OSH 2305, Fleet and Driver Safety 1

Course Learning Outcomes for Unit VII Upon completion of this unit, students should be able to:

1. Summarize fleet safety management programs and practices. 1.1 Identify performance incentives to benefit a company’s fleet safety.

3. Describe fleet-safety-related responsibilities.

3.1 Discuss changes to improve a company’s fleet safety.

4. Apply hazard analysis and control techniques to fleet safety. 4.1 Discuss the compliance, safety, and accountability score of a company. 4.2 Recommend benchmarking and record-keeping systems for a company.

Course/Unit Learning Outcomes

Learning Activity

1.1 Unit Lesson Chapter 8, pp. 169–186 Unit VII Case Study

3.1

Unit Lesson Chapter 8, pp. 169–186 Article: “Benchmarking Health and Safety—Key Considerations” Unit VII Case Study

4.1

Unit Lesson Chapter 1, pp. 7–8 Chapter 8, pp. 169–186 Unit VII Case Study

4.2

Unit Lesson Chapter 8, pp. 169–186 Article: “Benchmarking Health and Safety—Key Considerations” Article: “The Safety Ladder: Developing an Evidence-Based Safety

Management Strategy for Small Road Transport Companies” Unit VII Case Study

Required Unit Resources Chapter 1: DOT Regulations, pp. 7–8 Chapter 8: Benchmarking and Performance Criteria, pp. 169–186 In order to access the following resources, click the links below. Nævestad, T.-O., Elvebakk, B., & Phillips, R. O. (2018). The safety ladder: Developing an evidence-based

safety management strategy for small road transport companies. Transport Reviews, 38(3), 372–393. Retrieved from https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc t=true&db=bsu&AN=128004193&site=ehost-live&scope=site

Tilleard, A. (n.d.). Benchmarking health and safety—Key considerations. Retrieved from

Benchmarking Health and Safety – Key Considerations

UNIT VII STUDY GUIDE

Benchmarking Principles and Safety Initiatives

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Unit Lesson Introduction Management and benchmarking guru Dr. Peter Drucker once stated, “What gets measured gets managed” (Haight, 2015, p. 132). Benchmarking and performance indicators have long been utilized in measuring performance for companies within a variety of situations. Within fleet and company safety programs, choosing the correct metrics for the benchmarking process is the framework and foundation for effectively evaluating all activities and outcomes related to fleet safety. Some companies use industry benchmark data to spur themselves on to be the best in class. Unfortunately, there are other companies that notice that they are the best of a mediocre lot and are content with that. Safety should be recognized as a core value within a company. Accident statistics have long been analyzed to improve safety programs within fleets. Companies use these types of results in addition to accident reporting techniques to appraise overall safety performance standards and to decide where further improvements are needed. Accident statistics are recorded within many different industry segments such as the Federal Transit Administration, the American Trucking Associations, the American Public Transportation Association, and the American School Bus Council. Procedures Each fleet has different reporting features that are continuously analyzed by safety managers and leadership within the company. Another important procedure is proper training on vehicle operations in alignment with well-communicated driver expectations and qualifications. In addition, procedures must be in place to quickly report and thoroughly investigate all accidents. Chapter 8 of the textbook contrasts the value of centralized versus decentralized reporting systems. With decentralized systems, a company could potentially have more of an advantage if an accident were to occur because management would be closer to the location to review the incident and provide detailed information in a timely manner. On the other hand, a more centralized system provides uniform responses, unified record keeping with daily data backups, and more consistent interpretation of chargeability regarding accidents, which is done from a main office as opposed to multiple offices located in multiple locations. The goal of benchmarking is to determine not only safe practices but also accident prevention. The individual responsible for conducting benchmarking must determine the types of reported incidents to be recorded for use by the company. Many companies record preventable versus unpreventable accidents and link that data to performance appraisals and/or bonus programs. Whatever benchmark is set for recording incidents, it is critical for a safety manager to properly record accidents and no-injury incidents and utilize this information to provide thorough training and proper vehicle maintenance for his or her drivers to prevent future on-the-job accidents. While there are some companies that are suspected of altering the accident records, full transparency and honesty is the best policy. One of the key procedures is the accident reporting procedure. It is crucial that fleet drivers be instructed and held accountable to report all incidents immediately, including minor ones that might be tempting to hide. Drivers and supervisors must be taught what language to use and not use in the first report because this report could become an official court document. In addition, drivers and supervisors should be taught how to properly take photographs, including using reference points so that distances are easier to gauge. Finally, most companies have an accident kit, which is placed in each fleet vehicle. This kit includes the insurance card, a report form and pen, a bullet-point summary card of what to do and say or not say, and a disposable camera in case the driver does not have a cell phone with a camera feature. Most organizations also have a post-accident drug and alcohol testing protocol to follow. Accident Record-Keeping Systems Design and development of record-keeping systems can help assist a company in having the data necessary to conduct an accurate analysis of areas needing to be addressed. Begin by creating a successful accident record-keeping system that chooses meaningful data elements for recording. These elements can be the metrics that have the largest impact on the company’s safety program. These types of elements demonstrate

