1. business and industrial

How to make a deep, lasting impact on your
fleet performance and safety culture
©Greenroad Technologies, 2015 | All rights reserved.
Change is an essential part of life – without
change there can be no growth. Fleet businesses
are no exception: How well you manage change
largely determines your success.
In the business world, real change means shifting
an organisation’s culture and its people’s
attitudes and behaviours toward a desired
outcome.
Organisations change in two ways:
1) Reactively, in response to external events, or
2) Proactively, to achieve strategic goals through
a planned process.
This e-book advocates for the proactive
approach.
Help your organisation take bold steps to disrupt
the status quo by improve driving standards and
fleet performance at large. Make continuous,
lasting improvement a key part of your company
culture.
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Safety is an obvious goal for any fleet. With up to
90% of accidents caused by drivers, improving
driving behaviour can save the lives and limbs of
your drivers, passengers and others with whom they
share the road.
But safe driving delivers many less obvious, yet
critically important benefits as well: Unsafe driving
Changing driver behaviour to be safer is
undoubtedly an all-around winning proposition. But
every change, no matter how welcome, is hard.
Change must be carefully managed so that it has
buy-in from your drivers and is based on reliable
data and insights that both they and their managers
are willing to act on.
behaviours and manoeuvres favoured by many
drivers cost your company dearly in fuel
consumption, collisions, insurance premiums, wear
and tear on vehicles, and importantly, reputation.
Safe driving is socially and environmentally
By improving driving behaviour
you can:
responsible as well as just plain smart. By reducing
Cut fuel costs up to 25%
risky behaviours such as sharp breaking, rapid
acceleration and high speed driving, your company
can establish real environmental bona fides by
Save an average of 15% on
maintenance
decreasing emissions by up to 33%, lengthening
vehicle lives, and reducing fuel use.
Decrease accident rates by
50% on average
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To be successful, changing driver behaviour must be a structured
process that is carefully planned and managed seamlessly.
The first stage involves helping stakeholders recognise that
Change management requires the commitment of your entire
change is indeed necessary. It prepares all stakeholders for
organisation, from senior management to your drivers. The key is
change and creates an environment that is open to accept it.
finding ways to take people with you on the path to change.
For fleet businesses, both management and drivers must
Understanding the basics of change management enables you to
“Unfreeze”. Fleet managers need to understand that change
better communicate what you hope to accomplish and why it is
means moving away from their comfort zones. Drivers must
worth joining you. Change management pioneer Kurt Lewin
overcome complacency and challenge the defensive position
designed a simple yet effective three-step model known as
that they already are great drivers, without room for
“Unfreeze-Change-Refreeze”.
improvement.
The “Change” period involves developing new behaviours,
values and attitudes. This transition stage is often the most
difficult as drivers realise that their habits are being challenged
while the path ahead is not yet clear.
The final stage includes actions to reinforce and support
changes so that they become a permanent behaviours.
“Refreezing” establishes stability and consistency and ensures
drivers don’t revert to old habits.
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While a theoretical understanding of change is a good start, translating theory to
practise is the real challenge.
An effective telematics system offers fleet businesses an expanded, step-by-step
plan for unfreezing, changing and re-freezing attitudes and behaviour, with
tactical support for every step of the process:
UNFREEZE
Phase One:
Analyse and Plan the Change
Phase Two: Communicate the Change
CHANGE
Phase Three: Gain Acceptance of New Behaviours
Phase Four: Change the Status Quo
RE-FREEZE
Phase Five:
Sustain the New Norm
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Change for the sake of change is a recipe for
disaster. A successful change management plan
starts with articulating the goals you want to
achieve, and which changes will help achieve them.
Common goals might include:
 Meeting regulatory obligations
 Containing rising insurance costs
 Stemming the increase in fuel costs
 Improving the brand image conveyed by your
drivers and fleet
Before you can “unfreeze” current attitudes and
behaviours, you need solid data about what they
are and how they relate to your goals. Using your
telematics system, assess baseline behaviour for
each driver and team. Evaluate the impact of those
behaviours on risk, costs, brand image, regulatory
compliance and other goals. Pinpoint which
behavioural changes can have the greatest impact
on achieving your goals.
Now, define key performance indicators (KPIs) to
serve as measurable objectives for improving your
driving culture in order to achieve your goals.
If your change process is successful, these two
points – driver baselines and KPI goals – will
describe the arc of your journey to better driving
practises.
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Good communication, transparency and a spirit of
cooperative problem-solving are vital elements of
successful change management.
To kick off the change process, present KPIs and
driver baseline data in a non-judgmental, “we’re-all-
in-this-together” spirit that invites drivers to take
ownership of their personal change processes and
minimises resistance.
“We believe that one of the key success factors in
Educate drivers in how to use your telematics
any work-related road risk management strategy is
system to get accurate, up-to-date data on their
to develop the on-road safety culture. Drivers need
progress.
to recognize that there may be opportunities to
Choose a telematics system that offers easy-to-use
tools and resources that help drivers act successfully
to reduce their risk exposure, both at the start and
throughout the life cycle of your program.
improve their own driving. We have developed a
communication strategy to ensure that we help
drivers understand the importance of driver
behaviour.”
