When I attend fleet events, I often hear “We don’t have a culture of safety at our company when it comes to fleet.”  C-Suite executives don’t want to invest in advanced telematics because the investment can be high. Fleet managers don’t have access to data so they can create safety benchmarks they can use to measure improvements. Drivers can feel the disjointed sentiment around safety.  So, we’ve created a letter that communicates some of the reasons the big shots should not just pay attention but really “live” in the culture of safety. Afterall, their business depends on it.  Tweak this letter and make it your own. Fit it to your unique fleet and take your fleet to the next level.

Dear Leadership Team,

In the fleet management industry, I hear all about the importance of creating a “culture of safety.” It sounds great in theory, but the reality is that if safety isn’t prioritized at the highest levels of our company, it becomes almost impossible to maintain and enforce at the operational level. As our fleet continues to grow, the risks grow with it—and so do the consequences of failing to make safety a core value.

The Cost of a Catastrophic Accident

A single catastrophic accident can bring devastating consequences, not just in terms of human lives but also for our company’s financial health, reputation, and long-term viability. Consider these potential impacts:

• Loss of Life & Injury: The worst-case scenario is that someone—whether it be our driver, another motorist, or a pedestrian—loses their life. No settlement or insurance payout can undo that damage.
• Legal & Financial Fallout: Nuclear verdicts (jury awards over $10 million) are becoming more common. One major judgment could cripple our business, leading to massive settlements, higher insurance premiums, and even the loss of operating authority.
• Reputation Damage: Customers and partners don’t want to be associated with a carrier known for unsafe practices. A single high-profile accident can lead to lost contracts and difficulty securing new business.
• Increased Scrutiny & Compliance Issues: Accidents trigger DOT audits, increased FMCSA intervention, and potential loss of CSA (Compliance, Safety, Accountability) scores that directly impact our ability to operate profitably.

The Role of Leadership in a Safety Culture

The reality is that a strong safety culture starts at the top. If the C-suite isn’t actively promoting and prioritizing safety, fleet managers, safety directors, and drivers will struggle to take it seriously. Here’s why leadership buy-in is critical:

1. Leading by Example: If executives push for unrealistic schedules or ignore maintenance and compliance concerns, employees down the chain will follow suit.
2. Resource Allocation: Safety isn’t free, but it delivers measurable ROI. Investing in telematics can reduce accidents by up to 30%, lowering insurance premiums by 10-15%. Comprehensive driver training programs can cut incidents by 20-25%, leading to fewer claims and lower turnover costs. Regular, detailed maintenance can extend vehicle lifespan by 10-20%, reducing unexpected downtime and costly repairs. Compliance tools help avoid costly fines and keep our fleet operational, ensuring we meet regulatory requirements without disruption.
3. Supporting Fleet Managers: Fleet managers need executive support to set and enforce safety benchmarks. Leadership can help by ensuring there is clear communication, providing the necessary resources, and clearing any roadblocks that hinder safety initiatives.
4. Establishing Benchmarks for Fleet Safety: To measure and improve safety, leadership must support the creation and tracking of key safety metrics. Some essential benchmarks include:
   • Accident Rate Per Million Miles (ARPMM): Helps monitor fleet-wide safety trends and compare against industry averages.
   • CSA Scores: Ensures compliance and identifies areas that need improvement.
   • Driver Safety Scores: Uses telematics and behavior-based assessments to track risky behaviors like harsh braking and speeding.
   • Vehicle Maintenance Compliance Rate: Tracks how well our fleet adheres to maintenance schedules, reducing mechanical failures and downtime.
   • Insurance Claims & Costs: Measures the financial impact of accidents and helps justify investments in safety programs.

How Every Level of the Company Can Commit to Safety

A company-wide safety culture isn’t just about policies—it’s about daily actions at every level. Here’s what we can all do:

• C-Suite & Executives:
  • Make safety a core value, not just a box to check.
  • Fund safety initiatives, such as better driver training and technology investments.
  • Hold everyone accountable, including leadership.
  • Support fleet managers in setting clear, measurable safety benchmarks.
• Fleet Managers & Safety Directors:
  • Implement safety policies consistently.
  • Reward safe behavior and correct unsafe actions immediately.
  • Use data and telematics to monitor and improve driver performance.
  • Track and report key safety benchmarks to leadership.
• Dispatchers & Operations Teams:
  • Avoid pushing unrealistic delivery times that encourage risky driving.
  • Communicate openly with drivers about safety concerns.
  • Support drivers in making safe decisions, even if it means delays.
• Drivers & Technicians:
  • Follow all safety protocols, from pre-trip inspections to defensive driving.
  • Report hazards and maintenance issues without fear of retaliation.
  • Prioritize their own well-being by managing fatigue and avoiding distractions.

Adopting a safety culture isn’t just about compliance—it’s about securing our future as a successful, responsible, and respected company. It takes commitment from every level, but it starts with you, the leadership team. If safety is truly a priority at the top, it will become ingrained in every part of our operation. The cost of neglecting safety is simply too high.

Let’s make this commitment together.

Sincerely, [Your Name] [Your Position]