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THE E& P FORUM
LAND TRANSPORT SAFETY GUIDELINES
Report No 6.50/238
September 199 6
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A uthors
The E& P Forum
D isclaim er
A cknow ledgm ents
E& P Forum
Land Transport Safety G uidelines
R eport N o. 6.50/238
Septem ber 1996
E& P Forum , 2528 O ld B urlington Street, London W 1X 1LB
Telephone: 44-(0)171-437 6291 Fax: 44-(0)171-434 3721
This report has been prepared for the E& P Forum by their Safety, H ealth and
Personnel C om petence C om m ittee through their R oad Safety Task Force.
M r S . B arber A IO C , A zerbaijan, C hairm an
M r M . C arouso W estern G eophysical
M r N . C ave G eophysical Safety R esources
M r M . C ovil IA G C
M r R . Finch Shell
M r J. G odsm an D ow ell Schlum berger
M r M . G rpinet Total
M r J. H ahusseau Sedco Forex
M r D . Krahn IA D CM r E. Lebesque G eo-Train
M r T. Livre Forasol
M r G . S pring E xploration Logistics
M r R. C Thonger G eophysical Safety Resources
M rs I. Thom as E& P Forum
The O il Industry International Exploration & Production Forum is an inter-
national association of oil com panies and petroleum industry organisa-
tions form ed in 1974. It w as established to represent its m em bersinter-
ests at the International M aritim e O rganisation and other specialist agen-
cies of the U nited N ations, and to governm ental and other internationalbodies concerned w ith regulating the exploration and production of oil
and gas. W hile m aintaining this activity, the Forum now concerns itself
w ith all aspects of exploration and production operations, w ith particular
em phasis on safety of personnel and protection of the environm ent, and
seeks to establish industry positions w ith regard to such m atters.
A t present the Forum has 60 m em bers w orldw ide, the m ajority being oil
and gas com panies operating in 60 different countries, but w ith a num ber
of national oil industry associations/institutes.
W hilst every effort has been m ade to ensure the accuracy of the infor-
m ation contained in this publication, neither E& P Forum nor any of its
m em bers w ill assum e liability for any use m ade thereof.
D esign and layout: W ords and P ublications, O xford
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LAN D TRAN SPORT SAFETY GUIDELINES
CONTENTS
INTRODUCTION 2
BENEFITS OF EFFECTIVE LAND
TRA NSPORT M ANAGEM ENT SYSTEM S 3
PURPOSE AND SCOPE 4
LAND TRAN SPORT
M ANAGEM ENT SYSTEM 6
Leadership and C om m itm ent 6
Policy and Strategic O bjectives 6
Policy Statem ent 6
Strategic O bjectives 7
O rganisation, Resources and D ocum entation 7
O rganisation 7
R esources 8
D ocum entation 8
Evaluation and R isk M anagem ent of
Land Transport 8
R ecording of H azards 9
R isk R eduction M easures 9
Planning 9
M anagem ent of C hange 9
C ontingency and Em ergency Planning 9
Im plem entation and M onitoring 9
A ctive M onitoring 10
R eactive M onitoring 10
R ecords 10
C orrective A ction 10
A udit and R eview 10
M anagem ent R eview 10
APPENDICES
1. Land Transport M anagem ent System C hecklist 11
2. D river M anagem ent 13
3. D river Training 15
4. C om m unication and M otivation M ethods to
Im prove Land Transport Safety 18
5. R isk Evaluation and M anagem ent of
Land Transport 20
6. D rivers H andbook 22
7. Vehicle O perations 23
8. C are and M aintenance of Vehicles 25
9. Journey M anagem ent Planning 26
10.Em ergency R esponse Plans and Procedures 27
11.Post-Incident Procedures 28
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LAND TRAN SPO RT SAFETY GU ID ELINES
IN TR O D U C TIO N
The num ber of serious incidents and fatalities involving m otor vehicles
em ployed in land transport rem ains stub bornly high, against a gen eral
background of falling lost tim e injuries. These guidelines are intended to
provide the E& P industry w ith clear guidance and a shared aim of m inim is-
ing vehicle incidents and their associated costs.
Logistics and land transport are m ultifunctional activities involving person-
nel throughout the E& P industry. A ll those involved in land transport share
a joint com m itm ent to m anaging land transport risks in their operation and
to preventing incidents and fatalities, as stated in their H SE policies.
C om panies should have in place a m anagem ent system for land transport
operations based on a full and careful appraisal of the risks, follow ed by a
clear m anagem ent strategy to m inim ise and control those risks to a level
as low as reasonably practicable. Land transport safety m anagem ent is a
challenge for w hich there are no easy solutions but w hich needs to beactively m anaged in the sam e w ay as other business activities. It requires
com m itm ent from the top, and the attention of com petent line m anagers
to achieve im proved perform ance.
A n assessm en t sho uld be pe rform ed of transpo rtation and log istics
issues and the associated risks. W here land transport is provided by a
contractor then the assessm ent should be conducted before the start of
operations and ideally as part of the pre-contract negotiations. The
assessm ent should ensure that the responsibilities of the operator, con-
tractor and sub-contractor involved in the operation are clearly defined
and that the m anagem ent system s of all com panies involved in an opera-
tion are integrated to m inim ise the land transportation risks. The aimshould be to ensure that all vehicle m ovem ents are m anaged through
vehicle selection, provision of vehicles and transport services, equipm ent
outfit and vehicle allocation, and controlled by clearly identified personnel
w ith defined responsibilities w orking to agreed standards.
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B EN EFITS O F EFFEC TIVE
LAN D TRAN SPO RT
M A N A G EM EN T SYSTEM SA n effective land transp ort m anagem ent system should yield benefits
w hich go w ell beyond the hum ane considerations and reduction in the
direct costs that are usually incurred w hen a land transport related incident
occurs.
These benefits include, but are not lim ited to:
reduction in loss of life and hum an suffering;
im provem ent in health and reduction in related illness;
reduction in the risks associated w ith transport operations;
reduction in the costs related to incidents;
control and m inim isation of dam age w hen an incident occurs; clear responsibility for transportation and logistics issues;
com pliance w ith legal requirem ents for the operations;
clear, concise and consistent vehicle operating standards;
appropriate m aintenance schedules and standards;
low er m aintenance costs w ith few er breakdow ns;
im proved operational procedures, and m ore efficient transport use;
em ployee m otivation through training and recognition of their skills;
reduction in air pollution through better selection and m aintenance
of vehicles; and
enhancem ent of com panys im age w ithin the local com m unities and
authorities.
W ith an effective system in place all the above-m entioned points can be
positively addressed.
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BENEFITS O F EFFECTIVE LAN D TRANSPO RT M AN AG EM ENT SYSTEM S
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PU R PO SE A N D S C O PE
The objective of this docum ent is to provide guidance on how to im ple-
m ent a Land Transport Safety M anagem ent System (LTS-M S) for vehicle
operations w hich is consistent w ith the E& P Forum G uidelines for the
D eve lop m en t and A pp lication of H ealth, S afety and E nviron m en tal
M anagem ent System s(E& P Forum R eport N o.6.36/210). Key elem ents
of the H SE-M S are show n in the table below .