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the major parts of an accident—such as who was at fault, what vehicles were used, why the accident occurred, and where the accident occurred. The focus should be primarily on capturing all information regarding the accident, such as the number of vehicles involved, if there were any injuries and fatalities, and specific documentation as to the amount of damage that each involved vehicle sustained. According to the Occupational Safety and Health Administration (OSHA, n.d.), employers who have more than 10 employees must keep a comprehensive record of all incidents that happen within the company. This includes any accidents within its fleets. The record of each incident must be kept on file for at least 5 years per OSHA regulations. Companies can use the following OSHA regulations as guidelines for creating accident record-keeping systems:

 recording any job-related fatality, including incidents involving fleet vehicles;

 recording any on-the-job injury that results in loss of consciousness or days off from work;

 recording any job-related or on-the-job injuries that require major medical treatment;

 recording any employee diagnosis that is a direct result of a work-related accident; and

 recording any special criteria that involves work-related injury cases (OSHA, n.d.). The most accurate benchmark that can be utilized by safety managers and senior management within a company is a careful analysis of past accidents that occurred within their own company. This should include a look at the implementation of improvements to facilitate a safer environment to evaluate effectiveness, with a constant eye on preventing incidents in the future. Reviewing incidents outside of a company can be beneficial but not as important as reviewing those that happen within the company. Incentive Programs for Safety A primary target for employers is to promote safety throughout their company environment. In order to facilitate effectiveness, employers need to keep employees interested. Given this, many companies use incentive programs to promote safety at their worksites and within their fleets. The positive results of incentive programs have been researched and linked to the reward theory and also to what is called the Hawthorne effect. The Hawthorne effect was established after a study was conducted between 1927 and 1932 involving the possible connection between the worksite environment (e.g., amount of lighting, color of paint on the walls) and productivity (Haight, 2015). Study results showed that while there was no established connection between a worksite environment and the productivity that resulted from it, it was demonstrated that productivity is a direct result of the employees’ perceptions because they felt more involved and because they saw management paying more attention to what they were doing. As a result, productivity went up (Hindle, 2008). Companies have developed reward programs specifically to reward drivers for safe driving habits, such as keeping a clean driving record, keeping their vehicles clean, and avoiding accidents. By rewarding drivers for safe behavior, companies are building a culture of safety (Vergara, 2009). Employees often need incentives to raise their levels of productivity and align themselves with their company’s goals and objectives. While companies want to reduce accident statistics, there is also a need to increase communications with employees to ensure this takes place. These types of communications will help employees better understand safety program parameters. For example, how would the program be coordinated and implemented? What is the period in which employees can receive awards? What types of safety procedures do employees need to follow while operating fleet vehicles? How will drivers qualify for these safety awards? Fleet and terminal managers need to be sure to enforce their rules and safety regulations. Compliance is the primary goal as a company needs to demonstrate that it means business. Employees will most likely be compliant in their operations of fleet vehicles if they see the importance of doing so and notice results. Employees also want to see that if they are held accountable, management and frontline supervisors are also held accountable. Credibility is gained and maintained when drivers see demonstrated commitment and consistency instead of just talk. Conclusion From benchmarking, effective metrics need to be established, and statistical analysis should take place involving this data to determine new and improved methods that can be used by companies to reduce future

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on-the-job accidents. Companies can determine what data should be gathered to successfully report while also using the information to create a safety program that works for the fleet. In developing an individualized accident reporting system, the company can take accident and incident data and employ it in the current safety programs to improve training and hopefully mitigate future incidents. Safe driving recognition and incentive programs reinforce good driving performance (Vergara, 2009). Fleet performance should be determined through effective and efficient benchmarking practices and should demonstrate not only accountability for past accidents but responsibility in preventing future ones.

References Haight, J. M. (Ed.). (2015). Fleet safety: For safety professionals and fleet managers. Park Ridge, IL:

American Society of Safety Professionals. Hindle, T. (2008, November 3). The Hawthorne effect. The Economist. Retrieved from

http://www.economist.com/node/12510632 Occupational Safety and Health Administration. (n.d.). Recordkeeping requirements. Retrieved from

https://www.osha.gov/recordkeeping/ Vergara, L. (2009). How to develop a fleet safety award program. Retrieved from http://www.automotive-

fleet.com/article/story/2009/03/how-to-develop-a-fleet-safety-award-program.aspx

Suggested Unit Resources In order to access the following resource, click the link below. The Federal Motor Carrier Safety Administration website provides several means for researching safety- related information for companies. Federal Motor Carrier Safety Administration. (n.d.). Company safety records: Overview. Retrieved from

https://www.fmcsa.dot.gov/safety/company-safety-records

Learning Activities (Nongraded) Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit them. If you have questions, contact your instructor for further guidance and information. Develop a fleet incident first report of incident (brief) form that you would use in your company and that would provide meaningful data to you.

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