S3

THE E&P FORUM

LAND TRANSPORT SAFETY GUIDELINES

Report No 6.50/238September 1996

Authors

The E&P Forum

Disclaimer

Acknowledgments

E&P ForumLand Transport Safety GuidelinesReport No. 6.50/238September 1996

E&P Forum, 25–28 Old Burlington Street, London W1X 1LBTelephone: 44-(0)171-437 6291 Fax: 44-(0)171-434 3721

This report has been prepared for the E&P Forum by their Safety, Health andPersonnel Competence Committee through their Road Safety Task Force.

Mr S. Barber AIOC, Azerbaijan, ChairmanMr M. Carouso Western GeophysicalMr N. Cave Geophysical Safety ResourcesMr M. Covil IAGCMr R. Finch ShellMr J. Godsman Dowell SchlumbergerMr M. Grépinet TotalMr J. Hahusseau Sedco ForexMr D. Krahn IADCMr E. Lebesque Geo-TrainMr T. Lièvre ForasolMr G. Spring Exploration LogisticsMr R. C Thonger Geophysical Safety ResourcesMrs I. Thomas E&P Forum

The Oil Industry International Exploration & Production Forum is an inter-national association of oil companies and petroleum industry organisa-tions formed in 1974. It was established to represent its members’ inter-ests at the International Maritime Organisation and other specialist agen-cies of the United Nations, and to governmental and other internationalbodies concerned with regulating the exploration and production of oiland gas. While maintaining this activity, the Forum now concerns itselfwith all aspects of exploration and production operations, with particularemphasis on safety of personnel and protection of the environment, andseeks to establish industry positions with regard to such matters.

At present the Forum has 60 members worldwide, the majority being oiland gas companies operating in 60 different countries, but with a numberof national oil industry associations/institutes.

Whilst every effort has been made to ensure the accuracy of the infor-mation contained in this publication, neither E&P Forum nor any of itsmembers will assume liability for any use made thereof.

Design and layout: Words and Publications, Oxford


CONTENTS

INTRODUCTION 2

BENEFITS OF EFFECTIVE LAND TRANSPORT MANAGEMENT SYSTEMS 3

PURPOSE AND SCOPE 4

LAND TRANSPORT MANAGEMENT SYSTEM 6Leadership and Commitment 6

Policy and Strategic Objectives 6Policy Statement 6Strategic Objectives 7

Organisation, Resources and Documentation 7Organisation 7Resources 8Documentation 8

Evaluation and Risk Management of Land Transport 8

Recording of Hazards 9Risk Reduction Measures 9

Planning 9Management of Change 9Contingency and Emergency Planning 9

Implementation and Monitoring 9Active Monitoring 10Reactive Monitoring 10Records 10Corrective Action 10

Audit and Review 10Management Review 10

APPENDICES1. Land Transport Management System Checklist 11

2. Driver Management 13

3. Driver Training 15

4. Communication and Motivation Methods toImprove Land Transport Safety 18

5. Risk Evaluation and Management of Land Transport 20

6. Driver’s Handbook 22

7. Vehicle Operations 23

8. Care and Maintenance of Vehicles 25

9. Journey Management Planning 26

10. Emergency Response Plans and Procedures 27

11. Post-Incident Procedures 28


INTRODUCTION

The number of serious incidents and fatalities involving motor vehiclesemployed in land transport remains stubbornly high, against a generalbackground of falling lost time injuries. These guidelines are intended toprovide the E&P industry with clear guidance and a shared aim of minimis-ing vehicle incidents and their associated costs.

Logistics and land transport are multifunctional activities involving person-nel throughout the E&P industry. All those involved in land transport sharea joint commitment to managing land transport risks in their operation andto preventing incidents and fatalities, as stated in their HSE policies.Companies should have in place a management system for land transportoperations based on a full and careful appraisal of the risks, followed by aclear management strategy to minimise and control those risks to a levelas low as reasonably practicable. Land transport safety management is achallenge for which there are no easy solutions but which needs to beactively managed in the same way as other business activities. It requirescommitment from the top, and the attention of competent line managersto achieve improved performance.

An assessment should be performed of transportation and logisticsissues and the associated risks. Where land transport is provided by acontractor then the assessment should be conducted before the start ofoperations and ideally as part of the pre-contract negotiations. Theassessment should ensure that the responsibilities of the operator, con-tractor and sub-contractor involved in the operation are clearly definedand that the management systems of all companies involved in an opera-tion are integrated to minimise the land transportation risks. The aimshould be to ensure that all vehicle movements are managed throughvehicle selection, provision of vehicles and transport services, equipmentoutfit and vehicle allocation, and controlled by clearly identified personnelwith defined responsibilities working to agreed standards.

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BENEFITS OF EFFECTIVE LAND TRANSPORT MANAGEMENT SYSTEMS

An effective land transport management system should yield benefitswhich go well beyond the humane considerations and reduction in thedirect costs that are usually incurred when a land transport related incidentoccurs.

These benefits include, but are not limited to:● reduction in loss of life and human suffering;● improvement in health and reduction in related illness;● reduction in the risks associated with transport operations;● reduction in the costs related to incidents;● control and minimisation of damage when an incident occurs;● clear responsibility for transportation and logistics issues;● compliance with legal requirements for the operations;● clear, concise and consistent vehicle operating standards;● appropriate maintenance schedules and standards;● lower maintenance costs with fewer breakdowns;● improved operational procedures, and more efficient transport use;● employee motivation through training and recognition of their skills;● reduction in air pollution through better selection and maintenance

of vehicles; and● enhancement of company’s image within the local communities and

authorities.

With an effective system in place all the above-mentioned points can bepositively addressed.

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BENEFITS OF EFFECTIVE LAND TRANSPORT MANAGEMENT SYSTEMS

PURPOSE AND SCOPE

The objective of this document is to provide guidance on how to imple-ment a Land Transport Safety Management System (LTS-MS) for vehicleoperations which is consistent with the E&P Forum Guidelines for theDevelopment and Application of Health, Safety and EnvironmentalManagement Systems (E&P Forum Report No.6.36/210). Key elementsof the HSE-MS are shown in the table below.