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LAND TRAN SPO RT SAFETY GU ID ELINES
The LTS-M S should include:
all com pany and third parties vehicles brought onto com pany
prem ises or used for com pany business activities;
travel on tarm ac roads, graded roads and on other surfaces
encountered off road; and
transporting personnel or freight, or m obile plant (drilling trucks,
vibrator trucks etc).
Key Elements Addressing
Top dow n com m itm ent and com pany culture,
essential to the success of the system
C orporate intentions, principles of action and
aspirations w ith respect to H SE
O rganisation of people, resources and
docum entation for sound H SE perform ance
Identification and evaluation of H SE risks for
activities, products and services, and
developm ent of risk reduction m easures
Planning the conduct of w ork activities, including
planning for changes and em ergency response
Perform ance and m onitoring of activities, and how
corrective action is to be taken w hen necessary
Periodic assessm ents of system perform ance,
effectiveness and fundam ental suitability
Leadership and
com m itm ent
Policy and
strategic
objectives
O rganisation,
resources and
docum entation
Evaluation
and risk
m anagem ent
Planning
Im plem entation
and m onitoring
A uditing and
review ing
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These guidelines have been developed to:
reduce the num ber of incidents and fatalities involving land transport;
be relevant to the transportation activities of the E& P industry
w orldw ide;
be sufficiently generic to be adaptable to different com panies and their
cultures;
recognise, and be applicable to, the role of operators, contractors and
subcontractors;
provide guidance on the developm ent of a shared m anagem ent
system to control risks; and
help m anagem ent to develop consistent policies and operational
criteria.
The m ain text of this docum ent is targeted at senior/m iddle m anagers.
The appendices give m ore detailed and specific guidance for land trans-
port line m anagers and operators.
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P U R PO S E AN D S C O P E
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LAN D TRAN SPO RT
M A N A G E M EN T SYSTEM
The follow ing sections of these guidelines w ill assist the nom inated
responsible m anagers in developing suitable land transport m anagem ent
system s for their operations. The m ain objective is to ensure that their
activities are planned, carried out, controlled and directed so that risks
from transportation are m inim ised.
Land transport m anagem ent w ill respond to the sam e fundam ental princi-
ples seen in all other form s of m anagem ent control.
The LTS-M S should conform to the national or international legal fram e-
w ork and take account of corporate transport policies w ithin w hich com pa-
nies conduct their business. A n exam ple Land Transport M anagem ent
System C hecklist is given in A ppendix 1.
The senior m anagem ent of the com pany should dem onstrate their com -
m itm ent to m anaging land transport operations in a safe, healthy and envi-
ronm entally responsible m anner.
Leadership and com m itm ent is dem onstrated w hen m anagem ent at all levels:
set a good exam ple in term s of their ow n attitude and driving
perform ance;
allocate the necessary resources to land transportation and related
logistic issues;
put land transport safety m atters high on the agenda of m eetings,including board m eetings;
com m unicate clearly that land transport safety standards are an
im portant com pany requirem ent;
provide appropriate training and assessm ent for all drivers involved in
land transport operations;
encourage safety prom otions and em ployeessuggestions for
m easures to im prove safety perform ance, and com m end safe practice;
set plans and targets, and m easure vehicle safety perform ance of all
em ployees; and
insist that transport contractor operations m eet required standards.
There should be a clear definition of delegated responsibility to nom inated indi-
vidual m anagers dow n through the m anagem ent structure of the com pany.
Policy Statement
The senior m anagem ent should m ake clear in a policy statem ent their
com m itm ent and expectations of good H SE m anagem ent. A ll vehicle ow n-
ers and operators should form ulate local land transportation H SE policies
com patible w ith the corporate H SE policy to im prove the safety of land
transport operations.
To operate in a safe, efficient and effective m anner to reduce incidents,
elim inate fatalities an d to operate in an environm entally se nsitive and
responsible w ay, the policy statem ent should include som e or all of thefollow ing features. It should:
be publicly available in appropriate local languages and in a bold, easy
to read form at;
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LAND TRAN SPO RT SAFETY GU ID ELINES
Leadership and Com m itm ent
Policy and S trategic O bjectives
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LAND TRANSPORT M ANAG EM ENT SYSTEM
dem onstrate the organisations com m itm ent to continuously strive for
im provem ent in land transport safety perform ance by m im im ising risk;
give a clear, concise and m otivating m essage that land transport safety
is as im portant as other business objectives and that transport
incidents are avoidable;
prom ote openness and the participation of all individuals in im proving
safety perform ance;
highlight the im portance and relevance of an effective organisation to
m anage transport operations and indicate that line m anagers are
responsible for land transport safety at all organisational levels;
m ake a com m itm ent to m eet all legislative requirem ents and apply
responsible standards and procedures w here national regulations do
not exist;
challenge the requirem ent for land transport and consider alternatives,
w ith the aim of m inim ising exposure to the driving environm ent; and
undertake all transport operations w ith proper regard for the
environm ent and to strive to reduce the consum ption of fuel,
em issions and discharges.
The Land Transport Safety Policy Statem ent should be:
handed to each em ployee by their line m anager and the im plications of
the policy fully explained in practical term s;
displayed on notice boards, transport staff offices, driversm eeting
room s and other prom inent locations;
given to contractors as part of any tender docum entation;
included in drivers handbook; and
discussed and explained on training courses.
The LTS -M S policy statem ent needs to be regularly review ed by m anage-
m ent w ith em phasis on its intent, scope and adequacy.
Strategic Objectives
The Land Transport H SE policy statem ent provides the starting point for
establishing strategic land transport objectives.
Such objectives should aim to:
reduce the num ber of incidents and fatalities;
m inim ise the num ber of journeys and personnel exposure;
m inim ise the total num ber of kilom etres driven;
establish driver selection, testing and training program m es;
establish and support safe land transport w orking procedures and
practices and to strive for an incident-free activity;
ensure that the com pany w ill em ploy only transport assets, facilities
and equipm ent w hich conform to acceptable standards and that they
are m aintained in a safe and secure condition; and
specify the need to develop an em ergency response capability in
cooperation w ith authorities and em ergency services.
Organisation
A n overall m anagem ent structure for land transportation and its relation to
the im plem entation of the transport policy w ithin the organisation should
be in place and m ade w idely available. It should clearly identify those peo-
ple w ho have an active responsibility for land transport m anagem ent, and
should state w hat those responsibilities are. A ll em ployees w ho m ake useof, or are affected by land transportation (i.e. everybody) should continu-
ally be m ade aw are of their individual responsibilities.
O rganisation, R esources and D ocum entation
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The structure should describe the relationship betw een:
different operations;
operating units and supporting services;
operators, contractors and sub-contractors; and
partners in joint ventures.
