Alan Thompson, Fleet Risk Consultant at Zurich Insurance

Fleet1000 speaks to Alan Thompson, Fleet Risk Consultant at Zurich Insurance, on driver behaviour, hidden risk and why most incidents are preventable

"Most collisions are the result of poor decision-making and driver behaviour, rather than lack of skill or vehicle defects."

After more than 30 years in policing, including leading serious collision investigations, Alan Thompson now works with fleets to reduce risk where it matters most – on the road. That experience gives him a clear view of what actually causes incidents, and where organisations continue to fall short.

For fleets under pressure from rising costs, compliance demands and operational complexity, it's easy to overlook the basics of driver safety.

In this Fleet1000 conversation, Alan sets out the patterns he continues to see across both investigations and fleet operations, from distraction and fatigue to gaps in grey fleet oversight. He also outlines the practical steps fleets can take to move beyond compliance and start reducing incidents in a measurable way.

How did your policing career lead you into advising businesses on fleet risk and safety?

"I have been fortunate throughout my career to gain broad and varied experience in policing. Like many newly appointed officers, I began my journey on a response team, addressing a wide range of incidents. I then progressed into specialist roles, including roads policing and crime investigation teams, where I dealt with a variety of complex cases. Transitioning into training roles enabled me to support the development of others, while I also focused on my own professional growth, completing a law degree and a postgraduate diploma in legal practice.

"I sought new challenges and was appointed to lead the newly established Serious Collision Investigation Unit. Here, I played a key role in embedding standard investigation practices into roads policing at a time of heightened national focus on reducing fatalities and serious collisions. These efforts proved highly effective, resulting in over a 50% reduction in serious and fatal collisions in my policing area by 2010, and a near 50% reduction nationally.

"While investigating these incidents, I often examined the roles of both managers and companies involved, which highlighted the broader social acceptance of road crashes. The prevalent belief – shared by fleet industry professionals and the general public – that collisions are inevitable prompted me to question this assumption. Driven to better understand the causes, I began researching the underlying factors leading to collisions. This journey led me to Cranfield University, where academic research demonstrated that many collisions are preventable and that substantial reductions in loss and injury are achievable.

"Through this research, it became clear that most collisions are the result of poor decision-making and driver behaviour, rather than lack of skill or vehicle defects. The majority of incidents could be traced back to choices that increased risk for the driver or others. I also identified that with straightforward strategies, organisations can significantly reduce collision rates, losses, and associated costs.

"I now work for Zurich Resilience Solutions, where I deliver motor fleet risk management services to Zurich Insurance Group and other corporate clients. My focus is on helping clients implement practical steps to reduce fleet crashes each year, improving safety for people and minimising losses for their organisations."

What risks did you see around driving for work, and how did that shape your move into fleet consultancy?

"From my time investigation road death incidents, I observed particular risks associated with people driving for work or operating company vehicles. Business drivers often face time pressures, demanding schedules, and the challenge of working in unfamiliar locations. One of the most significant concerns is the tendency to multitask while driving, such as making phone calls, reading emails, adjusting navigation systems, or eating. Many drivers believe they can safely manage multiple tasks, but even brief distractions greatly increase the likelihood of collisions.

"Driving for work is often the most hazardous activity employees undertake in their roles. Organisational expectations around productivity and constant connectivity can unintentionally promote risky behaviours behind the wheel. Witnessing these patterns first-hand, and understanding their impact on road safety, was a major influence on my decision to move into fleet risk consultancy after leaving the police. I recognised the opportunity to help organisations address these risks, develop safer practices, and ultimately protect both their people and their assets."

Which driver behaviours most consistently lead to serious incidents across the fleets you’ve worked with?

"Through both my policing experience and my current work advising fleets, several driver behaviours and underlying assumptions have consistently contributed to the most serious road incidents.

