• A fuel bonus program incentivizes drivers to improve their performance by offering them a portion of the money saved by the carrier with the program.

Implementing a fuel bonus is another strategy used to improve driver performance. Many drivers respond well to simple monetary bonus programs. A fuel bonus is such a program. Fuel bonuses can be used to motivate drivers to reduce idle time, keep their speed down, and improve their shifting.

The downsides to a fuel bonus program are the cost of administering the program, lack of fairness when comparing vehicles and run areas, and driver frustration.

As with any bonus program, the company will need to set the bonus levels carefully. Performing a study to determine how much money improved fuel mileage can save is the first step in establishing a bonus. If the program cannot generate enough savings to cover the direct costs and administrative costs of running the program, it should not be undertaken.

The lack of fairness (or perceived lack of fairness) is caused by several factors. Drivers that are assigned older, less efficient vehicles or operate on routes that require the vehicle to work harder, will have to make more sacrifices to make the bonus.

Setting the bonus levels low enough that they are achievable by all vehicles is one method to overcome this, although it is not preferred. Drivers with more efficient vehicles will not have to work to improve their fuel mileage, thereby reducing the overall effectiveness of the program. Establishing “brackets” for the different equipment is a fairer and more effective method. Example: Drivers with 2000 to 2003 vehicles must get 6.5 miles per gallon to qualify, while drivers with 2004 to 2006 vehicles must get 6.75 miles per gallon to qualify. If a carrier is maintaining accurate records of vehicle performance based on vehicle groups, determining the appropriate level for each group is possible.

Driver frustration with a fuel bonus program can be caused by drivers believing the goals are unattainable. Another potential source for frustration occurs when drivers’ maintenance or operational requests are not met, leading the drivers to believe the company contributed to the loss of the bonus.

If operating with a fuel bonus, the maintenance manager (and the maintenance department in general) will need to be extra sensitive to driver write-ups and complaints. They will need to be prepared to be challenged if the driver reported problems, but the problems were not resolved, and the driver believes that the unresolved vehicle problems cost the bonus.

Preventative maintenance (PM) will also need to be done on time, every time. This will keep drivers from being able to claim that they did not make the fuel bonus because of a lack of maintenance.