Recent global headlines have highlighted how Elon Musk reportedly intervened in the conflict between Ukraine and Russia by restricting access to the Starlink satellite system.
It raises an uncomfortable question for Fleet Managers and Sustainability Managers: If a vehicle can be updated remotely, could it also be controlled remotely?
Over-the-air (OTA) updates are now commonplace on electric vehicles and increasingly common across internal combustion models as well. The pioneer in promoting this capability was Tesla, positioning software updates as a benefit rather than a recall. Other global manufacturers — including several Chinese brands that have attracted scrutiny in recent years — now use similar technology.
For fleet buyers, the technology itself is neither inherently good nor bad. The issue is governance, transparency and control.
The Positive Case for OTA
From an operational perspective, OTA updates offer clear potential advantages. Manufacturers can refine vehicle systems after the vehicle has left the factory without requiring a dealership visit. That can mean:
- Improvements to battery management systems
- Updates to navigation and connectivity software
- Adjustments to energy efficiency algorithms
- Enhancements to driver-assistance systems
In theory, this reduces downtime and service disruption — particularly valuable for geographically dispersed fleets or organisations operating in regional areas.
One area where OTA has demonstrably added value is in adjusting warning sounds linked to advanced driver-assistance systems required to achieve a five-star rating from ANCAP.
Many fleets reported driver frustration with lane-keeping alerts, speed warnings and driver monitoring prompts. OTA updates have allowed manufacturers to recalibrate these systems without physical recalls, reducing driver irritation while maintaining compliance.
That is a tangible operational benefit.
Does It Really Add Value for Fleets?
Beyond those refinements, the value proposition is less clear. Unlike retail buyers who may enjoy new interface features or performance tweaks, fleet vehicles are tools of trade. Stability, reliability and predictability are usually more important than novelty.
Fleet Managers may reasonably ask:
- Will an update change vehicle behaviour without our knowledge?
- Could a system modification impact safety policies or driver training?
- How are update schedules managed across a large fleet?
- Can updates be deferred if operational risk exists?
The answers vary by manufacturer — and they are not always front-of-mind during procurement discussions.
The Data Question
The more complex issue is data. Modern connected vehicles collect large volumes of information, including:
- Location and telematics data
- Driving behaviour metrics
- System performance diagnostics
- Camera imagery from safety systems
For organisations with low fleet management maturity, data governance may not yet be clearly defined. Yet the volume and sensitivity of vehicle-generated data is increasing rapidly.
Key questions Fleet Managers should be asking include:
- What data is collected by the OEM?
- Where is it stored?
- In which country is it hosted?
- Who owns the data?
- Can it be accessed by third parties?
- Is driver imagery retained or transmitted?
- Can the organisation opt out of certain data streams?
In recent years, public discussion has focused heavily on vehicles manufactured by Chinese brands. However, connected-vehicle data practices are a global issue. Tesla, for example, built much of its value proposition on remote software capability and fleet-wide updates long before the current geopolitical tensions.
The question is not where the vehicle is built. It is how data governance is structured.
Control and Remote Intervention
The Starlink example illustrates a broader principle: connected assets can be influenced remotely.
While there is no evidence that vehicle manufacturers are remotely disabling fleet vehicles for political reasons, the technical capability to push software changes unquestionably exists.
That reality demands a higher level of procurement diligence.
Fleet Managers are not typically trained in cybersecurity or cloud infrastructure governance. This is where collaboration becomes essential.
Engage Your IT Team Early
OTA capability should not be assessed purely as a vehicle feature. It is a connected-technology decision.
Fleet Managers should involve:
- IT and cybersecurity teams
- Risk and compliance officers
- Legal counsel (where appropriate)
- Procurement specialists
The right questions may feel unfamiliar, particularly for organisations still developing structured fleet policies. But as vehicles become software-defined platforms, traditional mechanical due diligence is no longer enough.
Fleet management maturity is no longer just about utilisation rates and maintenance coding. It now includes data governance, cybersecurity oversight and contractual clarity on software control.
A Foregone Conclusion?
Whether fleets are comfortable with it or not, OTA capability appears to be the future.
Software-defined vehicles allow manufacturers to respond to regulatory change, improve efficiency and maintain safety systems without physical intervention. That is likely to become standard practice.
The more relevant question is not whether fleets should adopt OTA vehicles — but whether they are prepared to manage the implications.
If a satellite system can be switched off in a war zone, fleet buyers should at least understand the contractual and technical controls attached to the vehicles in their car parks.
The technology is not the risk. The risk is purchasing it without asking the right questions.