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The LTS-MS should include:● all company and third parties vehicles brought onto company

premises or used for company business activities;● travel on tarmac roads, graded roads and on other surfaces

encountered off road; and● transporting personnel or freight, or mobile plant (drilling trucks,

vibrator trucks etc).

Key Elements Addressing

Top down commitment and company culture,essential to the success of the system

Corporate intentions, principles of action andaspirations with respect to HSE

Organisation of people, resources anddocumentation for sound HSE performance

Identification and evaluation of HSE risks foractivities, products and services, anddevelopment of risk reduction measures

Planning the conduct of work activities, includingplanning for changes and emergency response

Performance and monitoring of activities, and howcorrective action is to be taken when necessary

Periodic assessments of system performance,effectiveness and fundamental suitability

Leadership and commitment

Policy and strategic objectives

Organisation, resources and documentation

Evaluation and risk management

Planning

Implementation and monitoring

Auditing and reviewing

These guidelines have been developed to:● reduce the number of incidents and fatalities involving land transport;● be relevant to the transportation activities of the E&P industry

worldwide;● be sufficiently generic to be adaptable to different companies and their

cultures;● recognise, and be applicable to, the role of operators, contractors and

subcontractors;● provide guidance on the development of a shared management

system to control risks; and● help management to develop consistent policies and operational

criteria.

The main text of this document is targeted at senior/middle managers.The appendices give more detailed and specific guidance for land trans-port line managers and operators.

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PURPOSE AND SCOPE

LAND TRANSPORT MANAGEMENT SYSTEM

The following sections of these guidelines will assist the nominatedresponsible managers in developing suitable land transport managementsystems for their operations. The main objective is to ensure that theiractivities are planned, carried out, controlled and directed so that risksfrom transportation are minimised.

Land transport management will respond to the same fundamental princi-ples seen in all other forms of management control.

The LTS-MS should conform to the national or international legal frame-work and take account of corporate transport policies within which compa-nies conduct their business. An example Land Transport ManagementSystem Checklist is given in Appendix 1.

The senior management of the company should demonstrate their com-mitment to managing land transport operations in a safe, healthy and envi-ronmentally responsible manner.

Leadership and commitment is demonstrated when management at all levels:● set a good example in terms of their own attitude and driving

performance;● allocate the necessary resources to land transportation and related

logistic issues;● put land transport safety matters high on the agenda of meetings,

including board meetings;● communicate clearly that land transport safety standards are an

important company requirement;● provide appropriate training and assessment for all drivers involved in

land transport operations;● encourage safety promotions and employees’ suggestions for

measures to improve safety performance, and commend safe practice;● set plans and targets, and measure vehicle safety performance of all

employees; and● insist that transport contractor operations meet required standards.

There should be a clear definition of delegated responsibility to nominated indi-vidual managers down through the management structure of the company.

Policy Statement The senior management should make clear in a policy statement theircommitment and expectations of good HSE management. All vehicle own-ers and operators should formulate local land transportation HSE policiescompatible with the corporate HSE policy to improve the safety of landtransport operations.

To operate in a safe, efficient and effective manner to reduce incidents,eliminate fatalities and to operate in an environmentally sensitive andresponsible way, the policy statement should include some or all of thefollowing features. It should:● be publicly available in appropriate local languages and in a bold, easy

to read format;

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Leadership and Commitment

Policy and Strategic Objectives

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● demonstrate the organisation’s commitment to continuously strive forimprovement in land transport safety performance by mimimising risk;

● give a clear, concise and motivating message that land transport safetyis as important as other business objectives and that transportincidents are avoidable;

● promote openness and the participation of all individuals in improvingsafety performance;

● highlight the importance and relevance of an effective organisation tomanage transport operations and indicate that line managers areresponsible for land transport safety at all organisational levels;

● make a commitment to meet all legislative requirements and applyresponsible standards and procedures where national regulations donot exist;

● challenge the requirement for land transport and consider alternatives,with the aim of minimising exposure to the driving environment; and

● undertake all transport operations with proper regard for theenvironment and to strive to reduce the consumption of fuel,emissions and discharges.

The Land Transport Safety Policy Statement should be:● handed to each employee by their line manager and the implications of

the policy fully explained in practical terms;● displayed on notice boards, transport staff offices, drivers’ meeting

rooms and other prominent locations;● given to contractors as part of any tender documentation;● included in driver’s handbook; and● discussed and explained on training courses.

The LTS-MS policy statement needs to be regularly reviewed by manage-ment with emphasis on its intent, scope and adequacy.

Strategic ObjectivesThe Land Transport HSE policy statement provides the starting point forestablishing strategic land transport objectives.

Such objectives should aim to:● reduce the number of incidents and fatalities;● minimise the number of journeys and personnel exposure;● minimise the total number of kilometres driven;● establish driver selection, testing and training programmes;● establish and support safe land transport working procedures and

practices and to strive for an incident-free activity;● ensure that the company will employ only transport assets, facilities

and equipment which conform to acceptable standards and that theyare maintained in a safe and secure condition; and

● specify the need to develop an emergency response capability incooperation with authorities and emergency services.

OrganisationAn overall management structure for land transportation and its relation tothe implementation of the transport policy within the organisation shouldbe in place and made widely available. It should clearly identify those peo-ple who have an active responsibility for land transport management, andshould state what those responsibilities are. All employees who make useof, or are affected by land transportation (i.e. everybody) should continu-ally be made aware of their individual responsibilities.

Organisation, Resources and Documentation

The structure should describe the relationship between:● different operations;● operating units and supporting services;● operators, contractors and sub-contractors; and● partners in joint ventures.

Land transport safety is a line management responsibility with safetyadvisers/trainers etc. assisting line management in the development,implementation and maintenance of the programme. The following aregeneral but fundamental points concerning LTS-MS organisation.● Management representatives should be assigned responsibility,

authority and accountability for coordinating implementation andmaintenance of the LTS-MS.