Land transport safety is a line m anagem ent responsibility w ith safety
advisers/trainers etc. assisting line m anagem en t in the d evelopm ent,
im plem entation and m aintenance of the program m e. The follow ing are
general but fundam ental points concerning LTS-M S organisation.
M anagem ent representatives should be assigned responsibility,
authority and accountability for coordinating im plem entation and
m aintenance of the LTS-M S.
A ll em ployees involved in land transport should be m ade aw are of their
individual LTS-M S role, accountabilities and responsibilities.
The com pany should ensure that personnel perform ing specific
assigned LTS-M S activities and tasks are com petent.
The com pany should ensure and increase com petence through theidentification of training needs and the provision of appropriate training
for its personnel, both drivers and supervisors.
The com pany should ensure that its contractors operate a land
transport m anagem ent system . C ontractors should be visited and
supported at regular intervals during the contract period to assist them
w ith the integration of their LTS-M S. Joint review s at regular intervals
should occur to ensure LTS-M S objectives are achieved.
The com pany should m aintain procedures to ensure that its em ployees
and those of its contractors, partners and others involved w ith land
transport at all levels are aw are of the requirem ents of the LTS -M S
program m e. The focus of com m unication should be on bridging local
language and cultural understanding.
Resources
M anagem ent should ensure that adequate resources are m ade available in
a tim ely m anner to fulfil the strategic objectives set out in the com panys
Land Transport M anagem ent plan.
Documentation
D ocum entation should be m aintained to provide records of the critical
aspects of the land transportation m anagem en t system . Policies and
responsibilities need to be established for the availability, m aintenance and
m odification of such docum ents.
A thorough and com prehensive hazard identification and risk assessm ent
of land transport operations should be perform ed at the earliest opportu-
nity, and at suitable intervals thereafter, by experienced and suitably quali-
fied personnel. Exam ples of hazards associated w ith land transport (and
m itigation m ethods w hich could be adopted) are given in A ppendix 5.
This exercise should cover an assessm ent of all hazards that could occur
w ithin the land transport of personnel, goods or m aterials in every aspect
of the planned operation.
The com pany should m aintain procedures to identify potential hazards and
their consequences system atically throughout the total life cycle w hereland transport is involved, e.g.:
planning and sourcing of vehicles;
routine and non-routine operations;
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LAND TRAN SPO RT SAFETY GU ID ELINES
Evaluation and R isk M anagem ent
ofLand Transport
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LAND TRANSPORT M ANAG EM ENT SYSTEM
incidents and potential em ergency situations;
disposal of vehicles; and
evaluation of local transport regulations.
Recording of Hazards
The hazards inform ation gained from the risk evaluation should be docu-
m ented and incorporated into the LTS-M S, w hich should dem onstrate that:
all foreseeable hazards associated w ith land transport have been
identified;
the likelihood and consequences of an incident have been assessed;
controls to m itigate significant risks are in place; and
em ergency response m easures to m itigate incidents are in place.
Risk Reduction Measures
The com pany should m aintain procedures to select, evaluate and im ple-
m ent m easures to reduce risks. Em phasis should be placed on preventa-
tive m easures such as enhancing driver perform ance, security of vehicles
and cargo, and proactive environm ent protection w herever practicable.M itigation m easures should include steps to prevent escalation of any
incidents that do occur through effective em ergency response.
Effective risk reduction m easures and follow -up require visible com m it-
m ent of m anagem ent and on-site transport supervisors, as w ell as the
understanding and ow nership of the m easures by drivers.
All aspects of land transportation operations, vehicle selection and use should
be planned in line w ith the policy and strategic objectives of the com pany.
The plan should especially address the introduction of any new or unusualtechniques, types of transport and type of environm ent as w ell as training
requirem ents.
A journey m anagem ent system should be operated to ensure each jour-
ney is nece ssary, properly organised and sup ported (See A ppendix 9,
Journey M anagem ent Planning).
Management of Change
A ny changes in the personnel, vehicles, processes and procedures of land
transport in the com pany have the potential for adverse effects on health,
safety and the environm ent. A ll changes should be considered in this light.
C hanges w hich m ay be critical to the LTS-M S should be review ed prior to
im plem entation.
Contingency and Emergency Planning
The com pany should m aintain procedures to identify foreseeable em er-
gencies, and develop response plans for such situations (See A ppendix 10,
Em ergency R esponse Plans and Procedures).
There should be w ritten procedures for all safety critical land transport
activities. A m onitoring system m ust be in place to ensure that the m an-
agem ent system is effective, and that procedures are follow ed.
The land transport activity should be conducted in accordance w ith theplans and procedures w hich have been developed at the transport plan-
ning stage and be consistent w ith the com panys Land Transport Safety
Policy and related strategic objectives.
Planning
Im plem entation and M onitoring
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LAND TRAN SPO RT SAFETY GU ID ELINES
Procedures should be in place for both active and reactive m onitoring.
Active Monitoring
A ctive m onitoring provides inform ation on the extent to w hich LTS-M S
requirem ents are being com plied w ith, and objectives and perform ance
criteria are being m et.
Reactive Monitoring
R eactive m onitoring provides inform ation from the investigation of vehicle
incidents (including near m isses, ill-health of drivers, vehicle/asset/envir-
onm ental dam age and safety statistics) that have occurred and provides
insight into the m eans to prevent sim ilar incidents in the future.
Records
The com pany should m aintain a system of records in order to dem on-
strate the extent of com pliance w ith its LTS -M S policy and to docum ent
the extent to w hich planned objectives and perform ance criteria have
been m et, e.g.: reports of inspections, audits, review s and follow -up actions;
investigation of incidents and follow -up actions;
m aintenance reports;
training records; and
security incidents.
Corrective Action
The com pany should define w ho is responsible for initiating corrective
action in the event of non-com pliance w ith specific requirem ents of the
LTS-M S. Situations of non-com pliance m ay be identified by the m onitoring
program m e, via com m unications from em ployees, contractors, custom ers,
regulatory authorities, the general public or from incident investigations.
A system of planned and system atic audits of land transport operations
together w ith m anagem ent review s of perform ance should be estab-
lished and m aintained as a norm al part of the land transport operations.
The audit plan should identify specific areas to be audited, the frequency
of those au dits an d the resp onsibilities for auditing sp ecific
activities/areas. A udit frequency should be determ ined by the degree of
risk and the results of previous audits and inspections.
A ud it protocols shou ld be established w hich en sure that adeq uate
resources, personnel requirem ents and m ethodologies are in place for
the audit, together w ith procedures for reporting audit findings and track-
ing the im plem entation status of audit recom m endations.
Management Review
Senior m anagem ent should carry out a review of the land transport m an-
agem ent system at appropriate intervals to ensure its continuing suitabil-
ity and effectiveness for the ongoing operations.
The review should include audit findings and the status of audit recom m en-
dations as w ell as reports from incident investigations. The review should
consider the continuing suitability of land transport policy and procedures
and should consider any changes in recognising hazards and assessingrisks and changes to the system or procedures since the last review .
