Владельцы автопарков обязаны перейти от формального контроля к превентивному управлению рисками и благополучием водителей

Fleet operators need to reassess how they mange risk and driver wellbeing. Kelly Pinner, Head of Business Development, Jaama at how regulations are developing and placing a higher expectation on duty of care. The Government’s National Work-Related Road Safety Charter has placed road risk under renewed scrutiny. As a key component of the UK government’s 2026 Road Safety Strategy, the Charter is designed to promote good practice, accountability and compliance with existing legislation. For fleet operators, this is a timely prompt to reassess how risk is managed. Regulatory expectations are rising, duty of care is under greater scrutiny, and employers are increasingly accountable for those who drive as part of their job. Traditional compliance models, based on periodic checks, static policies and reactive processes, are no longer enough on their own. The key question is not simply whether a fleet can demonstrate compliance, but whether it is using the information available to identify risk early and protect drivers in practice. The hidden risk behind compliant records Driver wellbeing is one of the most underestimated areas of fleet risk. Fatigue, stress and poor mental health can all affect concentration, decision-making and reaction times, but they are not as visible as an expired licence, overdue vehicle inspection or maintenance defect. Tiredness alone is estimated to contribute to between 10% and 20% of all collisions worldwide, according to road safety charity Brake. Meanwhile, 40.1 million working days were lost to stress, depression or anxiety in Great Britain in 2024/25. These issues do not stop when an employee gets behind the wheel. A driver can appear fully compliant on paper while experiencing pressures that increase their likelihood of being involved in an incident. This is why a safety strategy based solely on individual checks and post-incident investigation can leave significant blind spots. What the data can tell fleet operators Fleet operations already produce a substantial amount of valuable data. Telematics, vehicle records, licence checks, maintenance schedules, journey information and incident reporting all provide signals about where risk may be building. The opportunity lies in connecting that information and looking for patterns, rather than treating every data point in isolation. For example, telematics data may reveal recurring harsh braking, speeding, rapid acceleration or erratic driving behaviour. On their own, these events may be attributed to a particular journey or road condition. However, when they become more frequent over time, occur at certain times of day, or coincide with long shifts, unplanned route changes or increased vehicle use, they can indicate that further investigation is needed. Similarly, a rise in vehicle damage reports, near misses, absenteeism or driver incidents may point to an underlying operational or wellbeing issue. Data cannot diagnose fatigue, stress or poor mental health, nor should it be used to make assumptions about an individual. But it can help fleet managers identify where a supportive conversation, workload review or additional intervention may be appropriate. This is a crucial distinction. The role of technology is not to replace management judgement or human engagement; it is to give managers earlier, clearer evidence on which to act. Turning disconnected information into action The difficulty for many operators is a lack of visibility. Information is often held across separate systems, spreadsheets and teams. Driver compliance may sit in one place, maintenance records in another and telematics information elsewhere. This makes it harder to see the full risk picture and easier for warning signs to be missed. An integrated fleet management platform can bring together key information, including: - driver licence and compliance status - vehicle maintenance and defect data - telematics and driving behaviour trends - incident and collision records - vehicle utilisation and journey activity - actions, alerts and follow-up records. With this information in one connected environment, fleet teams can identify trends, prioritise interventions and evidence the actions they have taken to manage risk. Automated alerts can also help guarantee that issues are not overlooked in busy operational environments. For example, a platform may flag a combination of repeated driving-behaviour events, an approaching licence expiry and an overdue vehicle check, enabling the fleet team to act before those factors contribute to a more serious outcome. The most effective approach is risk-based. Not every alert requires the same response, but access to timely and joined-up data allows managers to focus attention where it is most needed. Combining technology with a supportive culture Technology can provide the insight, but it must be supported by the right culture. Drivers need to understand that data is being used to improve safety, not simply to monitor or penalise them. Open communication, regular check-ins and clear wellbeing policies remain essential. When a driver’s performance or behaviour changes, the right response is not automatically disciplinary action. It may be a conversation about workload, journey planning, fatigue, personal pressures or whether further support is required. This combination of data-led insight and supportive management allows fleets to act earlier and more consistently. Moving from compliance to prevention The National Work-Related Road Safety Charter reinforces a wider shift in expectations: from demonstrating that policies exist to showing that road risk is being actively managed. For fleet operators, this means using data and technology to create a more complete view of driver and vehicle risk. By connecting compliance, maintenance, operational and telematics data, organisations can spot warning signs sooner, target interventions more effectively and reduce reliance on reactive processes. Driver wellbeing may not always appear on a checklist, but the operational signals of increased risk are often already there. The fleets best placed to protect their people will be those that turn those signals into action