● All employees involved in land transport should be made aware of theirindividual LTS-MS role, accountabilities and responsibilities.

● The company should ensure that personnel performing specificassigned LTS-MS activities and tasks are competent.

● The company should ensure and increase competence through theidentification of training needs and the provision of appropriate trainingfor its personnel, both drivers and supervisors.

● The company should ensure that its contractors operate a landtransport management system. Contractors should be visited andsupported at regular intervals during the contract period to assist themwith the integration of their LTS-MS. Joint reviews at regular intervalsshould occur to ensure LTS-MS objectives are achieved.

● The company should maintain procedures to ensure that its employeesand those of its contractors, partners and others involved with landtransport at all levels are aware of the requirements of the LTS-MSprogramme. The focus of communication should be on bridging locallanguage and cultural understanding.

ResourcesManagement should ensure that adequate resources are made available ina timely manner to fulfil the strategic objectives set out in the company’sLand Transport Management plan.

DocumentationDocumentation should be maintained to provide records of the criticalaspects of the land transportation management system. Policies andresponsibilities need to be established for the availability, maintenance andmodification of such documents.

A thorough and comprehensive hazard identification and risk assessmentof land transport operations should be performed at the earliest opportu-nity, and at suitable intervals thereafter, by experienced and suitably quali-fied personnel. Examples of hazards associated with land transport (andmitigation methods which could be adopted) are given in Appendix 5.

This exercise should cover an assessment of all hazards that could occurwithin the land transport of personnel, goods or materials in every aspectof the planned operation.

The company should maintain procedures to identify potential hazards andtheir consequences systematically throughout the total life cycle whereland transport is involved, e.g.:● planning and sourcing of vehicles;● routine and non-routine operations;

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Evaluation and Risk Managementof Land Transport

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● incidents and potential emergency situations;● disposal of vehicles; and● evaluation of local transport regulations.

Recording of HazardsThe hazards information gained from the risk evaluation should be docu-mented and incorporated into the LTS-MS, which should demonstrate that:● all foreseeable hazards associated with land transport have been

identified;● the likelihood and consequences of an incident have been assessed;● controls to mitigate significant risks are in place; and● emergency response measures to mitigate incidents are in place.

Risk Reduction MeasuresThe company should maintain procedures to select, evaluate and imple-ment measures to reduce risks. Emphasis should be placed on preventa-tive measures such as enhancing driver performance, security of vehiclesand cargo, and proactive environment protection wherever practicable.Mitigation measures should include steps to prevent escalation of anyincidents that do occur through effective emergency response.

Effective risk reduction measures and follow-up require visible commit-ment of management and on-site transport supervisors, as well as theunderstanding and ownership of the measures by drivers.

All aspects of land transportation operations, vehicle selection and use shouldbe planned in line with the policy and strategic objectives of the company.

The plan should especially address the introduction of any new or unusualtechniques, types of transport and type of environment as well as trainingrequirements.

A journey management system should be operated to ensure each jour-ney is necessary, properly organised and supported (See Appendix 9,Journey Management Planning).

Management of ChangeAny changes in the personnel, vehicles, processes and procedures of landtransport in the company have the potential for adverse effects on health,safety and the environment. All changes should be considered in this light.Changes which may be critical to the LTS-MS should be reviewed prior toimplementation.

Contingency and Emergency PlanningThe company should maintain procedures to identify foreseeable emer-gencies, and develop response plans for such situations (See Appendix 10,Emergency Response Plans and Procedures).

There should be written procedures for all safety critical land transportactivities. A monitoring system must be in place to ensure that the man-agement system is effective, and that procedures are followed.

The land transport activity should be conducted in accordance with theplans and procedures which have been developed at the transport plan-ning stage and be consistent with the company’s Land Transport SafetyPolicy and related strategic objectives.

Planning

Implementation and Monitoring

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Procedures should be in place for both active and reactive monitoring.

Active MonitoringActive monitoring provides information on the extent to which LTS-MSrequirements are being complied with, and objectives and performancecriteria are being met.

Reactive MonitoringReactive monitoring provides information from the investigation of vehicleincidents (including near misses, ill-health of drivers, vehicle/asset/envir-onmental damage and safety statistics) that have occurred and providesinsight into the means to prevent similar incidents in the future.

RecordsThe company should maintain a system of records in order to demon-strate the extent of compliance with its LTS-MS policy and to documentthe extent to which planned objectives and performance criteria havebeen met, e.g.:● reports of inspections, audits, reviews and follow-up actions;● investigation of incidents and follow-up actions;● maintenance reports;● training records; and● security incidents.

Corrective ActionThe company should define who is responsible for initiating correctiveaction in the event of non-compliance with specific requirements of theLTS-MS. Situations of non-compliance may be identified by the monitoringprogramme, via communications from employees, contractors, customers,regulatory authorities, the general public or from incident investigations.

A system of planned and systematic audits of land transport operationstogether with management reviews of performance should be estab-lished and maintained as a normal part of the land transport operations.

The audit plan should identify specific areas to be audited, the frequencyof those audits and the responsibil it ies for auditing specificactivities/areas. Audit frequency should be determined by the degree ofrisk and the results of previous audits and inspections.

Audit protocols should be established which ensure that adequateresources, personnel requirements and methodologies are in place forthe audit, together with procedures for reporting audit findings and track-ing the implementation status of audit recommendations.

Management ReviewSenior management should carry out a review of the land transport man-agement 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 recommen-dations as well as reports from incident investigations. The review shouldconsider the continuing suitability of land transport policy and proceduresand should consider any changes in recognising hazards and assessingrisks and changes to the system or procedures since the last review.

The management review should be recorded.

Audit and Review

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APPENDIX 1

APPENDIX 1

The purpose of this Appendix is to provide management with a simplechecklist of the key features of a LTS-MS.● Is there a documented LTS-MS in place?● Are strategic objectives clearly defined and published?