The m anagem ent review should be recorded.
A udit and R eview
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APPEN D IX 1
A PPEN D IX 1
The purpose of this A ppendix is to provide m anagem ent w ith a sim ple
checklist of the key features of a LTS -M S.
Is there a docum ented LTS-M S in place?
A re strategic objectives clearly defined and published?
Responsibility and Accountability
A re responsibilities for land transport m anagem ent defined for:
operating (dedicated) vehicles;
supplying and/or m aintaining vehicles;
driver training and qualifications;
m onitoring driverssafety perform ance;
m onitoring contractor safety perform ance; and
line supervisors m onitoring the driving perform ance of subordinates?
Methods of Transportation H as the need to use land transport been carefully considered against
other alternatives?
Vehicle SelectionFitness for Purpose
D oes the vehicle selection process involve end user departm ents as
w ell as the supplier departm ent?
A re design and perform ance features verified against critical
specifications and regulatory requirem ents?
A re specifications for support vehicles in non-transport contracts
defined and verified by a sim ilar process?
Vehicle Allocation Is allocation of vehicles based on transport need, m inim ising
unnecessary exposure to traffic hazards?
Is the use of personally allocated vehicles for social and dom estic
purposes addressed in a policy statem ent?
A re vehicle allocations form ally review ed periodically?
Land Transport Contracts
D oes the contractor com pany have a land transport m anagem ent
system ?
Is pre-contract assessm ent m ade of all contractorsequipm ent,
personnel and safety m anagem ent?
A re detailed standards for driver qualifications and experience, driver
training, vehicle operating procedures and m aintenance requirem ents
included in tender docum entation?
A re control and review m echanism s included in contracts?
D o vehicle operating procedures define m axim um driving hours, rest
stops and w ork cycles?
Is sub-contracting controlled w ithin the m ain contract?
Vehicle Support in Contracts
A re vehicles supporting contractor activities required to m eet the sam e
standards as those in m ain transport contracts?
Is the suitability of vehicles, drivers and m anagem ent m echanism s
verified during pre-contract and pre-selection?
Driver Authorisation, Testing and Training
Is authorisation to drive on com pany business given in w riting to
em ployees and visitors?
Land Transport M anagem ent
System C hecklist
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A re em ployees required to drive on com pany business verified as
m eeting com pany standard?
Is authorisation to drive com pany vehicles for leisure purposes established?
Is a system in place to verify that operators and contractors
em ployees m eet agreed standards and/or:
is com pany verification extended to contractors em ployees;
does the com pany have a policy on driving training, w hich defines
for each job the type of training and refresher frequency; and
is the training program m e properly resourced (no significant backlog)?
Vehicle Operating Standards
A re clear operating standards available to all drivers, covering:
seat belts;
other protection for driver and passengers, e.g. roll cages;
speed lim its; and
tyre pressures and condition?
D o procedures include: journey m anagem ent;
defect reporting;
accident reporting; and
m aintenance schedules?
Vehicle Maintenance Standards
D o vehicle m aintenance standards include:
pre-use inspections;
routine m aintenance frequency (tim e-/kilom etre-based);
scope of standard m aintenance checks;
criteria for verification of m aintenance standards; and
roadw orthiness tests follow ing dam age repairs?
Monitoring and Review Mechanisms
A re the follow ing m echanism s for m onitoring and review in place:
driver authorisation and training status;
vehicle type and equipm ent standards;
vehicle allocation;
audit of driver training;
progress against safety plans (e.g. num ber and type of inspections,
audits and training program m es);
a system to challenge the need for transport and m onitor the effects
of change;
reporting of vehicle defects, unsafe loads and dangerous road conditions;
a system for obtaining and acting upon inform ation from w eather forecasts;
records of driver attendance levels at safety m eetings;
analysis of results, status and follow -up action of audit program m es,
inspections and safety audits;
feed-back from supervisors and drivers;
driver perform ance assessm ents of com petence (considered m ost
im portant);
staff perform ance appraisal and absenteeism records;
shift cycles, duty hours and rest periods;
vehicle m aintenance program m es;
m onitoring fuel consum ption of vehicles;
incident investigation and review ;
reporting of unsafe loads and vehicle defects; m aintaining com pany H SE statistical data; and
m onitoring num ber of accidents, average costs of accidents and total
cost of accidents?
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13
APPEN D IX 2
A PPEN D IX 2
D river m anagem ent is a key part of the land transport m anagem ent sys-
tem . This appendix provides guidance to m anagers and supervisors to
assist them in the m anagem ent of all drivers, both professional and non-
professional.
Driver Management Procedures
The com pany should develop procedures for the effective day-to-day m an-
agem ent of drivers. Procedures should be stated clearly, and include:
selection and recruitm ent;
com petence assessm ent and training requirem ents;
control of driving and duty hours;
daily care of vehicles and equipm ent;
application of a substance abuse policy;
disciplinary m atters for non-com pliance w ith safety instructions; and
m eetings.
Driver Selection
D river selection procedures should cover:
age and experience;
language (understanding w ritten and verbal instructions);
personality;
health;
driving record and appropriate licences;
driving skills and know ledge of defensive driving;
attitude to substance abuse;
level of general education;
previous training and qualifications; understanding of the highw ay code and aw areness of key land
transport safety issues; and
cargo and product know ledge.
Age and Experience
Young or inexperienced drivers are generally m ore likely to be involved in
serious inciden ts than older drivers. C om panies m ay have a policy in
respect of driver m inim um and m axim um age and a specified period of
previous driving experience of sim ilar types and size of vehicles.
Health
A m edical exam ination by an authorised doctor is recom m end as a part of
the selection process. Further inform ation on this subject can be obtained
from external m edical guidelines (e.g.E& P Forum H ealth A ssessm ent of
Fitness in the E& P Industry, R eport N o 6.46/228) or equivalent national
guidelines.
General Education
D rivers need to be literate and num erate in order to follow w ritten w ork
instructions, read m aps and safety bulletins etc. It is recognised, how ever,
that this requirem ent cannot alw ays be m et. In such circum stances, par-
ticular care w ill be required during the selection process w ith respect to
the other qualities required and in the subsequent training program m es
and m odes of com m unication.
Drivers Safety Clothing
There is a degree of protection w hich should be w orn by drivers, espe-
cially w hen carrying out loading and off-loading operations. This can be
D river M anagem ent
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supplem ented by additional protection for abnorm al circum stances as and
w hen required e.g. w hen handling hazardous cargo.
Drivers Hours
A n im portant factor in vehicle incidents is driver fatigue. W ork schedules
should be arranged so that drivers do no t exceed specified daily and
w eekly periods of duty, w hich include both driving and other w ork related
activities.
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15
APPEN D IX 3
A PPEN D IX 3
The extent and nature of training should be sufficient to ensure com pli-
ance w ith the com panys LTS -M S policy and objectives. Such training
should m eet or exce ed that requ ired by legislation and regu lations.
