“Risk management” to the ears of many fleet managers sounds like an unwelcome stress test – unpleasant and demanding in the extreme. The basic principle behind it is a basic instinct of human nature: we weigh up risks on a daily basis, completely subconsciously for the most part. In the fleet business, however, it is advisable to rely on more than one’s instincts. After all, the discipline can prove to be a decisive competitive factor when certain aspects are considered.

From groundwork …

The top priority of course is to ensure that the company vehicles are in a proper condition technically. Anyone who sends drivers out onto the road with an expired main inspection (HU)¹ or with obvious defects is notoriously negligent, risks being fined¹ and may even be liable to prosecution – to say nothing of expensive repairs and downtimes because maintenance intervals were not observed. Fleet managers are exposing themselves to the same risk if they allow company cars to be used improperly. The legislator in Germany, for instance, has therefore prescribed that driver instruction be carried out once a year in topics such as driving times and rest periods, load safety and generally correct behaviour while driving (see the box at the end of the article for details). According to a study carried out by ADAC, most accidents continue to be the result of human error and not technical defects.

For this reason alone, therefore, one should not simply stop at the legal minimum requirement for instruction to achieve effective risk management. Regular training, safety training, anti-stress courses etc. have proven to be a reliable means of measurably reducing the damage rate in everyday fleet practice. Meanwhile, potential bonuses for having no accidents or getting no traffic tickets offer additional motivation for ensuring that company cars are handled with care.

… to systematic optimisation

As mentioned at the beginning, effective risk management in fleet practice depends primarily on the available data. Potential hazards can ultimately only be accurately assessed if the underlying information is as broadly based as possible. The most powerful tool in this regard is a functioning reporting system.

Important findings can be made based on intelligent analyses, for example in relation to distances or types of use. Is the breakdown or accident rate especially high with a certain type of vehicle? Can a correlation be made with the volume of traffic? Does a particular employee stand out? The wealth of knowledge accumulated can then be incorporated in turn into the training measures mentioned above to complete the circle.

Status: 30. November 2021

© Volkswagen AG

¹applies to Germany;

*currently available in Poland – additional markets to follow