NAA Member News: Brabners – Adapting to automation: key employment considerations for fleets
With autonomous driving technology set to reshape the automotive sector, Christine Hart, Legal Director at purpose-led law firm Brabners, explores the key workforce considerations for businesses in the sector looking to navigate the transition.
In June, the UK government announced its £2.5bn DRIVE35 programme – a decade-long initiative to support the automotive industry’s transition to zero-emissions and towards adopting advanced vehicle technologies.
A part of the UK’s wider modern Industrial Strategy, DRIVE35 will inject capital and R&D investment into a range of new innovations – including over £18million of funding for Connected & Automated Mobility (CAM) technologies, positioning the UK as a global player in the development of driverless vehicles.
Against this backdrop, the emergence of fully autonomous vehicles is no longer a distant prospect on UK roads. As major manufacturers test self-driving vehicles, any business with a fleet must quickly consider the associated implications for workforce planning and legal compliance that they might come up against.
Workforce diversification
One of the most immediate implications of automation is the changing nature of roles within businesses operating a fleet. Where the primary task of an HGV driver was previously, by definition, to drive, the introduction of driverless lorries reduces the emphasis on this function.
At the same time, this shift does not necessarily reduce the need for people. Instead, we are seeing a move towards broader, more flexible job roles. Employees may now be required to oversee automated systems, manage real-time data, support technical diagnostics or take on hybrid responsibilities that straddle logistics coordination and maintenance.
This evolution of the role will likely require employers to move away from narrow job descriptions and adopt more dynamic, contractually flexible models that enable employees to support across multiple functions.
As with any structural change, the transition will not happen overnight. It requires a sensitive approach to role design, contract review and open communication with staff – particularly for those whose day-to-day responsibilities are likely to change most significantly.
Reskilling and upskilling
As roles evolve, fleet businesses will need to invest in reskilling their current workforce to meet these new demands. For many organisations, this will mean going beyond generic training programmes and developing tailored pathways to help existing employees move into new operational, technical or supervisory roles.
Crucially, this reskilling agenda must not be limited to new recruits. For automation to be introduced responsibly and sustainably, current employees – particularly those in driving roles – must be given the opportunity to transition into new areas of the business where their knowledge and experience can continue to add value.
In practice, this may include digital literacy training, systems operation or broader logistics planning skills. While automation might reduce direct driving tasks, the value of experience – particularly in interpreting risk and responding to unexpected issues – should not be underestimated.
A shift of this scale inevitably brings uncertainty, particularly in sectors with an ageing or long-serving workforce. The move towards automation may trigger fears about job security – especially among drivers who have spent decades in their role.
To manage this risk, employers should take proactive steps to engage with their workforce from an early stage. This means open and honest communication, early consultation with staff and unions and the development of clear, fair pathways for redeployment and retraining.
Employment contracts and HR policies
Underpinning all of this is the need to ensure that employment contracts, handbooks and internal policies are up to date. Businesses should consider how contractual terms reflect the realities of multi-skilled roles, the use of technology and the increased flexibility required of both employers and employees.
This includes reviewing how job responsibilities are defined, how employees are supervised in semi-autonomous environments and what expectations are set around digital competence, training and professional development. Having the right frameworks in place now will help employers implement change fairly and lawfully as the sector continues to evolve.
Future-proofing
DRIVE35 is a clear signal of the government’s intent to advance the UK’s automotive sector. Yet for business’s operating fleets, the arrival of automated vehicles represents far more than a technical innovation – it signals a fundamental transformation in the way logistics businesses operate.
For employers, the focus must now shift to how people are supported, roles are redesigned and teams are equipped to meet the demands of a rapidly changing industry.
At Brabners, we are helping businesses navigate these shifts – from reviewing employment structures to designing sustainable people strategies. For more information or to discuss how Brabners can support your business through the transition to automation, contact Christine Hart at christine.hart@brabners.com.
