Decline in Driver Health
According to Vanzant, who has spent 29 years in the industry, there has been a noticeable decline in driver health. He rates driver well-being as a four today, down from a six in 1993 when he started his career.
Initiatives for Health Improvement
In January, Gulf Relay took proactive steps by identifying which of its 225 drivers had upcoming physical examinations in the next 90 days. The company introduced Fit to Pass to assist truckers with their diet and exercise. Among the five drivers most likely to fail their physical, two utilized the program and successfully obtained a one-year medical card.
Ongoing Health Monitoring
After the initial success, Gulf Relay increased efforts to monitor driver health, treating it with the same importance as equipment maintenance. Each month, the company checks in with drivers who are nearing their physical exams to explore ways to enhance their chances of passing.
Integrating Wellness into Orientation
Gulf Relay has cultivated a wellness-oriented culture, incorporating health topics into the orientation of new drivers. Each session includes a 30-minute segment to discuss Fit to Pass offerings, where a representative presents various options, including personalized diet and exercise plans. Among the 150 drivers who are frequently on the road, around 20 take advantage of these meal plans—an increase compared to previous numbers. A Fit to Pass representative is also available on-site three times a week for additional support and advice.
Investing in Health Resources
The company has invested in specialized health equipment, allowing drivers to measure their vitals, which are documented in a company database. Additionally, there is a gym accessible to all employees, though some challenges persist regarding accessibility due to the multiple-building operation of Gulf Relay.
Communication Gaps Among Departments
A challenge remains as different departments within Gulf Relay—such as safety, operations, and recruitment—often operate in silos with limited communication. As the company grows, these departments may be located in different buildings, hindering both access to amenities like the gym and discussions about driver health.
Establishing a Wellness Culture
Vanzant noted that for a true wellness culture to flourish, it must begin at the executive level and cascade downwards. Without discussion and emphasis on these issues behind closed doors, they are unlikely to reach frontline employees. To further promote this culture, Gulf Relay launched its second annual weight-loss challenge, open to all staff. The initiative incentivizes weight loss, rewarding $10 per pound lost and $500 for the most significant weight loss. Last year, 13 participants completed the challenge, with 16 currently on track for this year.
Future Expectations
Vanzant commented, “While I can’t quantify savings just from weight loss, I do believe awareness is increasing, and we can anticipate positive developments in the years to come.” He emphasized, “It has transformed the culture of our organization.”
