Revealing The Fleet Risk Revolution
Zoom in to yourfleet risksRevealing the fleet risk revolutionAlso in this issue: From data to information to insight to action Being green can save you green Insurers on telematics and fleet operatorsthat use the technology Delivering tangible benefitsHere to help your world.
In this issueWelcome3An introduction to telematics4812Steering through regulations18Promoting certainty20Delivering tangible benefits2225283034362Time to revolutionize methodsfor identifying and managingat risk driversBeware – safety culture canbe contagiousTop ten positive approachesto fleet risk managementFrom data to informationto insight to actionBeyond technologyBeing green can save you greenInsurers on telematics and fleetoperators that use the technology
insights 10WelcomeWelcome to this edition of insights on telematics and fleet risk management.Managing a fleet is a critical responsibility. Continued uncertainty in world economiesmakes reductions in operating expenses an increasingly urgent imperative. At the sametime, increasing pressure from legislators, regulators and interest groups require thatfleet operators take proactive steps to improve safety while also reducing their impacton the environment.Recognizing these challenges, Zurich has pulled together a team of experts to explore newdevelopments in fleet management, with a particular focus on how telematics-basedsystems can be used in conjunction with driver development programs to improve driverbehavior, reduce vehicle operating expenses and lessen environmental impact.We hope you find this publication useful in your fleet risk management strategy, andwe would welcome your thoughts and observations.Kind regardsInga BealeChiefUnderwritingOfficer forGeneralInsurance, ZurichRobert GremliGlobal ChiefRisk EngineeringOfficer, ZurichFor the sake ofsimplicity andconsistency we use theterms ‘telematics’ or‘telematics systems’throughout thispublication to referto the broad rangeof systems andtechnologies availablefrom different providersfor collecting andtransmitting data aboutdriver behavior, vehiclelocation and use, etc.3
An introduction toGPS SatelliteGSM / GPRS Cellular NetworkorSatellite (one or two-way)End user interfaceAlarm SMSNetworkOperatingCenterServersThe term ‘telematics’ commonly refers to vehicle-based systems that integrate GPSsensors with wireless communication and computer capabilities. These systems canprovide fleet owners and operators with extensive information and intelligenceon vehicle location and performance, driver behavior and a wide range of otherparameters. Using this data, fleet managers can improve the productivity ofmobile workers, reduce collision risks for drivers and other road users, improvefleet performance and ensure compliance with relevant regulations.4
System elementsSystem optionsIn a typical installation, telematics devicesare fitted into the company’s vehicles,data captured by the device is transmittedto a central server, and the end user(s)– fleet managers, depot managers,dispatchers, drivers etc. – access thedata via an internet portal.A range of system options are availabledepending on the size and characteristicsof the fleet and the company’s needs. Manyfleets start with a basic fleet safety solution,or basic fleet management capabilities. Aftergaining experience in one area, they tend toexpand the system to other types of fleets,and incorporate fleet management or morecomprehensive, fully integrated mobileresource management capabilities.The data captured by the devices commonlyinclude the vehicle’s location, speed, driverbehavior and vehicle diagnostics data asdetermined by the telematics system. Inmore comprehensive solutions, it can alsoinclude data from on-vehicle sensors thatdetect a wide variety of vehicle events andconditions. At the office, a dispatcher orfleet manager can view the data on mapsor reports in real time via a secure link tothe data center.Some telematics providers supply individualcomponents; others offer complete, end-toend systems or platforms. When choosinga telematics provider, the fleet managershould be sure that all components are trulyinteroperable and that the system is easilyscalable – in the event future needs includea larger fleet, more varied or complexoperations or additional capabilities.Typically, a fleet safety telematicssolution will: monitor vehicle speed measure the forces exerted on thevehicle during various drivingmaneuvers such as turns, starts andstops; some advanced systems gofurther to automatically recognizerisky driving activities factor in the vehicle’s loaded orunloaded status in evaluating themaneuvers, and calculate a score foreach maneuverFleet Safety SolutionsGlobally, approximately 6% of all fleetvehicles are involved in a collision each year.1Many of these collisions could be preventedby monitoring and improving driverperformance. According to the US FederalMotor Carrier Safety Administration, themost common causes for fleet vehiclecollisions are inadequate driver surveillance,driving too fast for the conditions, andspeeding around curves and turns.2Aggressive and unsafe driving costscompanies billions of dollars due toemployee injuries, lost productivity, fines,asset damage, litigation and poor fueleconomy while also contributing to excessiveCO2 emissions.Virtually any fleet operation can benefitfrom the adoption of