A PROACTIVE model provides a basis for implementing a fleet risk management process. Applying the ideas in the Haddon Matrix fits the PROACTIVE model. This involves:
Many organisations that have a fleet safety policy rarely do anything to implement it. Only the best organisations live it, breathe it, make it happen and understand the wider trade-offs and relationships with quality, business effectiveness, customer service, environmental sustainability, company image and public relations.
Occupational health and safety structures and approaches provide an excellent framework for improving fleet safety, and will become more important as vehicles increasingly become recognised as workplaces - both in law and in practice. Assessment and auditing should come before any training - to identify needs. Managers, supervisors and work schedulers should be included in training, before drivers.
Detailed claims analysis and investigation allows a better understanding of the extent, costs and treatment of the problem. All fleets are managing their insurance more effectively. Trade-off analysis, implementation and change management skills are all key requirements in improving fleet safety. Evaluation is a vital element in fleet safety - because it lets you see that you are doing the right things - or not. It also helps to justify the cost of change and identify areas for future action to manage occupational road risk.
Whatever the motivation for focusing on improving work-related road safety, the next step is to gain a detailed understanding of the current situation or 'where are we now?' The Haddon Matrix[2] (Figure 6) is a very useful self audit tool. It is used simply by asking the question 'do we have the following in place?' for each of the statements in the matrix. Analysis of the available data (typically insurance claims) allows the extent and full costs of the problem to be understood. Employee surveys and focus groups allow a consultation, involvement and pledging process to be developed.
[2] William Haddon was an American epidemiologist specializing in road traffic injuries. His original focus on the road, vehicle and driver has been extended here to include journey planning, management culture and societal issues.
| Management culture | Journey | Road/site environment | Drivers and managers | Vehicle | Society/community | |
|---|---|---|---|---|---|---|
| Pre-crash | Mission statement Policy and procedures Organisational climate tools Management structure Board level champion Quality-led safety committee Safety pledge |
Travel surveys Purpose Need to travel Modal choice Journey planning and route selection Shifts/working time |
Risk assessments Guidelines Site layouts Road improvement |
Selection Recruitment Induction Training handbook Risk assessmentvIncentives Driving pledge Monitoring Corrective action |
Selection Maintenance Checking Intelligent Transport Systems (ITS) to monitor |
Marketing program Community involvement Safety groups Road Safety Week Conference circuit Media and public relations Safety awards External benchmarking Regulator briefings and involvement |
| At scene | Emergency support to driver | - | Manage scene | Use known process to manage scene | Crashworthy ITS to capture data | Escalation process |
| Post-crash | Report, record, investigate and evaluate Change management |
Debrief and review | Investigate and improve | Debrief driver. Counselling & support Reassess/ remedial training |
Investigate ITS data Vehicle inspection & repair |
Manage reputation and community learning process |
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This report is Intellectual property of Dr Will Murray All rights reserved 2006