
Three challenges consistently high on the list for many fleet managers — improving driver safety, mitigating the high cost of fuel, and complying with corporate pressures to reduce fleet’s contribution to the company’s global carbon footprint.
Three challenges consistently high on the list for many fleet managers — improving driver safety, mitigating the high cost of fuel, and complying with corporate pressures to reduce fleet’s contribution to the company’s global carbon footprint.
The fundamental requirements of your business necessitates minimum fleet equipment specifications that, as a result, pre-define the expense parameters from both a fixed and operating cost perspective. If you acquire vehicle assets that best fulfill your fleet application, then any supplemental cost reduction will only be based on incremental refinements The best way to achieve additional cost reduction is by modifying driver behavior.
Do fleet safety incentives “dis-incentivize” the reporting of safety incidents, especially if employees are monetarily rewarded for achieving a low rate of incidents? Under the umbrella of these monetary-based safety incentive programs is not just cash or bonuses, but also award merchandise, award trips, paid days off, and upgraded vehicles or availability of driver amenity options. The question is whether they are potentially counter-productive to the intent of fleet safety programs?
If an employee threw trash all over the office floor, scratched the paint off the walls, broke the light bulbs, left holes and dents in the wallboard, and skipped routine maintenance on the copier until it overheated and broke, no manager would tolerate this abuse. Yet, that is exactly what some companies tolerate when drivers abuse their company-provided vehicles.
The prolonged drop in fuel prices shows no signs of abating in the foreseeable future, which is positive since lower prices are making a dent in overall fleet fuel expenditures. However, there is the risk that prolonged lower prices will result in driver complacency to being energy conscious with less focus on fuel-efficient driving.
The recent drop in fuel prices has been as breathtaking as earlier run-up in prices. If sustained, these reduced fuel prices will begin to make a dent in overall fleet fuel expenditures.
Commercial fleet managers can expect to get a wide variety of information at the 2014 Green Fleet Conference & Expo on Oct. 29-31. The four sessions will cover topics ranging from how to coach drivers to selling sustainability to C-level executives.
Accomplishing corporate sustainability goals has a lot to do with fuel type and vehicle choice, but it can also come down to who is in the driver’s seat of the fleet’s vehicles.
If you are constrained by equipment limitations, the "last mile" to achieving corporate sustainability objectives is modifying driver behavior. This is possibly the greatest opportunity available to fleet managers to green their fleets.
If you are constrained by equipment limitations, the "last mile" to achieving corporate sustainability objectives is modifying driver behavior. This is possibly the greatest opportunity available to fleet managers to green their fleets.
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