a fleet safety telematicssolution. These solutions enable drivers andcompanies to proactively reduce costs,improve fleet safety and increase productivity.insights 10telematics provide in-vehicle visual and/or audiblefeedback to alert the driver of unsafemaneuvers and provide a generalindication of driving performance report scores for individual drivers aswell as a composite score for the fleetbased on company-set parameters compare individual driver scores tothe average scores for the fleet.Some fleet safety solutions also involveinstallation of an in-vehicle video camera tocapture evidence of collisions and otherimportant driving events.The data obtained can be combined withother in-depth analytics to help identify rootcause driving 9.PDF ReportName: National Motor Vehicle Crash Causation cidents.html5
The fleet safety reports, viewed over an extended period of time, areexcellent tools for supervisors to use in conducting targeted drivertraining and counseling programs.Fleet safety solutions offer many benefits beyond driver safety as driverbehavior can have a significant impact on fuel economy and vehiclewear-and-tear. Taken together, improvements in safety and operatingefficiency can help reduce insurance rates, reduce vehicle operating andmaintenance expenses and improve customer service and profitability.Fleet Management SolutionsFleet management solutions typically provide many of the elementsof fleet safety solutions, while offering additional features to furtherincrease fleet productivity. These can include tracking vehicles in realtime, managing work flow and helping drivers navigate to jobs. Thedispatcher or fleet manager can: remotely determine the closest vehicleto a new work location by viewing all vehicles on a map; see when avehicle enters and leaves a work site; and retrieve on-demand reportsto determine who is en route, and who is on a break.The 360-degree view of the mobile worker and the work beingperformed can greatly improve business efficiency. Coupled with fuelmanagement tools, a complete fleet management solution can alsoincrease the company’s ability to manage sustainability, identify safetyissues and improve productivity.To find out more about how leadingtelematics solutions could help you,visit www.zurichfleetintelligence.com6
Mobile worker and workshift productivity– Schedule and optimize jobs and routes.A comprehensive Mobile ResourceManagement (MRM) telematics solution– Real-time work status alerts andbuilds on the capabilities of fleet safety andnotifications to fleet managers.fleet management solutions and adds a wide– Manage miles driven and workrange of advanced features, including:performed in the field.advanced safety, fleet and mobile workermanagement, vehicle diagnostics, hours-of– Integrate with time-keepingservice logging, driver alerting, driver-centricapplication and track hours worked.applications, two-way communication and Asset management and utilizationmore. This gives managers the additionaltools and capabilities needed to manage– Optimize the use of vehicles andand optimize a variety of fleet and mobileequipment needed to completeworkforce operations, including:work efficiently. Driver performance and compliance– Compute driver hours of service.– Provide driver fatigue management.– Report pre-and post-trip inspections.– Software as a Service (SaaS) dataarchives in case of retroactivegovernment audits.– Automate vehicle maintenance trackingand notification for the entire fleet.– Increase the amount of time vehiclesare in productive use.– Automate mileage and asset usereporting.– Monitor loads and assets in a vehicle.Fleet managers may also considerintegrating the MRM solution with theircurrent back-office software to increaseproductivity while using the softwarethey already know.insights 10Mobile ResourceManagement SolutionConclusionBusinesses are investing globally invehicle telematics solutions to improvesafety and productivity, cut operatingcosts and enhance their customers’experience. These solutions range fromsafety-focused solutions to those thataddress virtually every aspect of fleetand mobile workforce operations.Whichever telematics solution isselected, remember that data on itsown is of little value – how that data isactually delivered, interpreted and put touse is the key to improving safety forfleet personnel, increasing the fleet’soperating profitability and reducing itsenvironmental impact.Joyce TamSr. Product Marketing ManagerTrimble’s MRM Division7
revolutionizeTime tomethodsfor identifying and managing ‘at risk’ driversDuring the past five years, we have witnessed a revolution in the natureand extent of ‘in-cab’ technology that is available to the drivers of personaland commercial motor vehicles.8