Responsibility and AccountabilityAre responsibilities for land transport management defined for:● operating (dedicated) vehicles;● supplying and/or maintaining vehicles;● driver training and qualifications;● monitoring drivers’ safety performance;● monitoring contractor safety performance; and● line supervisors monitoring the driving performance of subordinates?

Methods of Transportation● Has the need to use land transport been carefully considered against

other alternatives?

Vehicle Selection—Fitness for Purpose● Does the vehicle selection process involve end user departments as

well as the supplier department?● Are design and performance features verified against critical

specifications and regulatory requirements?● Are specifications for support vehicles in non-transport contracts

defined and verified by a similar process?

Vehicle Allocation● Is allocation of vehicles based on transport need, minimising

unnecessary exposure to traffic hazards?● Is the use of personally allocated vehicles for social and domestic

purposes addressed in a policy statement?● Are vehicle allocations formally reviewed periodically?

Land Transport Contracts● Does the contractor company have a land transport management

system?● Is pre-contract assessment made of all contractors’ equipment,

personnel and safety management?● Are detailed standards for driver qualifications and experience, driver

training, vehicle operating procedures and maintenance requirementsincluded in tender documentation?

● Are control and review mechanisms included in contracts?● Do vehicle operating procedures define maximum driving hours, rest

stops and work cycles?● Is sub-contracting controlled within the main contract?

Vehicle Support in Contracts● Are vehicles supporting contractor activities required to meet the same

standards as those in main transport contracts?● Is the suitability of vehicles, drivers and management mechanisms

verified during pre-contract and pre-selection?

Driver Authorisation, Testing and Training● Is authorisation to drive on company business given in writing to

employees and visitors?

Land Transport ManagementSystem Checklist

● Are employees required to drive on company business verified asmeeting company standard?

● Is authorisation to drive company vehicles for leisure purposes established?● Is a system in place to verify that operator’s and contractor’s

employees meet agreed standards and/or:• is company verification extended to contractor’s employees;• does the company have a policy on driving training, which defines

for each job the type of training and refresher frequency; and• is the training programme properly resourced (no significant backlog)?

Vehicle Operating StandardsAre clear operating standards available to all drivers, covering:● seat belts;● other protection for driver and passengers, e.g. roll cages;● speed limits; and● tyre pressures and condition?

Do procedures include:● journey management;● defect reporting;● accident reporting; and● maintenance schedules?

Vehicle Maintenance StandardsDo vehicle maintenance standards include:● pre-use inspections;● routine maintenance frequency (time-/kilometre-based);● scope of standard maintenance checks;● criteria for verification of maintenance standards; and● roadworthiness tests following damage repairs?

Monitoring and Review MechanismsAre the following mechanisms for monitoring and review in place:● driver authorisation and training status;● vehicle type and equipment standards;● vehicle allocation;● audit of driver training;● progress against safety plans (e.g. number and type of inspections,

audits and training programmes);● a system to challenge the need for transport and monitor the effects

of change;● reporting of vehicle defects, unsafe loads and dangerous road conditions;● a system for obtaining and acting upon information from weather forecasts;● records of driver attendance levels at safety meetings;● analysis of results, status and follow-up action of audit programmes,

inspections and safety audits;● feed-back from supervisors and drivers;● driver performance assessments of competence (considered most

important);● staff performance appraisal and absenteeism records;● shift cycles, duty hours and rest periods;● vehicle maintenance programmes;● monitoring fuel consumption of vehicles;● incident investigation and review;● reporting of unsafe loads and vehicle defects;● maintaining company HSE statistical data; and● monitoring number of accidents, average costs of accidents and total

cost of accidents?

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APPENDIX 2

APPENDIX 2

Driver management is a key part of the land transport management sys-tem. This appendix provides guidance to managers and supervisors toassist them in the management of all drivers, both professional and non-professional.

Driver Management ProceduresThe company should develop procedures for the effective day-to-day man-agement of drivers. Procedures should be stated clearly, and include:● selection and recruitment;● competence assessment and training requirements;● control of driving and duty hours;● daily care of vehicles and equipment;● application of a substance abuse policy;● disciplinary matters for non-compliance with safety instructions; and● meetings.

Driver SelectionDriver selection procedures should cover:● age and experience;● language (understanding written and verbal instructions);● personality;● health;● driving record and appropriate licences;● driving skills and knowledge of defensive driving;● attitude to substance abuse;● level of general education;● previous training and qualifications;● understanding of the highway code and awareness of key land

transport safety issues; and● cargo and product knowledge.

Age and ExperienceYoung or inexperienced drivers are generally more likely to be involved inserious incidents than older drivers. Companies may have a policy inrespect of driver minimum and maximum age and a specified period ofprevious driving experience of similar types and size of vehicles.

HealthA medical examination by an authorised doctor is recommend as a part ofthe selection process. Further information on this subject can be obtainedfrom external medical guidelines (e.g. E&P Forum Health Assessment ofFitness in the E&P Industry, Report No 6.46/228) or equivalent nationalguidelines.

General EducationDrivers need to be literate and numerate in order to follow written workinstructions, read maps and safety bulletins etc. It is recognised, however,that this requirement cannot always be met. In such circumstances, par-ticular care will be required during the selection process with respect tothe other qualities required and in the subsequent training programmesand modes of communication.

Drivers’ Safety Clothing There is a degree of protection which should be worn by drivers, espe-cially when carrying out loading and off-loading operations. This can be

Driver Management

supplemented by additional protection for abnormal circumstances as andwhen required e.g. when handling hazardous cargo.

Drivers’ HoursAn important factor in vehicle incidents is driver fatigue. Work schedulesshould be arranged so that drivers do not exceed specified daily andweekly periods of duty, which include both driving and other work relatedactivities.

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APPENDIX 3

APPENDIX 3

The extent and nature of training should be sufficient to ensure compli-ance with the company’s LTS-MS policy and objectives. Such trainingshould meet or exceed that required by legislation and regulations.Appropriate records should be maintained. Refresher training should bescheduled as necessary.