A ppropriate records should be m aintained. R efresher training should be
scheduled as necessary.
Training Process
A ny training undertaken m ust provide the desired outcom es and enhance
the perform ance of both the individual and the organisation. Positive atti-
tudes required to achieve safe operating standards are a product of a suc-
cessful safety m anagem ent system w hich includes training as one of its
elem ents.
Identify training needs
In general, training m ay be required in the follow ing situations: w here a new ly recruited driver is involved;
w here som e aspect of drivers perform ance (know ledge, skill or
attitude) does not m eet current requirem ents/standards;
w here aspects of the drivers job is about to change (such as
prom otion, new duties, new type of vehicle, procedures or
environm ent); and
w here refresher training is deem ed necessary.
D efine Training O bjectives
O nce all needs are identified, objectives m ust be set. These m ust be clear,
achievable and m easurable. O bjectives m ay fall into tw o categories:
Individual goals:statem ents relating to the ability to carry out aparticular process or task, e.g. at the end of the course the trainee w ill
be able to ; and
O rganisational goals:to fit corporate LTS-M S targets, such as a
reduction in vehicle incidents.
Im plem ent Training
The training given m ust be interesting and stim ulating and the content
should m eet the defined needs.
Evaluate Training
The effectiveness of the training should be m easured against the objec-
tives set.
A practical dem onstration of know ledge and ability is an effective w ay to
assure that the training objectives have been achieved.
Driver-Induction Training
A high percentage of vehicle incidents involve drivers in their first tw elve
m onths w ith a com pany. H ence, follow ing selection, the im portance of
induction training, supervision by senior drivers, and continuous assess-
m ent needs to be stressed.
N ew ly appointed drivers should attend a driving induction course before
being allow ed to drive on com pany business. The course should be spe-
cific to the job requirem ent and should include the follow ing topics: m ain features of the LTS-M S, highlighting key policies, rules and
procedures;
local culture and attitude to driving;
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vehicle and driver docum entation requirem ents;
local traffic regulations, traffic signs and m arkings;
local incident black spots;
the risks of driving and the com m on causes of incidents;
transport incident prevention m easures:
journey m anagem ent (including m axim um driving and duty hours,
form al rest periods);
defensive driving techniques;
the effects of m edication and substance abuse;
vehicle design, specification and condition; and
the benefits of vehicle safety features (including use of seat belts);
responsibility for care, cleanliness, inspection and m aintenance of
vehicles and associated equipm ent;
product or cargo know ledge (as appropriate);
w hen and w here to use Personal Protective Equipm ent;
em ergency procedures including product or cargo characteristics; and
essential elem ents of incident reporting.
A t the end of induction training each driver should be given w ritten refer-
ence m aterial, w hich should preferably be in the form of a D rivers
H andbook, containing inform ation and instructions w hich w ill help him to
undertake his d uties safely and efficiently (see A ppendix 6 , D rivers
H andbook).
Further Driver Training
A s so on as p racticable, and preferably w ithin three m on ths of being
appointed as a driver w orking on com pany business, a further com prehen-
sive driver training course should be attended.
Refresher TrainingFollow ing the initial induction and training course, refresher training should
be provided at regular intervals, the actual frequency depending on the cir-
cum stances prevailing w ithin each com pany. This can take various form s
and could be m odularised, but should cover the key training issues facing
the com pany in the context of the local driving standards and conditions.
O ne of the m ain challenges w ill be to retain the interest of the driver, so
sim ple repeats of the first course should be avoided. A w orkshop style for-
m at is an alternative approach, w here drivers can becom e directly involved
in the safety im provem ent process.
Use of Senior Drivers for Training and Coaching
The use of senior drivers can be an effective m ethod to assist in induc-
tion training of new drivers. Such positions can be used as career devel-
opm ent opportunities for experienced drivers. Senior drivers need to
de m on strate abo ve average d riving skills and b e capable o f w orking
effectively in a coaching and m onitoring role. A s w ell as evaluating new
recruits and carrying out periodic review s of existing fleet drivers and
their vehicles, they have a key role to play in the quality controlaspects
of all driving activities.
Company Licence
A uthorisation to drive on com pany business m ay be given in w riting in the
form of a com pany licenceand should be subject to having com pleted
the required training and/or com petence assessm ent to an acceptable
standard. The driving perm it should include: drivers nam e;
drivers photograph;
em ployee identification code/num ber;
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17
APPEN D IX 3
com pany nam e;
date of expiry of perm it (usually tw o to three years linked to refresher
training and satisfactory m edical);
type of vehicle that the driver is eligible to drive;
signature of driver; and
signature and date of issuing authority.
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A PPEN D IX 4
HSE Committee/Land Transport Safety Committee
A n H SE C om m ittee under the chairm anship of a senior m anager can be a
useful channel for com m unication. C om panies operating a fleet of vehi-
cles, particularly in challenging environm ents, m ay form a Land Transport
Safety Com m ittee. The chairm an should be a m em ber of the related H SE
C om m ittee and have line responsibility for land transport operations. The
H SE/LTS C om m ittee should m eet on a regular basis to review :
all elem ents of the LTS-M S;
the im plem entation of the LTS-M S plan;
land transport statistical perform ance data;
incident reports;
safety suggestions from the w ork force;
safety prom otion;
issues relating to industry com m ittees and governm ent bodies;
new legislation; contractor audit program m e and reports/vehicle inspections and
follow -up as necessary; and
relevant m inutes and action item s arising out of other m eetings.
Safety Promotion
The effective prom otion of safety in the com pany is essential if positive
attitudes are to be fostered. Prom otional cam paigns and m aterials m ay
include som e of the follow ing:
safety posters displayed in driversm ess room s (posters need to be
changed regularly if they are to have an im pact);
safety quiz com petitions;
safety notice boards show ing num ber of kilom etres driven w ithoutincident;
w arning notices of road w orks and incident black spots; and
safety them e of the w eek/m onth.
Driver Meetings
R egular m eetings for drivers should be held to discuss vehicle safety
issues w hich m ay cover:
m atters arising from other m eetings/com m ittees;
specific safety concerns of m anagem ent/aw areness program m es;
driver safety concerns/initiatives;
current safety perform ance;
tachograph infringem ents;
unsafe situations at w ork sites;
specific hazardous situations on traffic black spots;
safety issues associated w ith the vehicles;
safety prom otional activities;
results of any vehicle incident analysis reports; and
new legislation.
The results of drivers m eetings should be docum ented. C opies should
also be sent to Safety C om m ittees as appropriate.
Tool Box Meetings
Safety tool boxm eetings, lasting betw een 5 and 10 m inutes, offer a very
effective m ode of com m un ication betw een supe rvisors and drivers.Ideally they should be held daily and cover a specific safety point, linked
w here appropriate to conditions prevailing on the day (e.g. poor visibility).
