Tony Greenidge of Fleet Operations looks at what van driver risk data can tell fleets – and why the right response starts with understanding the bigger picture.
Van drivers are under increasing pressure. Tight schedules, multiple stops, long hours on the road and the need to complete a job when they arrive can all add to the risks they face behind the wheel, making it harder for them to stay safe and focused.
Checking licence penalty points, tracking collisions and providing driver training all have a role to play, but effective risk management also means understanding what’s causing unsafe behaviour in the first place.
Fleet Operations’ analysis of more than 9,000 online driver risk assessments found that van drivers were more likely than car drivers to be rated high risk. In total, 5.86% of van drivers fell into this category, compared with 3.34% of car drivers.
Van drivers were also more likely to be flagged for pressure to meet deadlines and time spent driving. Fatigue was a significant concern across both groups, with almost one in five drivers rated high risk in this area.
The figures reflect the reality for many van drivers, with driving often only one part of their job. They may also be engineers, technicians or service workers, travelling between appointments while dealing with customers, equipment and tight deadlines. Even a small delay on the road can put the rest of their day under pressure.
Look beyond the risk score
A risk score should consequently be used as a starting point for a conversation.
One driver may be dealing with a demanding urban route, another may be covering a large rural area, while someone else may be struggling with too many appointments or pressures outside work. The score may be the same, but the support they need could be very different.
Risk assessment data is much more useful when it is considered alongside other information, such as a driver’s incident history, feedback and data on how the vehicle’s being driven. Together, this can help fleets spot risk patterns and better understand what may be contributing to them.
Harsh braking or speeding alerts may suggest a driver needs support. But they may also point to unrealistic journey times, poor route planning or a workload that leaves too little margin for delays.
The same principle applies after a collision. Recording the incident is important, but lasting improvements are more likely when the fleet looks beyond what happened and examines why it happened.
Post-incident conversations can reveal a lot, but only if the driver doesn’t feel they’re being blamed. A constructive conversation is more likely to uncover useful information about fatigue, stress, workload or the events leading up to the incident.
Sometimes the underlying cause will sit partly outside the fleet department.
A business may reduce the number of field engineers, for example, but still expect the same geographic area and workload to be covered. The remaining drivers will then spend longer on the road and have less flexibility in their schedules.
There can also be major differences within the same fleet. A driver covering rural Norfolk, for instance, will face very different conditions from someone working in central London – but both may be measured against the same timetable and performance expectations.
Responding to the real causes of risk
Fleets need to recognise these differences and respond in a way that reflects each driver’s individual circumstances.
This might mean one-to-one coaching for a driver with a specific behavioural issue, or it could mean changing routes, adjusting appointment times or reviewing staffing levels.
Where common themes appear across several drivers, a group intervention or wider operational review may be more cost effective than individual training.
Managers also need to recognise the link between wellbeing and road risk. Stress and tiredness can affect how someone drives, but these issues can be harder to spot among mobile workers who spend much of their day away from a fixed workplace.
Sometimes, simply asking a driver if they’re okay can make a difference and open up an honest conversation that helps the fleet manager or HR team decide whether the driver needs support or should take a break from driving.
Managing road risk is a shared responsibility and drivers still need to follow the law and speak up about their concerns. Employers, meanwhile, must ensure workloads and schedules enable them to do their jobs safely.
The most effective van fleet risk strategies combine data with human judgement, identifying drivers who may need support, while also addressing the operational pressures that can contribute to unsafe behaviour.
This can help fleets reduce collisions, along with the associated costs and disruption. At the same, it can help drivers arrive at their destinations safely and in the right frame of mind to carry out their jobs effectively.