Training ProcessAny training undertaken must provide the desired outcomes and enhancethe performance of both the individual and the organisation. Positive atti-tudes required to achieve safe operating standards are a product of a suc-cessful safety management system which includes training as one of itselements.

● Identify training needs In general, training may be required in the following situations:● where a newly recruited driver is involved;● where some aspect of driver’s performance (knowledge, skill or

attitude) does not meet current requirements/standards;● where aspects of the driver’s job is about to change (such as

promotion, new duties, new type of vehicle, procedures orenvironment); and

● where refresher training is deemed necessary.

● Define Training ObjectivesOnce all needs are identified, objectives must be set. These must be clear,achievable and measurable. Objectives may fall into two categories:● Individual goals: statements relating to the ability to carry out a

particular process or task, e.g. ‘at the end of the course the trainee willbe able to …’ ; and

● Organisational goals: to fit corporate LTS-MS targets, such as areduction in vehicle incidents.

● Implement TrainingThe training given must be interesting and stimulating and the contentshould meet the defined needs.

● Evaluate TrainingThe effectiveness of the training should be measured against the objec-tives set.

A practical demonstration of knowledge and ability is an effective way toassure that the training objectives have been achieved.

Driver-Induction TrainingA high percentage of vehicle incidents involve drivers in their first twelvemonths with a company. Hence, following selection, the importance ofinduction training, supervision by senior drivers, and continuous assess-ment needs to be stressed.

Newly appointed drivers should attend a driving induction course beforebeing allowed to drive on company business. The course should be spe-cific to the job requirement and should include the following topics:● main features of the LTS-MS, highlighting key policies, rules and

procedures;● local culture and attitude to driving;

Driver Training

● vehicle and driver documentation requirements;● local traffic regulations, traffic signs and markings;● local incident black spots;● the risks of driving and the common causes of incidents;● transport incident prevention measures:

• journey management (including maximum driving and duty hours,formal rest periods);

• defensive driving techniques;• the effects of medication 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 maintenance ofvehicles and associated equipment;

● product or cargo knowledge (as appropriate);● when and where to use Personal Protective Equipment;● emergency procedures including product or cargo characteristics; and● essential elements of incident reporting.

At the end of induction training each driver should be given written refer-ence material, which should preferably be in the form of a Driver’sHandbook, containing information and instructions which will help him toundertake his duties safely and efficiently (see Appendix 6, Driver’sHandbook).

Further Driver TrainingAs soon as practicable, and preferably within three months of beingappointed as a driver working on company business, a further comprehen-sive driver training course should be attended.

Refresher TrainingFollowing the initial induction and training course, refresher training shouldbe provided at regular intervals, the actual frequency depending on the cir-cumstances prevailing within each company. This can take various formsand could be modularised, but should cover the key training issues facingthe company in the context of the local driving standards and conditions.One of the main challenges will be to retain the interest of the driver, sosimple repeats of the first course should be avoided. A workshop style for-mat is an alternative approach, where drivers can become directly involvedin the safety improvement process.

Use of Senior Drivers for Training and CoachingThe use of senior drivers can be an effective method to assist in induc-tion training of new drivers. Such positions can be used as career devel-opment opportunities for experienced drivers. Senior drivers need todemonstrate above average driving skills and be capable of workingeffectively in a coaching and monitoring role. As well as evaluating newrecruits and carrying out periodic reviews of existing fleet drivers andtheir vehicles, they have a key role to play in the ‘quality control’ aspectsof all driving activities.

Company LicenceAuthorisation to drive on company business may be given in writing in theform of a ‘company licence’ and should be subject to having completedthe required training and/or competence assessment to an acceptablestandard. The driving permit should include:● driver’s name;● driver’s photograph;● employee identification code/number;

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APPENDIX 3

● company name;● date of expiry of permit (usually two to three years linked to refresher

training and satisfactory medical);● type of vehicle that the driver is eligible to drive;● signature of driver; and● signature and date of issuing authority.

APPENDIX 4

HSE Committee/Land Transport Safety CommitteeAn HSE Committee under the chairmanship of a senior manager can be auseful channel for communication. Companies operating a fleet of vehi-cles, particularly in challenging environments, may form a Land TransportSafety Committee. The chairman should be a member of the related HSECommittee and have line responsibility for land transport operations. TheHSE/LTS Committee should meet on a regular basis to review:● all elements of the LTS-MS;● the implementation of the LTS-MS plan;● land transport statistical performance data;● incident reports;● safety suggestions from the work force;● safety promotion;● issues relating to industry committees and government bodies;● new legislation;● contractor audit programme and reports/vehicle inspections and

follow-up as necessary; and● relevant minutes and action items arising out of other meetings.

Safety PromotionThe effective promotion of safety in the company is essential if positiveattitudes are to be fostered. Promotional campaigns and materials mayinclude some of the following:● safety posters displayed in drivers’ mess rooms (posters need to be

changed regularly if they are to have an impact);● safety quiz competitions;● safety notice boards showing number of kilometres driven without

incident;● warning notices of road works and incident black spots; and● safety theme of the week/month.

Driver MeetingsRegular meetings for drivers should be held to discuss vehicle safetyissues which may cover:● matters arising from other meetings/committees;● specific safety concerns of management/awareness programmes;● driver safety concerns/initiatives;● current safety performance;● tachograph infringements;● unsafe situations at work sites;● specific hazardous situations on traffic black spots;● safety issues associated with the vehicles;● safety promotional activities;● results of any vehicle incident analysis reports; and● new legislation.

The results of drivers meetings should be documented. Copies shouldalso be sent to Safety Committees as appropriate.

Tool Box MeetingsSafety ‘tool box’ meetings, lasting between 5 and 10 minutes, offer a veryeffective mode of communication between supervisors and drivers.Ideally they should be held daily and cover a specific safety point, linkedwhere appropriate to conditions prevailing on the day (e.g. poor visibility).

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Communication and Motivation Methods toImprove Land Transport Safety

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APPENDIX 4

Tool box meetings can be supported by a weekly one page ‘safety flash’covering a particular point of concern.