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LAND TRAN SPO RT SAFETY GU ID ELINES
C om m unication and M otivation M ethods to
Im prove Land Transport Safety
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19
APPEN D IX 4
Tool box m eetings can be supported by a w eekly one page safety flash
covering a particular point of concern.
Supervision
B ecause of the nature of driving activities, drivers m ay have little regular
contact w ith supervisors w hich can lead to difficulties in m aintaining effec-
tive m otivation. Supervisors and m anagers should show a genuine interest
in the w elfare of drivers, the tasks they perform and their achievem ents.
This interest and recognition of skills, know ledge and good perform ance
w ill assist in developing a sense of self-esteem and p ride in the job.
W henever possible drivers should be consulted on m atters affecting their
job and w orking environm ent.
D rivers m ust be aw are that good safety perform ance is one of the princi-
pal objectives of supervisors and m anagem ent. The rationale of policies
and procedures and the consequences of not follow ing them should be
clearly com m unicated.
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A PPEN D IX 5
Evaluating the Risks
The follow ing hazards should be considered in the risk evaluation. A haz-
ard register should be com piled.
The D river
Incident investigations indicate that hum an behaviour is a prim ary cause in
the m ajority of vehicle incidents. A num ber of driver-related hazards exist.
The driver could be:
untrained for type of vehicle he is required to drive;
unaw are of the risks;
w ithout defensive driving skills;
not m edically fit (ref.H ealth A ssessm ent of Fitness to W ork in the
E& P Industry,E& P Forum R eport N o 6.46/228);
under the influence of m edication or substance abuse;
suffering from stress; lacking in attention;
fatigued;
lacking judgem ent or experience;
not using safety or protective devices (seat belts etc.);
lacking in know ledge of cargo or product;
asleep at the w heel; or
blinded by glare, obstructions, dirty w indscreen.
The Vehicle
H azards associated w ith vehicles include:
inadequate selection criteria;
poor design/inadequate specification/unfit for purpose; lack of specific safety features (e.g. side and rear guard protection);
inadequate m aintenance.(e.g. defective or w orn tyres);
inadequate procedures for dealing w ith defects;
overloading or inappropriate w eight distribution; and
poor housekeeping.
External Environm ent
Incident investigations indicate that external factors are a significant cause
of fatal incidents. The specific hazards of regular routes or particular activi-
ties w ill be know n to the drivers and they should be directly involved in the
risk m anagem ent process. In som e cases it m ay prove necessary to elim i-
nate the use of certain high risk routes.
External hazards m ay include:
rapidly expanding vehicle ow nership and untrained drivers;
drivers of third party vehicles;
cultural norm s and lack of safety aw areness e.g. unaw are
pedestrians/cyclists;
inadequate vehicle safety legislation and inadequate law enforcem ent;
sabotage or hijack of vehicles and cargoes;
poor design and m aintenance of roads;
hazardous driving features such as steep hills, narrow bridges, hair-pin
bends, com plex road junctions, steep drops and ditches, floods,
landslides, rock falls and dangerous objects adjacent to the road,
tem porary obstructions such as parked vehicles and road w orks;
off-road operations; lack of effective traffic control m easures;
little or no segregation of vehicles from pedestrians/livestock/w ild
anim als;
R isk Evaluation and M anagem ent of
Land Transport
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nature of terrain (e.g. m ountains, deserts, sw am ps);
heat, hum idity and glare;
dust, rain, snow , ice, fog;
hours of daylight;
insects, w ild anim als;
pollen; and
w ork dem ands (speed, short cuts, overload).
Risk Assessment
The level of risk associated w ith each of the identified hazards can be
assessed after the probability of occurrence is determ ined and the possi-
ble consequences are defined.
Risk Management
A variety of risk reduction m easures m ay be em ployed, appropriate to the
nature, probability and severity of the LTS-M S. Prevention m easures are
designed to prevent the realization of hazards. Such m easures include:
reducing the exposure of drivers and passengers to unnecessaryjourneys;
reducing fuel consum ption and thereby reducing em issions to the
environm ent;
lim iting system s; and
vehicle data recorders.
These m ay also include organisational and system m easures, such as:
intrinsically safer designs;
quality assurance, m aintenance and inspection procedures;
scheduling plans that take account of hum an factors;
clear and w ell-com m unicated w ork instructions, e.g. D rivers
H andbook; use of M aterial Safety D ata Sheets (M SD S) w hen transporting
hazardous cargoes; and
substance abuse program m es.
M easures are also required to m itigate or lessen the adverse effects, in
the event that an inciden t prevention m easure fails. Such m easures
include, am ongst others:
air bags;
safety belts;
head restraints; and
roll bars.
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APPEN D IX 5
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A PPEN D IX 6
M any com panies w ill already have driver handbooks in place. H ow ever,
w here these are not available the follow ing fram ew ork m ay be consid-
ered. The handbook should be kept in the vehicle cab. D river handbooks
should be regularly review ed.
1. Foreword
2. Company Land Transport Safety Policy
3. Emergency Telephone Numbers
4. The Professional Driver
risks of driving
com m on causes of incidents
vehicle incident prevention m easures defensive driving and drivers responsibilities
com pany safety rules
product/cargo inform ation
5. Legal Responsibilities (as applicable)
driving hours and rest periods
w hat to do w hen an incident occurs
w eight lim its
authorised routes and parking areas
6. Vehicle Cleanliness
w ashing vehicles and cab cleanliness and housekeeping safe use of cleaning m aterials
7. Loading and unloading
instructions on correct loading and unloading
em ergency uplift and cargo handling equipm ent
specialist cargo handling
passenger care
8. Technical
vehicle operation
vehicle safety features
inspection
9. Emergency Response
incident procedures
cargo shedding and spill containm ent
breakdow n procedures
first aid
fire fighting
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D rivers H andbook
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A PPEN D IX 7
This appendix provides guidance to m anagers and supervisors to assist
them in the m anagem ent of vehicle operations. The m anagem ent of vehi-
cle operations should take into account the follow ing.
Vehicle operations should take account of the journey m anagem ent
plan.
Freight should only be carried on vehicles that are properly designed
for the purpose.
Vehicles should not be overloaded.
A ttention should be given to positioning of heavy or dense loads so as
not to overload or dam age any part of the vehicle or to affect its
stability.
Freight should be securely fixed before m ovem ent and proper use
m ade of pallets and dunnage. A ll freight vehicles should be equipped
w ith securing equipm ent (including lashings, chains, binders, nets as
necessary) and there should be clear instructions as to its proper use. The vehicle should have adequate locking and security, particularly for
the transportation of hazardous m aterials (a safe/secure parking area
should be provided for overnight stops).
D rivers should be briefed on the special provisions applicable to the
load and their understanding of those provisions checked before
m ovem ent. W hen transporting chem icals or m aterials of a hazardous
nature the driver m ust be com petent to handle any incident that m ay
occur. The relevant M aterials S afety D ata S heets m ust also be carried
on the vehicle.
Potentially reactive chem icals or m aterials should be segregated so
that they cannot be brought into contact w ith each other.
