Land Transport Safety Guidelines

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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.

2


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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 .

4


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;

6


Leadership and Com m itm ent

Policy and S trategic O bjectives


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7

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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Evaluation and R isk M anagem ent

ofLand Transport


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9

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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10


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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11

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?

12



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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


16/32

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.

14



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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;

D river Training


18/32

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;

16



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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).

18


C om m unication and M otivation M ethods to

Im prove Land Transport Safety


21/32

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.


22/32

20


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


23/32

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.

21

APPEN D IX 5


24/32

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

22


D rivers H andbook


25/32

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


26/32

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.

24



27/32

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


28/32

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.

26


Journey M anagem ent Planning


29/32

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.

27

APP EN D IX 10

Em ergency R esponse Plans and Procedures


30/32

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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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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Land Transport Safety Guidelines

Documents

Transcript of Land Transport Safety Guidelines