Rory Morgan,
Head of Logistics
Support for
Western Europe,
Iron Mountain
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Acceptance and support of all stakeholders is
essential if lasting change is to occur. The drivers on
the front lines need the encouragement and active
assistance of the many stakeholders in every fleet
business - senior managers, depot managers,
contract managers, staff managers, trainers and
trade union representatives.
Analysing driving behaviour to shed light on risks
about which drivers may not be aware, and
“The great thing is that our drivers are the real
changing behaviour to reduce those risks is the
‘green’ champions. By changing their driving habits
responsibility of the entire organisation.
just a small fraction, the gains in terms of
environmental efficiency are huge, as well as in
areas such as the cost of fuel to the business and
the safety and comfort of our passengers.”
Graham Belgum,
Business Improvement
Director,
First Bus
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This most critical phase of change management
begins only after goals and baselines are established
and the entire organisation is primed for change.
Managers must expertly leverage telematics to gain
insight into areas of risk, identify required changes,
and formulate targeted change management plans.
Based on those plans, they engage drivers to explain
required changes and, importantly, how the
company will fully support them to achieve results.
“Thanks to the information available through
For the drivers at the front lines of change, the right
GreenRoad, we also have intangible benefits such as
tools – and training to use them – can mean the
difference between success and failure. In-vehicle
feedback displays, online access to personal profiles,
trend-monitoring capabilities and consultations with
managers are essential, and often yield immediate
engaging more closely with drivers. An improved
understanding of what is happening out on the road
has enabled us to build a closer relationship with
drivers and ensure that safety is now at the top of
the agenda.”
improvements that kick off a virtuous reinforcement
Mark Moore,
Transport Manager,
Bunzl Healthcare Group
cycle.
Exception reporting is essential for helping
managers navigate the change management
process without being overwhelmed by reports and
oversight responsibilities.
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Ensure that the behaviour changes that make
driving risk-free become the permanent
organisational norm. Effective telematics systems
provide ongoing monitoring and reinforcement of
newly adopted behaviours to prevent backsliding.
Change is never easy, especially for professionals
who take pride in their hard-earned skills. Go the
extra mile for the drivers who do the same for your
company by creating incentive programs designed
to increase motivation and program success.
Finally, make sure that managers have the tools they
need to keep an eye on driver progress, identify
emerging trends, build driver skills, and update
company change management plans to integrate
new regulations and issues.
“By collaborating closely with the executive team,
employees and the Unite and RMT trade unions, we
have ensured the roll-out of a system that is easy to
use and will reward continued excellent driving. As
well as cutting fuel, GreenRoad is reducing wearand-tear on our vehicles – such as extending the life
of brakes - to reduce the impact of our operations
on the environment.”
Robert Andrew,
Regional Director South,
Stagecoach UK Bus
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In today’s fast-moving and highly competitive
But when the “processes” to be optimised are
business environment, “good enough” just doesn’t
employee behaviours, managing the changes is a
work. To succeed and thrive, good managers must
process that requires sensitivity, expertise and full
constantly search for and address processes that
organisational buy-in.
are inefficient, costly or inconsonant with their
brand’s image.
With the help of GreenRoad’s technology, proven
GreenRoad technology and tools support you at
change management methodology and team of
every stage of the change process:
experts, you can make the lasting changes that your
 Persuasive evidence of the need for change
 A self-correcting approach that turns drivers into
fleet needs to succeed.
The GreenRoad Driver Behaviour system
stakeholders in the project and agents of their
incorporates real-time in-vehicle feedback,
own behaviour change
advanced fleet analytics, and reporting and driver
 Real-time in-vehicle feedback, performance
education tools. When coupled with our field-tested
analyses, and training to help modify driver
change management methodology, it helps you
behaviour
durably shift the company culture to align with fleet
goals.
 Ongoing evaluation and training to reinforce
improvements
 Incentive programs to motivate drivers
 Reports that benchmark progress against your
KPIs
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GreenRoad provides a single, comprehensive solution to both change driver
behaviour and manage fleet performance and efficiency. With GreenRoad,
engage drivers directly for meaningful, lasting behaviour change. Optimise
daily and strategic operations with fleet tracking, mapping and reporting.
For your business, successfully changing driving behaviour can mean
increased safety and customer satisfaction and reduced operating costs for
a clear, significant competitive advantage.
EMEA
Leeds Sales Offices
No 1 Leeds
26 Whitehall Road
Leeds, LS12 1BE
Phone: +44 113 3570090
Email: SalesUK@greenroad.com
London Offices
107-111 Fleet Street
London EC4A 2AB
Phone: +44 (0) 20 3434 3930
U.S. Headquarters
Our solution experts look forward to demonstrating how
2290 N. First St. Suite 204 San Jose,
CA. 95131
Toll-free: +1(888) 658-4420
Phone: +1 (650) 551-1530
Email: SalesUS@greenroad.com
GreenRoad can help you reach your business goals and
improve your bottom line.
Contact us at SalesUK@greenroad.com
or visit: http://greenroad.com/uk/contact-us/
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