The company provides telecommunications and ICT services across Australia and New Zealand, and implemented a systems approach to control fleet operations after its fleet size expanded from 312 in 2010 to 737 in 2013.

This approach centred on eight initiatives:

1. Streamline Vehicle Selection – Fleet procurement was centralised around the Fleet Manager role and new assessments were made informed by scope of work criteria. Factors included safety, fit for purpose, remote serviceability and an aim to reduce the variety of makes and models in the fleet.
2. Review of Tool Of Trade Fitout – Alongside the vehicle procurement review was a similar exercise aimed at aftermarket products installed for in-vehicle workspaces, tool and equipment cartage and chemical transport. All new installations have been implemented with safety first, followed by workability and ergonomics.
3. Driver Fatigue Management System – Many employees spend extended travelling and working in high risk situations – those driving for longer than two hours on rural and semi-rural roads, and in remote locations, as well as on 21 day rosters. A system was implemented to measure serious fatigue events, and this data has been used to improve fatigue management policy.
4. GPS Tracking of Remote Vehicles – Vehicle monitoring has also been undertaken through the installation of GPS systems. Reasons include accident response, recovery of stolen vehicles and driver management.
5. ANCAP 5 Star Ratings – The vehicle procurement policy was amended to, where possible; restrict purchasing to five-star ANCAP-rated vehicles. Where this wasn’t possible the procured vehicles are optioned to include stability control, anti-skid braking and side curtain airbags.
6. Study of Bullbars and ROPS in Light Vehicles – The fleet management team initiated a study to find the impact of bullbars and ROPS may interfere on the inbuilt vehicle safety features like crumple zones and airbag deployment. The study found that both bullbars and ROPS may interfere with these systems in the case of a majority of accidents, so the decision has been made to remove these from Visionstream Fleet Vehicles.
7. Euro 5 Engines – Aware that emissions have an impact on the health of the wider community, Visionstream are committed to procuring vehicles that are aimed at limiting emissions.
8. Implement a Fleet and Plant Management System – Since 2010 a central system has been developed to manage fleet and plant assets. In 2013 this involved a new system with advanced capabilities that include asset, cost and maintenance tracking, as well as driver and operator linking to assets. This has resulted in greater, better data to inform ongoing policy development and implementation.

These initiatives have realised a significant increase in ability by the fleet management team to measure and improve on safety outcomes across a fleet facing very particular risk management concerns in remote and rural areas.