The com pany should com ply w ith governm ent or other localregulations and restrictions including such aspects as route
restrictions, requirem ents for police escort, action in event of
obstructions, etc. This m ay be equally applicable to w ide/high loads.
W here journeys b y road are part of an international journey w hich
m ay include other transport m odes (rail, sea, air) the requirem ents
for freight classification packaging and labelling m ay need to com ply
w ith the requirem ents of internationally-based recom m endations/
regulations.
A udio-visual w arning devices for reversing w ill help avoid third party
crushincidents.
C arriage of passengers and freight in sam e vehicle.
Carriage of Passengers and Freight in Care Vehicles
Passengers and freight should be carried in separate com partm ents; there
should be a m eans of securing freight to the vehicle, i.e. securely attach-
ing boxes to the vehicle. C onversion of a vehicle designed to carry freight
to passenger carrying should include safe m eans of boarding and should
com ply w ith local regulations. A ll fuel containers should be correctly and
clearly labelled, and should not be carried inside passenger com partm ents.
Housekeeping
Vehicle cleanliness both in the cab and outside are an im portant part of vehi-
cle safety. Procedures regarding the cleaning of vehicles externally and
internally should be docum ented and form part of the drivers handbook.
23
APPEN D IX 7
Vehicle O perations
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Passenger Compartments
A ll seating should be securely fixed; passengers should be seated w hilst
travelling. The m axim um passenger load should be indicated on the vehi-
cle. There should be m eans for the driver to observe passengers carried in
the rear of the vehicle. O n trucks, buggies and sem i-trailers converted to
passenger carrying service, fixed sides should be fitted to the passenger
space at least to the height of seated passengers. For off road, rough road
and all uses w ith significant risk of roll over, all occupants should have roll
bar protection. The occupants of light com m ercial vehicles should be pro-
tected by a steel body shell if roll bar protection is not provided. Sidew ays
facing seats should be avoided w here possible.
Seat Belts
The use of seat belts by all occupants of cars, vans and goods vehicles
should be m andatory. B elts should be of the lap/sash configuration incor-
porating autom atic retraction and deceleration activated em ergency lock-
ing m echanism soften referred to as inertia reels. W here there are
m ore than tw o seats in a row , lap belts are acceptable for centre seat pas-sengers. For vehicles used in off road operations, consideration m ay need
to be given to the use of four point harnesses. W here a vehicle has rear
seats, except for buses, these seats should be fitted w ith seat belts. O n
buses, seat belts should be w orn by the driver and front seat passengers
and, as a m inim um , by all passengers seated in front of an open space,
e.g. on a rear seat facing the aisle or on a seat adjacent to the doorw ay.
Speed Limits
Speed lim its set for prem ises and road system s should be seen to be
enforced by line m anagem ent. Speed lim its w here defined shall be prom i-
nently displayed in all vehicles. Speed lim iting rules for vehicles on public
roads should be set w ith caution. Enforcing com pliance w ith a lim it w hichis significantly low er than the lim it set by traffic authorities or low er than
local norm s m ay increase vehicle hazards due to overtaking.
Tyre Pressures and Condition
Tyres are an im portant safety feature requiring careful selection, and oper-
ators should be guided by m anufacturersrecom m endations. The condi-
tion of tyres has a significant effect on vehicle steering, road holding, fuel
consum ption and braking perform ance. Tyres need to be m aintained at the
correct operating pressure. The tyre pressures recom m ended should be
displayed on vehicles and drivers should be given the m eans to check
them . D rivers should be responsible for checking tyre condition on a regu-
lar basis, and reporting any deficiencies.
Electronic Tachographs (Vehicle Data Recorders)
Electronic tachographs/vehicle data recorders are an effective w ay of m on-
itoring: driving hours; duty hours; rest periods; acceleration and braking
rates; speeds and unscheduled stops.
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A PPEN D IX 8
Care
Supervisors and drivers should ensure that all vehicles are roadw orthy and
correctly fitted w ith the appropriate safety equipm ent before a journey
com m ences. C are of the vehicle should be the responsibility of the driver.
B oth driver and supervisor have the follow ing responsibilities in respect of
vehicle care:
daily and w eekly inspections of the vehicle on the basis of checklists
(tyres, fluids, brakes, steering, batteries, lights etc.);
ensuring defects that have an im m ediate effect on safety are reported
and that they have been repaired before the vehicle is put back into
operation;
ensuring that non-critical defects are attended to in a tim ely m anner;
and
ensuring that servicing and m aintenance are carried out as scheduled.
D rivers should be seen as professionals and be expected to take full
responsibility for safety and the safety status of the vehicle. This responsi-
bility can be enhanced by linking drivers to specific vehicles.
Maintenance
In order to ensure that proper levels of safety are m aintained, all vehicles
should be subject to a regular road w orthiness inspection, the frequency
of w hich should be determ ined on the basis of local regulations, m anufac-
turers recom m endations, vehicle age, distances travelled and operating
conditions.
M anagem ent should therefore ensure road w orthiness of all vehicles byim plem entation of an effective m aintenance program m e w hich shou ld
include:
setting of appropriate m aintenance standards;
establishm ent of schedules for inspection and testing;
ensuring check-lists cover all safety related item s;
availability of appropriately qualified and equipped staff w ith efficient
w orking facilities to adequately inspect and m aintain vehicles;
an adequate supply of spare parts;
an effective system for drivers to report defects;
a procedure for vehicles to be taken out of service until critical defects
are rectified;
ready access for drivers to m aintenance, inspection and current defect
status reports; and
special detailed inspection and repair procedures for vehicles involved
in incidents.
25
APPEN D IX 8
C are and M aintenance of Vehicles
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A PPEN D IX 9
J ourney Management Objectives
to assure the health and safety of all travellers and reduce risk
exposure;
to challenge the need for unnecessary journeys and to undertake only
the m inim um num ber of journeys necessary;
to m axim ise the efficiency of each journey;
to avoid or m inim ise the effect of all identified hazards likely to be
encountered;
to be able to recover in a tim ely m anner from any incident;
to m onitor journey perform ance; and
to ensure that drivers are fully aw are of journey plans and any hazards.