"Distraction is a major factor, often resulting from attempts to multitask while driving. Activities such as making phone calls, checking emails, adjusting navigation systems, or eating can significantly impair attention. Many drivers wrongly assume they can safely manage several tasks behind the wheel, but even brief distractions greatly increase the risk of serious collisions.

"Fatigue is another critical risk, particularly for business drivers and fleet operators. Many feel pressured to meet tight schedules or cover long distances, often underestimating the impact of tiredness on their driving performance. Fatigued drivers experience slower reaction times, reduced concentration, and impaired judgement, all of which can lead to serious incidents. Despite these risks, it is common for drivers to push through tiredness, believing that experience or willpower alone can compensate.

"Time pressure and urgency compound these risks, with drivers often prioritising productivity over safety. This can lead to speeding, aggressive driving, or neglecting to take necessary breaks. The misconception that collisions are an inevitable part of driving - especially within fleets - can discourage proactive safety measures.

"Overconfidence is another recurring theme. Experienced drivers may assume their skills will keep them safe, leading to complacency and risky behaviours such as driving too fast for conditions, ignoring weather warnings, or neglecting vehicle maintenance.

"These behaviours and assumptions can be found across both police investigations and my fleet consultancy work. Changing them through effective policies, leadership engagement, targeted training, and open communication is essential. At Zurich Resilience Solutions, we support clients in recognising these patterns, understand what the data is telling us, and how real drivers behave to build safer, more responsible driving cultures within their organisations."

How significant is grey fleet risk, and where do organisations typically get it wrong?

"Grey fleet exposure is a significant and sometimes overlooked risk for many organisations. When employees use their own vehicles for business purposes, this can seem convenient and cost-effective, but it introduces unique challenges and liabilities for employers.

"One of the key issues is that these vehicles often fall outside standard fleet management controls. Unlike company-owned vehicles, grey fleet cars may not be subject to regular safety checks, servicing schedules, or insurance verifications set by the organisation. As a result, there can be wide variation in vehicle condition, roadworthiness, and suitability for business use.

"A common mistake is assuming that responsibility for safety and compliance rests entirely with the employee. In reality, employers retain a duty of care for anyone driving on company business, regardless of ownership of the vehicle. Overlooking this obligation can lead to serious consequences if an incident occurs involving an unroadworthy or uninsured vehicle.

"Another frequent oversight is a lack of clear, consistent policies and procedures for grey fleet drivers. Without proper guidance, employees may not appreciate the importance of regular maintenance, appropriate insurance cover, or the need to report any changes in their vehicle’s condition. There’s also a risk that essential documents, like driving licences and MOT certificates, are not checked regularly. This increases the chance of non-compliance.

"Lastly, grey fleet drivers are just as susceptible to the risks faced by those in company vehicles - distraction, fatigue, and pressure to meet KPIs and performance targets but may receive less training or support from their organisation.

"Addressing grey fleet risk starts with recognising the exposure and putting robust controls in place. This includes clear policies, regular checks, and ongoing communication to ensure that employees understand their responsibilities and that vehicles used for business are safe and legal. Every organisation has unique challenges. At Zurich Resilience Solutions, we work closely with clients to help them assess their grey fleet exposure and develop practical, effective measures to keep their people and organisation protected."

Are fleets relying too heavily on telematics and safety technology to manage driver risk?

"Technology, including telematics and advanced safety systems, has undoubtedly transformed fleet management and road safety. These tools provide valuable insights into driver behaviour, vehicle performance, and risk factors. They enable organisations to monitor and respond more effectively than ever before. However, while technology is an essential part of a robust risk management strategy, it is important to recognise its limitations.

"One common pitfall is assuming that technology alone will solve all driver safety challenges. Data from telematics can highlight risky behaviours such as harsh braking, speeding, or distraction, but it cannot directly address the underlying causes or change attitudes. Relying solely on technology without complementary policies, training, and leadership engagement can lead to missed opportunities for genuine, sustainable improvement.