insights 10Today, such technology as on-board navigation systems,personal entertainment devices and wireless communicationgear – once ‘seldom seen’ among most vehicles – is nowcommon place. These devices, while viewed by mostdrivers as beneficial, also present an ‘order of magnitude’increase in the level of driver distraction.The American Transportation Research Institute1 indicatesthat a significant portion of collisions are triggered by‘at risk’ driver behavior, which includes such actions as:This in-cab technology revolution and associated increasein ‘distracted driver’ requires a similar revolutionaryresponse by professional fleet managers in their methodsof identifying and managing ‘at risk’ driver behavior. Oninitial evaluation, this statement may seem extreme, solet’s take a few moments to better examine the situation. failing to obey traffic signals or other‘traffic warning’ devices.Zurich’s internal analyses consistently reveal that themost severe and costly vehicle crashes are attributableto three incident types. These ‘Big Three’ incident types,which include rear-end collisions, intersection crashesand lane change/merge collisions, generally comprise50-70% of total fleet crash costs. following too closely driving too fast for conditionsNext, researchers have confirmed that drivers withrepeated patterns of risky behavior are more likelyto be involved in a collision than those without suchbehavior infractions.For example, American Transportation ResearchInstitute (ATRI) published a landmark 2005 report,which identified a quantitative model for using pastdriver safety performance information to predictfuture crash involvement1.1Predicting Truck Crash Involvement: Developing A Commercial Driver Behavior-Based Model and Recommended Countermeasures,by The American Transportation Research Institute, October 20059
This analytical model found that drivers convicted ofan improper or erratic lane change violation withinthe previous 12 months were 100% more likely tobe involved in a crash in the next 12 months comparedto drivers without a similar conviction.Finally, risk management methods for identifyingand managing ‘at risk’ driver behavior – developed inresponse to such research findings – may be deficientin identifying risky behavior, which arises from in-cabtechnology-related driver distraction(s).With such research findings in hand, professional fleetmanagers have made some great strides in reducingcrashes by implementing programs which help front linesupervisors identify and manage ‘at risk’ driver behavior. Recently published research by the Virginia TechTransportation Institute revealed that drivers whowere conducting such distracting activities as dialingcell phones, text messaging or reaching for and/orusing an electronic communication device were asmuch as 23 times more at risk of a crash or ‘nearcrash’ event than a non-distracted driver2.For example, Zurich teamed up with many of itscommercial fleet customers to develop a ‘driver indexing’program, which applied a comprehensive driver historyalgorithm to identify those drivers with the mostproblematic safety history. This algorithm was coupledto a driver coaching and mentoring tracking mechanismand then deployed to front-line supervisors, who werecharged with intervening with identified ‘at risk’ drivers.In Zurich’s experience, fleets that thoroughly deploy suchprograms typically see a 25-40% reduction in preventablecrash costs.10 Many otherwise risk averse drivers may perceive thatinteracting with these new distraction producingtechnologies is perfectly acceptable behavior.Recently, a Zurich Risk Engineer accompanied a provensafe driver on a road trip to the western United States.2Dr. Rich Hanowski, Director of the Center for Truck and Bus Safetyat VTTI, Driver Distraction In Commercial Vehicle Operations,Federal Motor Carrier Safety Administration, September, 2009.Report available at: echnology/report/FMCSA-RRR-09-042.pdf
During their travels, the Risk Engineer watched indismay as this individual frequently interacted with thistechnology by: querying the GPS device as to the precise location,estimated arrival time, or roadside services that mightbe available at a nearby highway interchange; reading emails or text messages, which arrived with adistinct tone on his SmartPhone wireless device; and conducting lengthy telephone conversations.More than once, the driver had to make sudden vehiclemaneuvers (such as hard braking or swerve steering),when he realized he was following too close,approaching a dangerous intersection, or nearingthe centerline of a two-lane highway.insights 10The driver had recently purchased a vehicle equippedwith a GPS navigation system, satellite radio and a‘Blue Tooth’ interface with his ‘SmartPhone’ wirelesscommunication device.Quite alarmingly, it would take just one ‘failure to correct’instance for this otherwise safe driver to have a serious orfatal car crash.Given these findings, we urge you to re-evaluate your currentfleet risks.First, consider the nature and extent of in-cab distractions.Next, consider implementing programs that limit, or evenprohibit, driver interactions with certain technologies whilethe vehicle is in motion.Finally, evaluate your existing ‘at risk’ driver identification andmanagement program. Determine if your program is capableof identifying those otherwise safe drivers who might be atrisk of having a crash because of the distractions createdfrom the interactions with in-cab technologies.Jim YorkRisk Engineering AVPZurich North America Commercial11
Steering“In tort law, a duty of care isa legal obligation imposedon an individual requiringthat they adhere to a standardof reasonable care whileperforming any acts that couldforeseeably harm others.”Although originally referring to the actions1of individuals, the notion that companiesalso have duty of care obligations was clearlyestablished in the US in 1916 in the SupremeCourt’s ruling in the landmark caseMacPherson v. Buick Motor Co. This sameprinciple was later established in UK law in1932 via another landmark case, Donoghuev. Stevenson. Duty of care obligations arenow common in virtually all countries aroundthe world.For companies operating commercial vehiclefleets, the duty of care obligations haveparticular force. In this article, we survey theregulatory environment in different countriesconcerning companies’ duty of careobligations as they relate to vehicle y%20of%20care12