J ourney Planning
O nce the need for a journey has been established then aspects of journey
m anagem ent should be introduced w hich w ill assist in reducing the risk ofan incident. System s need to be in place for:
selecting appropriate vehicle for the taskm axim ise payload carried to
m inim ise num ber of journeys;
establishing and controlling m axim um speeds;
controlling duty hours and rest periods;
establishing standard journey tim es;
im plem enting optim um tim e for travel and driver shift patterns;
route identification and planning, avoiding high risk areas w here
possible (poor road surface, delay situations, urban congestion);
setting designated routes for certain categories of vehicles (height,
w idth, length, w eight, cargo);
provision of auxiliary equipm ent, e.g. tow chains, shovels, ice chains,survival kits, extra w heels, extra fuel, vehicle parts (lam ps, fuses, filters,
fan belts, radios, em ergency flares, em ergency locator beacons);
checking survival kit contents, e.g. to verify that they are the correct
type for the season and sufficient for the num ber of travellers;
checking that sufficient fuel is provided for the journey, allow ing for
detours or long stretches of slow speeds and that fuel is available en
route;
checking that correct m aps and, w here appropriate, com passes or
G lobal Satellite Positioning System (G PS) units are carried;
the provision of com m unication system s in the vehicle (e.g. m obile
phones or radios etc.);
establishing agreed stopover points en routeand reporting status back
to base at regular intervals;
authorising and recording deviations from the planned route;
designating contact points for advising base, both en routeand at end
of journey;
recording the journey details, tim es, locations to be visited and num ber
of people travelling;
the driver to m aintain a log of the journey details;
em ergency response and provision of resources for search and rescue;
recording of travellers w ith special skills e.g. first aid, survival training,
recovery training;
aw areness of special health hazards associated w ith the region w here
vehicles w ill transit;
avoiding roadw orks; and im plem enting changes due to w eather conditions.
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A PPEN D IX 10
Th e roles and responsibilities of em ployees dealing w ith em ergencies
should be docum ented. To assess the effectiveness of response plans,
procedures should be established to test em ergency plans by scenario
drills and other suitable m eans, at appropriate intervals, and to revise them
as necessary in the light of the experience gained. Procedures should also
be in place for the periodic assessm ent of em ergency equipm ent needs
and the m aintenance of such equipm ent in a ready state.
Em ergency plans should be based on risk assessm ents and could include:
driver lost in hostile environm ent;
vehicle stolen or sabotaged;
vehicle off the road;
overturned vehicle;
vehicle fire/explosion in various situations (urban, isolated);
single/m ulti fatality collisions; loss of cargo/load;
leaking hazardous cargo;
cargo or product fire;
tyre fire;
hazardous chem ical incident;
pollution (w ater, land, air); and
trailer incidents (detachm ent, cargo loss).
R esponses should be docum ented for each event w here a significant risk
has been assessed.
R oles and responsibilities of the com pany, contractors, vehicle recoveryspecialists, authorities and em ergency services w ill vary from country to
country. In all cases, how ever, effective w orking relationships and chan-
nels of com m unication need to be developed.
Every vehicle should carry instructions for em ergency services or other
third parties to alert the vehicle ow ners in an em ergency, w hich can be
used 24 hours each day. Effective com m unication is vital in dealing w ith
an off-site em ergency such as a traffic incident. C onsideration should be
given to fitting m obile radios or telephones, and w here vehicles are oper-
ating in rem ote areas, consideration should be given to fitting G PS (G lobal
satellite positioning system s).
In som e operations it is im practical to have a single telephone point of call
and in such cases it is im portant that m ultiple contact num bers are clearly
differen tiated from one ano ther, e.g. by providing a m ap show ing the
areas in w hich the num ber applies.
Procedures dealing w ith m edical em ergencies should be developed.
Incidents involving injury to people usually occur aw ay from the depot or
operating location. The provision of m edical response should be identified.
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APP EN D IX 10
Em ergency R esponse Plans and Procedures
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A PPEN D IX 11
Post-incident procedures fall into four phases:
initial incident report;
m aking the scene safe;
treatm ent of injured; and
vehicle recovery.
Initial incident report
The initial incident report should contain the follow ing inform ation:
location, cause, tim e, urgency, anyone injured;
details of vehicle, dam age and its situation;
description of terrain, how far from road and route in;
w eather conditions;
how m any people available to assist;
w hether radio contact possible w ith location; and
any additional support required for personnel at the scene.
Making the scene safe
The follow ing issues need to be considered:
additional hazards, e.g. traffic, terrain, w eather, tim e of day;
hazard w arning signs, traffic control (positioning of other vehicles);
initial radio alert, location/tim e and prelim inary assessm ent;
use of bystanders or uninjured;
m aintenance of access for em ergency services (crow d control);
fire fighting, e.g. correct extinguisher application to vehicle fire and
running fires;
fire prevention, e.g. isolate ignition/m aster sw itches, batteries, fuel spills;
dangerous cargo, e.g. fuel, chem icals, explosives; unstable vehiclesif a hazard, m ake safe using m aterial to hand;
location and condition of injured;
control and use of bystanders; and
second radio alertdetails of injured and support needed.
Treatment of Injured
The follow ing issues should be considered:
safety of self and injuredrem ove danger;
leave injured in place unless under threat;
identify injured w ith life threatening conditions and treat (airw ays, heart
stoppage, m ajor bleeding);
stabilise vehicle to prevent further injury from vehicle m ovem ent;
if access to injured is difficult, m ove vehicle carefully, otherw ise gain
access through w indscreen or w indow s;
be prepared for spinal injuries and, w here required, fit cervical collars;
never leave the unconscious unattended;
leave the m inor injured or secondary m inor injuries to lastreassure;
record vital signs; and
ensure that everyone is accounted for.
Suitable personnel should be trained in advanced procedures for the m ain-
tenance of life, how to take charge in a m edical em ergency, and record
vital signs and patient history until superior m edical support arrives.
Vehicle RecoveryVehicle recovery is hazardous and should only be undertaken by a trained
specialist using equipm ent dedicated for recovery purposes.
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Post-Incident Procedures
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Recovery Scene Assessment
Tim e spent on assessm ent is never w asted and the recovery team should con-
sider:
w hether the route in is suitable as the w ay out;
soil type, e.g. w hether hard, soft, w et, m uddy etc.;
condition of incident vehicle, e.g. w hether on w heels/tracks, rolled over;
dam age to incident vehicle, e.g. brakes locked or free, gear seized;
position of incident vehicle in relation to terrain;
danger from incident vehicle, e.g. hydraulic/air pressure;
danger from cargo or spillages;
obstacles, natural or otherw ise; and
natural features of vehicles to be used to advantage.
The Recovery Plan
W hen planning recovery operations, consideration should be given to:
the pull to overcom e, m ass, incline, soil resistance and dam age, and
application of safety factor;
ensure that the equipm ent applying the pull is adequate and m eetssafety requirem ents;
the route out: this m ay not be straight and m ore than one recovery rig
m ay be required; an assessm ent of w here to anchor the recovery rig
should also be m ade; and
the type of recovery rig available, its advantages and disadvantages.
The Recovery Operation
A safe and effective recovery w ill involve the follow ing procedures:
attachm ent of recovery rig to the incident vehicles strong points;
laying out the rig, using m echanical advantage;
testing each elem ent for security;
prestressing of rig for safety check; clearing area of unnecessary personnel;
confirm ing w ith recovery crew that the com m and signals are understood;
com m encem ent of recovery, m onitoring for safety;
w hen incident vehicle is on firm ground m ake securerecover and
stow equipm ent;
check incident vehicle for dam age, and prepare for tow ing; and
leave incident area safe and clear of debris.
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APP EN D IX 11
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