"Best practice is to use technology as an enabler, not a replacement, for a comprehensive approach to driver risk management. This means integrating telematics with clear policies, ongoing communication, and targeted training programmes. For example, reviewing telematics data in regular coaching sessions can help drivers understand their habits and encourage positive behavioural change. Equally, leadership support and a strong safety culture are crucial. They ensure that insights from technology are acted upon and that safe driving becomes a shared responsibility.

"It’s also important to remember that every fleet and organisation is unique. What works for one may not be suitable for another, so technology should be adapted to fit broader risk management goals and operational realities.

"It is vital that organisations use technology effectively, combining data-driven insights with best practice policies, training, and leadership involvement. By striking the right balance, organisations can create safer roads for their drivers and achieve lasting results. Telematics is not a solution, it’s a tool."

What should fleet managers be asking their insurers or providers to ensure they are genuinely reducing risk?

"To genuinely reduce road risk, rather than simply tick the compliance box, fleet managers need to take a proactive and informed approach when engaging with insurers, consultants, or telematics providers. Based on best practice, some important questions include:

1. How will you help us turn data into actionable insights?

It’s important to understand how raw telematics data or claims information will be analysed and presented in a way that highlights trends, priorities, and opportunities for improvement - rather than simply generating reports.

2. What support do you offer for driver development and behavioural change?

Ask whether your partners provide training, coaching, or engagement programmes based on identified risks. The focus should be on changing behaviours, not just monitoring them.

3. How can we measure the effectiveness of our risk management initiatives?

Find out what tools or benchmarks are available to help you assess the impact of interventions, so you can continually refine your approach.

4. What are the leading indicators of risk, and how can we address them proactively?

Move beyond lagging indicators such as claims history. Ask how you can identify and respond to warning signs – like increasing distraction, near-misses, or fatigue – before they result in incidents.

5. How do your recommendations align with our operational realities and organisational culture?

Ensure that proposed solutions are practical, sustainable, and tailored to your organisation and not just off-the-shelf answers.

6. What ongoing support and communication can we expect?

"Continuous improvement is a journey. Clarify whether your partners will provide regular reviews, updates, and best practice guidance to help you stay ahead of emerging risks.

"By asking these types of questions, fleet managers signal their commitment to genuine risk reduction, not just compliance."

What is the most important lesson about responsibility on the road that fleets should take from your experience?

"The most enduring lesson I’ve learnt  from investigating road deaths and supporting fleets to prevent incidents is that responsibility on the road is a shared commitment. Every action behind the wheel has the potential to impact not only the driver, but colleagues, families, communities, and employers. It’s never just about compliance or ticking boxes; real responsibility means taking proactive steps to keep everyone safe.

"One aspect that has stayed with me is that while the right to drive is an important personal freedom, it comes with an equally important personal responsibility. Holding a driving licence is not just a convenience. It is a position of trust. Every time we get behind the wheel, we’re trusted to act safely, make sound decisions, and consider the wellbeing of others. This means being alert to risks like fatigue and distraction, resisting the temptation to multitask, and making thoughtful choices even under pressure.

"The most serious incidents I’ve encountered often stem from everyday decisions like choosing to drive while tired or overlooking routine vehicle checks. These choices are influenced not only by the individual, but also by organisational culture, leadership expectations, and the effectiveness of policies and communication. Recognising this, the strongest lesson is the importance of creating an environment where safe driving is valued, supported, and encouraged at every level.

"Technology, policies, and training are vital tools, but they are most effective when combined with genuine engagement and awareness. Whether it’s a manager setting a positive example, a colleague reminding others to take breaks, or a company ensuring grey fleet vehicles are properly maintained. Everyone has a role to play.

"Ultimately, responsibility on the road means acknowledging that the right to drive carries with it an ongoing duty of care to ourselves, to each other, and to the wider community. By working together drivers, managers, insurers, and consultants we can make a meaningful difference in reducing risks, preventing collisions, and protecting lives."