SupervisionBecause of the nature of driving activities, drivers may have little regularcontact with supervisors which can lead to difficulties in maintaining effec-tive motivation. Supervisors and managers should show a genuine interestin the welfare of drivers, the tasks they perform and their achievements.This interest and recognition of skills, knowledge and good performancewill assist in developing a sense of self-esteem and pride in the job.Whenever possible drivers should be consulted on matters affecting theirjob and working environment.

Drivers must be aware that good safety performance is one of the princi-pal objectives of supervisors and management. The rationale of policiesand procedures and the consequences of not following them should beclearly communicated.

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APPENDIX 5

Evaluating the RisksThe following hazards should be considered in the risk evaluation. A haz-ard register should be compiled.

● The DriverIncident investigations indicate that human behaviour is a primary cause inthe majority of vehicle incidents. A number of driver-related hazards exist.The driver could be:● untrained for type of vehicle he is required to drive;● unaware of the risks;● without defensive driving skills;● not medically fit (ref. Health Assessment of Fitness to Work in the

E&P Industry, E&P Forum Report No 6.46/228);● under the influence of medication or substance abuse;● suffering from stress; ● lacking in attention;● fatigued;● lacking judgement or experience;● not using safety or protective devices (seat belts etc.);● lacking in knowledge of cargo or product;● asleep at the wheel; or● blinded by glare, obstructions, dirty windscreen.

● The VehicleHazards associated with 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 maintenance.(e.g. defective or worn tyres);● inadequate procedures for dealing with defects;● overloading or inappropriate weight distribution; and● poor housekeeping.

● External EnvironmentIncident investigations indicate that external factors are a significant causeof fatal incidents. The specific hazards of regular routes or particular activi-ties will be known to the drivers and they should be directly involved in therisk management process. In some cases it may prove necessary to elimi-nate the use of certain high risk routes.External hazards may include:● rapidly expanding vehicle ownership and untrained drivers;● drivers of third party vehicles;● cultural norms and lack of safety awareness e.g. unaware

pedestrians/cyclists;● inadequate vehicle safety legislation and inadequate law enforcement;● sabotage or hijack of vehicles and cargoes; ● poor design and maintenance of roads;● hazardous driving features such as steep hills, narrow bridges, hair-pin

bends, complex road junctions, steep drops and ditches, floods,landslides, rock falls and dangerous objects adjacent to the road,temporary obstructions such as parked vehicles and road works;

● off-road operations;● lack of effective traffic control measures;● little or no segregation of vehicles from pedestrians/livestock/wild

animals;

Risk Evaluation and Management of Land Transport

● nature of terrain (e.g. mountains, deserts, swamps);● heat, humidity and glare;● dust, rain, snow, ice, fog;● hours of daylight;● insects, wild animals; ● pollen; and● work demands (speed, short cuts, overload).

Risk AssessmentThe level of risk associated with each of the identified hazards can beassessed after the probability of occurrence is determined and the possi-ble consequences are defined.

Risk ManagementA variety of risk reduction measures may be employed, appropriate to thenature, probability and severity of the LTS-MS. Prevention measures aredesigned to prevent the realization of hazards. Such measures include:● reducing the exposure of drivers and passengers to unnecessary

journeys;● reducing fuel consumption and thereby reducing emissions to the

environment;● limiting systems; and● vehicle data recorders.

These may also include organisational and system measures, such as:● intrinsically safer designs;● quality assurance, maintenance and inspection procedures;● scheduling plans that take account of human factors;● clear and well-communicated work instructions, e.g. Driver’s

Handbook;● use of Material Safety Data Sheets (MSDS) when transporting

hazardous cargoes; and● substance abuse programmes.

Measures are also required to mitigate or lessen the adverse effects, inthe event that an incident prevention measure fails. Such measuresinclude, amongst others:● air bags;● safety belts;● head restraints; and● roll bars.

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APPENDIX 5

APPENDIX 6

Many companies will already have driver handbooks in place. However,where these are not available the following framework may be consid-ered. The handbook should be kept in the vehicle cab. Driver handbooksshould be regularly reviewed.

1. Foreword

2. Company Land Transport Safety Policy

3. Emergency Telephone Numbers

4. The Professional Driver● risks of driving● common causes of incidents● vehicle incident prevention measures● defensive driving and driver’s responsibilities● company safety rules● product/cargo information

5. Legal Responsibilities (as applicable)● driving hours and rest periods● what to do when an incident occurs● weight limits● authorised routes and parking areas

6. Vehicle Cleanliness● washing vehicles and cab cleanliness and housekeeping● safe use of cleaning materials

7. Loading and unloading● instructions on correct loading and unloading ● emergency uplift and cargo handling equipment● specialist cargo handling● passenger care

8. Technical● vehicle operation● vehicle safety features● inspection

9. Emergency Response● incident procedures● cargo shedding and spill containment● breakdown procedures● first aid● fire fighting

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Driver’s Handbook

APPENDIX 7

This appendix provides guidance to managers and supervisors to assistthem in the management of vehicle operations. The management of vehi-cle operations should take into account the following.● Vehicle operations should take account of the journey management

plan.● Freight should only be carried on vehicles that are properly designed

for the purpose.● Vehicles should not be overloaded.● Attention should be given to positioning of heavy or dense loads so as

not to overload or damage any part of the vehicle or to affect itsstability.

● Freight should be securely fixed before movement and proper usemade of pallets and dunnage. All freight vehicles should be equippedwith securing equipment (including lashings, chains, binders, nets asnecessary) and there should be clear instructions as to its proper use.

● The vehicle should have adequate locking and security, particularly forthe transportation of hazardous materials (a safe/secure parking areashould be provided for overnight stops).

● Drivers should be briefed on the special provisions applicable to theload and their understanding of those provisions checked beforemovement. When transporting chemicals or materials of a hazardousnature the driver must be competent to handle any incident that mayoccur. The relevant Materials Safety Data Sheets must also be carriedon the vehicle.

● Potentially reactive chemicals or materials should be segregated sothat they cannot be brought into contact with each other.

