FLEETDRIVE
Mike is a progressive leader with decades of leadership experience in large multinational corporations and he believes in a culture of shared responsibility in safety .
He realised that he didn ’ t have the resources internally to successfully deliver the DSS program , and therefore engaged Drivetec to deliver the project as an independent Technology and Driver Safety partner . The partnership aimed to improve the driving safety culture and drive a positive association with fleet technology to ensure driver buy-in and adoption .
We helped deliver all aspects of the implementation including improving telematics system configurations , implementing an engagement program with the drivers , devising a change management program , and designing automated analytics and insights to facilitate a Driver Rewards program .
Our expertise also helped Mike make decisions quickly . He was able to focus on the objectives Osmose wanted to achieve and stay out of the weeds . An important aspect of this was the data accuracy and integrity managed by Drivetec , which helped him to avoid distractions . It allowed us to progress mini projects from pilot to implementation in a short period of time .
Despite safety being the sole focus of the initiative , Osmose realised a few immediate financial benefits due to an optimised digital environment for fleet ( which funded the project and provided a higher return-on-investment ( ROI ) in telematics ). These included savings realised from decommissioning of multiple devices previously installed in some vehicles to tick a box ( up to four in some cases ) and a significant increase in Fuel Tax Credits received due to the right advice and expertise . So while the focus was on safety , Osmose received everything else comes along for the ride when we build the right digital environment .
Despite Mike ’ s emphasis on utilising fleet technology only for safety , the implementation did not come without its fair share of challenges . The perception about technology was one of “ big brother ” or “ tracking ”, with telematics even referred to as “ trackers ”.
Drivers were initially sceptical about engaging openly , especially given the engagement with Drivetec , an external party . However , through open communication and transparency about the use of telematics data , we built trust quickly and drivers started engaging with us in a few weeks .
Eventually the partnership model worked well , with drivers preferring an independent partner addressing driver concerns . One of our key objectives was to communicate frequently with drivers to ensure some of the walls that were built before Mike ’ s tenure could be chipped away .
Our biggest learning from the project thus was the human aspect of technology . It is often said that technology is just an enabler , and in the case of telematics , it should be emphasised that technology is only a small component of success .
The unfortunate truth of telematics implementations is that they are sometimes used to ‘ tick a box ’ for compliance purposes or to fulfil safety obligations ( which , in itself , may lead to compliance breaches ).
Telematics is extremely powerful – countless research has proven its benefits . Fleet technology can help improve fleet operations significantly , enhance driver safety , reduce maintenance and fuel costs , improve sustainability , and deliver other business benefits such as higher fuel tax credits .
However , to fully realise these benefits , fleet leaders must select technology partners carefully – partners who have the necessary skills and experience with all aspects of an implementation , especially change management . Additionally , collaboration with progressive leaders , who really want to improve the culture of safety and move towards a shared responsibility model of safety is crucial .
By using a humanistic and partnering approach , technology can go a long way towards ensuring people go home safely every day ; and as a bonus reducing costs and improving efficiency of fleets .
ISSUE 47 JUNE 2024 / WWW . AFMA . ORG . AU 5