Driver turnover is a standing cost for large carriers. Every departure means paying again for recruiting and onboarding — before you account for lost productivity, training hours, or the effect on the drivers who stay. These aren’t abstract statistics. They’re line items on every fleet operations budget.

The gap is never the intent. Every operations leader we meet wants to recognize their drivers. What stops them is the logistics of doing it for four hundred people, on time, twelve months a year, with something a driver actually wants to keep — and doing it again next year without it becoming somebody’s second job.