Opinion: Managing erratic fleet drivers can be the elephant in the boardroom

By Alison Bell, operations director for Venson Automotive Solutions

Fleet managers continue to navigate the challenging economic climate along with vehicle supply shortages and controlling costs. All of which mean that fleet has become more visible and appreciated at the top table.

Boardroom members acknowledge the importance of the role and the positive impact a great fleet manager can have on their business however, despite this recognition, there remains a little discussed area where fleet managers feel their voices remain unheard; an area they fear might land them in court under duty of care negligence charges.  That is driver compliance – or lack of it.

Whether it is consistent speeding offences flagged by telematics reports or refusal to comply with vehicle checks, many fleet managers still have their fair share of fleet drivers who just don’t want to play ball. 

And, despite fleet managers calling drivers out on their discrepancies, facilitating driver training and education on the importance of the company to maintain the vehicle with input from the driver, often no behaviour change occurs, and the situation has to be escalated to senior management. 

At this stage you might expect human resources to issue formal proceedings. Yet, to the growing frustration of some fleet managers, it seems that when the worst offenders are the best performers in their role, senior management is willing to turn a blind eye. 

After all, they argue, before telematics, fleet managers would have previously only known that one of their drivers was driving badly when law enforcement or the general public got involved and a driver was fined, or worse.

Unsupported, some fleet managers are worried that despite warnings at their own level and reporting the driver up the pay scale, the onus of duty of care of the fleet driver on the road lies at their own door. They worry that they would be culpable.

So what is the solution? Venson advises fleet management to report a dangerous fleet driver who is not co-operating to director level without hesitation. 

This way, even if the fleet manager still feels unheard, they have nevertheless made directors aware, lessening the burden on the fleet manager, if the HSE comes knocking.

Meanwhile, fleet managers should do what they can to protect themselves by ensuring all driver documentation is current.  It is not sufficient that a driver signs up to date documentation. 

It must also be demonstrated that they understood what they were signing.

Ensuring paperwork is presented in Plain English and where necessary alternative languages is imperative, along with some form of questionnaire or on job training to be sure that the information has been taken onboard and interpreted correctly.

Finally, continuing to offer training and education, whether that’s vehicle related or more personal such as stress or anger management will help, and ultimately the driver will become safer on the road.

Without question, the majority of businesses value their fleet manager. It’s the on-going ‘great resignation’ and recruitment crisis in almost every sector, that can make some directors unwilling to risk upsetting an otherwise valued member of staff by calling them out on their driving behaviours. 

However, with driving for work being the most dangerous occupational activity that many people undertake, fleet management, or the management of occupational road risk (MORR), must be addressed as a core health and safety issue.

This means led from the top, with everyone in the organisation aware of their responsibilities.

Joined-up thinking is what is needed, fleet management and senior management must work together to positively educate unsafe fleet drivers, or if it comes to it, drive them out of the business.