● The company should comply with government or other localregulations and restrictions including such aspects as routerestrictions, requirements for police escort, action in event ofobstructions, etc. This may be equally applicable to wide/high loads.

● Where journeys by road are part of an international journey whichmay include other transport modes (rail, sea, air) the requirementsfor freight classification packaging and labelling may need to complywith the requirements of internationally-based recommendations/regulations.

● Audio-visual warning devices for reversing will help avoid third party‘crush’ incidents.

● Carriage of passengers and freight in same vehicle.

Carriage of Passengers and Freight in Care VehiclesPassengers and freight should be carried in separate compartments; thereshould be a means of securing freight to the vehicle, i.e. securely attach-ing boxes to the vehicle. Conversion of a vehicle designed to carry freightto passenger carrying should include safe means of boarding and shouldcomply with local regulations. All fuel containers should be correctly andclearly labelled, and should not be carried inside passenger compartments.

HousekeepingVehicle cleanliness both in the cab and outside are an important part of vehi-cle safety. Procedures regarding the cleaning of vehicles externally andinternally should be documented and form part of the driver’s handbook.

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APPENDIX 7

Vehicle Operations

Passenger CompartmentsAll seating should be securely fixed; passengers should be seated whilsttravelling. The maximum passenger load should be indicated on the vehi-cle. There should be means for the driver to observe passengers carried inthe rear of the vehicle. On trucks, buggies and semi-trailers converted topassenger carrying service, fixed sides should be fitted to the passengerspace at least to the height of seated passengers. For off road, rough roadand all uses with significant risk of roll over, all occupants should have rollbar protection. The occupants of light commercial vehicles should be pro-tected by a steel body shell if roll bar protection is not provided. Sidewaysfacing seats should be avoided where possible.

Seat BeltsThe use of seat belts by all occupants of cars, vans and goods vehiclesshould be mandatory. Belts should be of the lap/sash configuration incor-porating automatic retraction and deceleration activated emergency lock-ing mechanisms—often referred to as ‘inertia reels’. Where there aremore than two seats in a row, lap belts are acceptable for centre seat pas-sengers. For vehicles used in off road operations, consideration may needto be given to the use of four point harnesses. Where a vehicle has rearseats, except for buses, these seats should be fitted with seat belts. Onbuses, seat belts should be worn by the driver and front seat passengersand, as a minimum, 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 doorway.

Speed Limits Speed limits set for premises and road systems should be seen to beenforced by line management. Speed limits where defined shall be promi-nently displayed in all vehicles. Speed limiting rules for vehicles on publicroads should be set with caution. Enforcing compliance with a limit whichis significantly lower than the limit set by traffic authorities or lower thanlocal norms may increase vehicle hazards due to overtaking.

Tyre Pressures and ConditionTyres are an important safety feature requiring careful selection, and oper-ators should be guided by manufacturers’ recommendations. The condi-tion of tyres has a significant effect on vehicle steering, road holding, fuelconsumption and braking performance. Tyres need to be maintained at thecorrect operating pressure. The tyre pressures recommended should bedisplayed on vehicles and drivers should be given the means to checkthem. Drivers 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 way of mon-itoring: driving hours; duty hours; rest periods; acceleration and brakingrates; speeds and unscheduled stops.

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APPENDIX 8

CareSupervisors and drivers should ensure that all vehicles are roadworthy andcorrectly fitted with the appropriate safety equipment before a journeycommences. Care of the vehicle should be the responsibility of the driver.Both driver and supervisor have the following responsibilities in respect ofvehicle care:● daily and weekly inspections of the vehicle on the basis of checklists

(tyres, fluids, brakes, steering, batteries, lights etc.);● ensuring defects that have an immediate effect on safety are reported

and that they have been repaired before the vehicle is put back intooperation;

● ensuring that non-critical defects are attended to in a timely manner;and

● ensuring that servicing and maintenance are carried out as scheduled.

Drivers should be seen as professionals and be expected to take fullresponsibility for safety and the safety status of the vehicle. This responsi-bility can be enhanced by linking drivers to specific vehicles.

MaintenanceIn order to ensure that proper levels of safety are maintained, all vehiclesshould be subject to a regular road worthiness inspection, the frequencyof which should be determined on the basis of local regulations, manufac-turer’s recommendations, vehicle age, distances travelled and operatingconditions.

Management should therefore ensure road worthiness of all vehicles byimplementation of an effective maintenance programme which shouldinclude:● setting of appropriate maintenance standards;● establishment of schedules for inspection and testing;● ensuring check-lists cover all safety related items;● availability of appropriately qualified and equipped staff with efficient

working facilities to adequately inspect and maintain 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 maintenance, inspection and current defect

status reports; and● special detailed inspection and repair procedures for vehicles involved

in incidents.

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APPENDIX 8

Care and Maintenance of Vehicles

APPENDIX 9

Journey 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 minimum number of journeys necessary;● to maximise the efficiency of each journey;● to avoid or minimise the effect of all identified hazards likely to be

encountered;● to be able to recover in a timely manner from any incident;● to monitor journey performance; and● to ensure that drivers are fully aware of journey plans and any hazards.

