
A strong near miss culture is often a sign of a mature safety operation. It shows that people are observant, confident and involved in keeping themselves and others safe. In fast paced logistics environments, that shared responsibility is essential for creating safer, more resilient operations.
Resilience will be a defining feature of successful operations. Disruptions due to weather, regulation or market volatility are inevitable. Businesses that combine flexible transport strategies with strong leadership, reliable data and well-supported teams will be best placed to adapt and maintain consistent service. For customers, this means fewer missed deliveries, better communication and more predictable outcomes, even in challenging circumstances.
The future of ambient FMCG transport is both exciting and demanding. Success will come not from any single technology or trend, but from integrating people, process and innovation to deliver safe, efficient and reliable operations now and into the next decade.
A near miss is an unplanned event that could have caused injury, damage or loss but did not. In logistics, this might include a vehicle and pedestrian coming too close, an unstable load or a manual handling task that almost causes injury.
Near misses highlight where risk exists without anyone being harmed. They provide an opportunity to identify problems in processes, layouts or behaviours before a serious incident occurs.
In many cases, yes. Near misses allow organisations to learn and improve without someone being injured. The difference between a near miss and an accident is often timing or luck rather than risk level.
People may feel a near miss is not serious enough to report or may worry about blame. This is why a positive safety culture is important, where reporting is encouraged and viewed as contributing to improvement rather than admitting failure.
When near misses are reported, patterns can be identified. This allows organisations to make practical changes such as improving layouts, updating procedures or adjusting training before an accident happens.
A strong safety culture encourages people to speak up. When teams feel safe to report near misses without fear of blame, organisations gain better insight into real risks and can take action earlier.
Focusing on near misses shifts attention from reacting after incidents to preventing them. Asking what almost went wrong helps identify weaknesses in systems and behaviours before harm occurs.
It shows that people are engaged, observant and confident to raise concerns. This is often a sign of a mature safety operation and is especially important in busy logistics environments.