The view fromNorth America –preparing for ComprehensiveSafety Analysis (CSA) 2010In North America, commercial trucking andbus fleets are bracing for the arrival ofComprehensive Safety Analysis 2010 (CSA2010), a new regulatory program beingimplemented by the Federal Motor CarrierSafety Administration (FMCSA). This initiativepromises to bring tougher safety regulationsto fleets. CSA 2010 shines a bright spotlighton drivers’ impact on safety and makes fleetoperators accountable even more for theirdrivers’ safety performance.With the new CSA 2010 Safety MeasurementSystem, more detailed information about afleet’s safety performance will now be visibleto the public. Fleets will be scored relative totheir peer group in each of seven BehavioralAnalysis and Safety Improvement Categories(BASICS) covering: unsafe driving, fatigueddriving (hours of service), driver fitness,controlled substances/alcohol, vehiclemaintenance, cargo-related and crashindicator (crash patterns/history).enforcement will push a significant numberDrivers’ safety violations will have a morecentral impact on companies CSA 2010scores, raising the urgency for managementto provide effective guidance and coachingto their drivers and compelling the fleetoperator to be even more diligent in hiringand selection of drivers. Drivers now face thereality that their safety performance historywill follow them between multipleemployers, much like a credit history.insurance rates, fines, criminal penalties,According to report by Transport Topics“Safety accountability falls heavily on truckdrivers under the Comprehensive SafetyAnalysis. By identifying drivers’ frequent orserious violations of safety regulations, theFederal Motor Carrier Safety Administrationseeks to crack down on fleet operators thatemploy the worst offenders and dramaticallyreduce the number and severity of truckinvolved crashes. There is concern, however,that the new safety regimen and stricterprospective employers to view their scoresinsights 10through regulationsof drivers out of a job if fleet operators seethem as a risk.2”Business owners, managers and drivers arescrambling to ensure they are prepared forthe new system. For management, a badrating could mean lost business, higheror even shutdown of their operation.For drivers, there is concern that fleetscould start imposing stronger disciplinarymeasures for safety violations. Drivers’records will be available (with the consent ofthe driver) to prospective employers throughthe new Pre-employment ScreeningProgram mandated by the US Congress.Those drivers who are unwilling to authorizewill have a harder time finding employmentin the future. Although the new BASICscover a wide variety of violations, most USDepartment of Transportation inspections(more than 81% of inspections, accordingto FleetOwner3) are triggered by driverbehaviors behind the wheel like speedingand other moving violations. These roadsideinspections tend to expose other, oftenunrelated violations in different categories.2Transport Topics Supplement ‘Comprehensive Safety Analysis CSA 2010’, page fleet-data-surprises-0709/13
for identifying and managing at risk drivers Steering through regulations Promoting certainty Delivering tangible benefi ts Beware – safety culture can be contagious Top ten positive approaches to fl eet risk management From data to information to insight to action Beyond technology Being green can save you green Insurers on telematics and fl eet operators that use the technology 3 8 4 20 12 .
May 02, 2018 · D. Program Evaluation ͟The organization has provided a description of the framework for how each program will be evaluated. The framework should include all the elements below: ͟The evaluation methods are cost-effective for the organization ͟Quantitative and qualitative data is being collected (at Basics tier, data collection must have begun)
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̶The leading indicator of employee engagement is based on the quality of the relationship between employee and supervisor Empower your managers! ̶Help them understand the impact on the organization ̶Share important changes, plan options, tasks, and deadlines ̶Provide key messages and talking points ̶Prepare them to answer employee questions
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WEX Fleet Tire Program Benefits Author: WEX Inc Subject: Membership in a WEX fleet tire program is like having an additional insurance policy with access to 24/7 emergency roadside assistance. Keywords: fleet tire program, WEX fleet, fleet card, fuel cards, fleet management Created Date: 4/15/2014 6:22:36 PM
Le genou de Lucy. Odile Jacob. 1999. Coppens Y. Pré-textes. L’homme préhistorique en morceaux. Eds Odile Jacob. 2011. Costentin J., Delaveau P. Café, thé, chocolat, les bons effets sur le cerveau et pour le corps. Editions Odile Jacob. 2010. Crawford M., Marsh D. The driving force : food in human evolution and the future.