Journey Planning Once the need for a journey has been established then aspects of journeymanagement should be introduced which will assist in reducing the risk ofan incident. Systems need to be in place for:● selecting appropriate vehicle for the task—maximise payload carried to

minimise number of journeys;● establishing and controlling maximum speeds;● controlling duty hours and rest periods;● establishing standard journey times;● implementing optimum time for travel and driver shift patterns;● route identification and planning, avoiding high risk areas where

possible (poor road surface, delay situations, urban congestion);● setting designated routes for certain categories of vehicles (height,

width, length, weight, cargo);● provision of auxiliary equipment, e.g. tow chains, shovels, ice chains,

survival kits, extra wheels, extra fuel, vehicle parts (lamps, fuses, filters,fan belts, radios, emergency flares, emergency locator beacons);

● checking survival kit contents, e.g. to verify that they are the correcttype for the season and sufficient for the number of travellers;

● checking that sufficient fuel is provided for the journey, allowing fordetours or long stretches of slow speeds and that fuel is available enroute;

● checking that correct maps and, where appropriate, compasses orGlobal Satellite Positioning System (GPS) units are carried;

● the provision of communication systems in the vehicle (e.g. mobilephones or radios etc.);

● establishing agreed stopover points en route and reporting status backto base at regular intervals;

● authorising and recording deviations from the planned route;● designating contact points for advising base, both en route and at end

of journey;● recording the journey details, times, locations to be visited and number

of people travelling;● the driver to maintain a log of the journey details;● emergency response and provision of resources for search and rescue;● recording of travellers with special skills e.g. first aid, survival training,

recovery training;● awareness of special health hazards associated with the region where

vehicles will transit;● avoiding roadworks; and● implementing changes due to weather conditions.

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Journey Management Planning

APPENDIX 10

The roles and responsibilities of employees dealing with emergenciesshould be documented. To assess the effectiveness of response plans,procedures should be established to test emergency plans by scenariodrills and other suitable means, at appropriate intervals, and to revise themas necessary in the light of the experience gained. Procedures should alsobe in place for the periodic assessment of emergency equipment needsand the maintenance of such equipment in a ready state.

Emergency plans should be based on risk assessments and could include:● driver lost in hostile environment;● vehicle stolen or sabotaged;● vehicle off the road;● overturned vehicle;● vehicle fire/explosion in various situations (urban, isolated);● single/multi fatality collisions;● loss of cargo/load;● leaking hazardous cargo;● cargo or product fire;● tyre fire;● hazardous chemical incident;● pollution (water, land, air); and● trailer incidents (detachment, cargo loss).

Responses should be documented for each event where a significant riskhas been assessed.

Roles and responsibilities of the company, contractors, vehicle recoveryspecialists, authorities and emergency services will vary from country tocountry. In all cases, however, effective working relationships and chan-nels of communication need to be developed.

Every vehicle should carry instructions for emergency services or otherthird parties to alert the vehicle owners in an emergency, which can beused 24 hours each day. Effective communication is vital in dealing withan off-site emergency such as a traffic incident. Consideration should begiven to fitting mobile radios or telephones, and where vehicles are oper-ating in remote areas, consideration should be given to fitting GPS (Globalsatellite positioning systems).

In some operations it is impractical to have a single telephone point of calland in such cases it is important that multiple contact numbers are clearlydifferentiated from one another, e.g. by providing a map showing theareas in which the number applies.

Procedures dealing with medical emergencies should be developed.Incidents involving injury to people usually occur away from the depot oroperating location. The provision of medical response should be identified.

27

APPENDIX 10

Emergency Response Plans and Procedures

APPENDIX 11

Post-incident procedures fall into four phases:● initial incident report;● making the scene safe;● treatment of injured; and● vehicle recovery.

Initial incident reportThe initial incident report should contain the following information:● location, cause, time, urgency, anyone injured;● details of vehicle, damage and its situation;● description of terrain, how far from road and route in;● weather conditions;● how many people available to assist;● whether radio contact possible with location; and● any additional support required for personnel at the scene.

Making the scene safeThe following issues need to be considered:● additional hazards, e.g. traffic, terrain, weather, time of day;● hazard warning signs, traffic control (positioning of other vehicles);● initial radio alert, location/time and preliminary assessment;● use of bystanders or uninjured;● maintenance of access for emergency services (crowd control);● fire fighting, e.g. correct extinguisher application to vehicle fire and

running fires;● fire prevention, e.g. isolate ignition/master switches, batteries, fuel spills;● dangerous cargo, e.g. fuel, chemicals, explosives;● unstable vehicles—if a hazard, make safe using material to hand;● location and condition of injured;● control and use of bystanders; and● second radio alert—details of injured and support needed.

Treatment of InjuredThe following issues should be considered:● safety of self and injured—remove danger;● leave injured in place unless under threat;● identify injured with life threatening conditions and treat (airways, heart

stoppage, major bleeding);● stabilise vehicle to prevent further injury from vehicle movement;● if access to injured is difficult, move vehicle carefully, otherwise gain

access through windscreen or windows;● be prepared for spinal injuries and, where required, fit cervical collars;● never leave the unconscious unattended;● leave the minor injured or secondary minor injuries to last—reassure;● record vital signs; and● ensure that everyone is accounted for.

Suitable personnel should be trained in advanced procedures for the main-tenance of life, how to take charge in a medical emergency, and recordvital signs and patient history until superior medical support arrives.

Vehicle RecoveryVehicle recovery is hazardous and should only be undertaken by a trainedspecialist using equipment dedicated for recovery purposes.

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Post-Incident Procedures

Recovery Scene AssessmentTime spent on assessment is never wasted and the recovery team should con-sider:● whether the route in is suitable as the way out;● soil type, e.g. whether hard, soft, wet, muddy etc.;● condition of incident vehicle, e.g. whether on wheels/tracks, rolled over;● damage 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 otherwise; and● natural features of vehicles to be used to advantage.

The Recovery PlanWhen planning recovery operations, consideration should be given to:● the pull to overcome, mass, incline, soil resistance and damage, and

application of safety factor;● ensure that the equipment applying the pull is adequate and meets

safety requirements;● the route out: this may not be straight and more than one recovery rig

may be required; an assessment of where to anchor the recovery rigshould also be made; and

● the type of recovery rig available, its advantages and disadvantages.

The Recovery OperationA safe and effective recovery will involve the following procedures:● attachment of recovery rig to the incident vehicle’s strong points;● laying out the rig, using mechanical advantage;● testing each element for security;● prestressing of rig for safety check;● clearing area of unnecessary personnel;● confirming with recovery crew that the command signals are understood;● commencement of recovery, monitoring for safety;● when incident vehicle is on firm ground make secure—recover and

stow equipment;● check incident vehicle for damage, and prepare for towing; and● leave incident area safe and clear of debris.

29

APPENDIX 11

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