ADTS: In The News

Rewards of Creating a Fleet Safety Culture

Phil Moser
Professional Safety
August 2001

What is the leading cause of worker fatalities in the U.S.? The answer may surprise you. It’s not machinery accidents, exposure to harmful substances, fires or falls. It’s fleet motor vehicle accidents.

According to OSHA, 6,023 work-related fatalities occurred in the U.S. in 1999. Almost 33 percent of those—one in three deaths—were caused by motor vehicle incidents. And, while 6.3 percent of U.S. workers on average experience an occupational injury or illness each year, organizations can expect 20 percent of their fleet drivers to be involved in a vehicle accident annually, according to the National Assn. of Fleet Administrators. These statistics should be cause for concern for any organization that places fleet drivers on the road.

When it comes to safeguarding employees, OSHA regulations tend to dominate the scene. Companies expend significant resources to train workers about current OSHA regulations and recognize that it takes a concerted effort to ensure compliance. Yet, the same approach isn’t always applied to fleet driver safety—despite the fact that a single company may place hundreds or thousands of drivers on the road each day. One reason is a prevailing mindset: Many people think of "traditional" on-the-job accidents—such as explosions or falls from high scaffolds—as catastrophic, while driving accidents are almost viewed as commonplace.

Given the high incidence of fleet accidents and their often-devastating consequences, it is vital to minimize drivers’ risks. The best way to achieve this is to create an enterprise-wide fleet safety culture. Firms that do reap tremendous benefits. They reduce accident rates and, in turn, reduce the incidence of personal injury, property damage, workers’ compensation claims, liability exposure and lost productivity. These firms accomplish such goals by adopting "best practices" for developing a driver safety culture—and by avoiding common pitfalls.

Best Practice #1: Make fleet safety part of the hiring process

A company’s driver safety philosophy should be evident at the start, before a job candidate accepts a new position. Safety-conscious organizations require candidates to meet specific safety criteria to be considered for a position that involves driving. Although these criteria vary by company, they usually involve a maximum number of permissible moving violations or accidents for the previous two or three years.

Be sure to disclose these criteria to candidates upfront and indicate that you will obtain a motor vehicle report (MVR) to check their driving history. However, keep in mind that any information gathered which affects an individual’s ability to obtain or hold a position—including an MVR—is subject to provisions of the Fair Credit Reporting Act. Check with your human resources department to ensure that any driving-related policies or procedures comply with these provisions.

Pitfall #1: Relying solely on pre-employment MVRs

Some companies make a good start by requesting an initial MVR, then fail to check the report again. To avoid this pitfall, make it a written policy to check driving records periodically (at least annually) and disclose this policy when extending a job offer. Also, remember that an MVR only reveals reportable accidents—typically those which involve injury or death or require a vehicle to be towed from the scene. To factor non-reportable crashes into the equation, consider requiring employees to report all driving incidents when they occur.

It is also important to establish the number of violations or other incidents company drivers are permitted—as well as the consequences for exceeding the limits. As with any employment policy, document these limits in writing and communicate them periodically.

Best Practice #2: Categorize drivers based on their level of risk

Each fleet is made up of a diverse group of individuals with varying levels of risk. To determine where a company’s greatest fleet accident exposure lies and how to minimize it, you must first develop a risk profile for each driver.

Most organizations use a combination of moving violations and accidents to arrive at an objective assessment. This entails identifying specific driving incidents that will be tracked and how they will be weighted. For example, you might assess a driver 1 point for an illegal right turn at a red light, as compared to 5 points for driving more than 20 mph over the posted speed limit. It is common practice to assess higher points for severe and repeated violations (e.g., three speeding tickets in a 12-month period). If no such system is in place, consider using a third-party source to help develop one, using industry standards as a guideline.

Pitfall #2: Failing to take action based on a driver’s risk profile

Simply categorizing drivers based on risk will not reduce a company’s accident rate. In addition, failing to take remedial action based on risk analysis could expose an organization to liability claims. Organizations that knowingly allow high-risk drivers to operate company vehicles without providing proper training or other intervention can be charged with "negligent entrustment" in the event of a serious accident. Despite these realities, some companies take the time to assess drivers’ risk, yet never proceed to the next step.

Best Practice #3: Allocate fleet safety resources based on risk levels

The risk assessment will provide a clear picture of the fleet’s composition—and for most organizations, it will reveal a startling fact: On average, 20 percent of the drivers will be responsible for 80 percent of the accidents. By honing in on these high-risk drivers, a company can greatly improve its accident record, minimize risks to employees and maximize fleet safety return on investment (ROI).

High-risk drivers tend to fall into different categories of severity, each requiring a different commitment of safety resources. Using the point system as a guide, it is helpful to establish three levels of risk and develop different interventions for each. For example, for Level 1 drivers (lowest level of risk), provide a driver safety program and test using a cost-effective medium, such as a video or CD-ROM. Level 2 drivers may require a more hands-on approach, such as a behind-the-wheel program. Level 3 drivers likely need individualized attention such as a one-to-one training session tailored to specific issues and weaknesses.

Pitfall #3: Waiting until a pattern of driving risk emerges

Allocating resources based on drivers’ records is an effective practice. However, it only addresses those known to have a history of accidents and violations. It is equally important to address another, less-obvious problem area: new hires.

While it might appear wasteful to focus on drivers without a track record of problems, statistics prove otherwise. An accident is most likely to occur during the first 18 months of a driver’s tenure with a company. For many organizations, new hires are responsible for 30 to 40 percent of their fleet accidents. The reasons are many: New hires are busy learning about the company’s products, services and policies; are unfamiliar with customers and territories; are often driving new vehicles that differ greatly from their personal vehicles; and have a tendency to over-schedule and rush. The result is a high accident rate.

To combat this, many organizations require new hires to participate in a driver safety training program within the first few months on the job. Some provide a full-day behind-the-wheel session; some use CD-ROMs and other technology tools to provide training remotely; others require new hires to obtain a driver safety certification, usually by completing a brief tutorial and passing a test. Whatever form it takes, new-hire training should be conducted as soon as possible after employment begins—and particularly before an employee drives a company vehicle.

Best Practice #4: Maintain momentum to sustain results

Companies that build and maintain a fleet safety culture typically see fleet accident rates drop by 40 to 50 percent initially—and 20 to 30 percent on an ongoing basis. Sustaining those results requires a commitment to maintain the fleet safety culture long after the first training session is complete.

This can be achieved through regular reminders about driver safety—through newsletters, bulletins and the Internet, for example. To ensure high retention, develop concise, engaging messages that mobile employees can easily access. In addition, include timely, seasonal driving tips that employees can apply in their daily travels.

It is also important to continue to deliver driver safety training efficiently over time. Some organizations require all fleet drivers to complete a refresher course every two to three years; many schedule these sessions during regional or national meetings to minimize disruption and costs. More companies are also using technology options such as CD-ROM and web-based refresher programs; both mediums are ideal for delivering safety training, testing and periodic safety updates. Such tools also enable a firm to reinforce the driver safety culture and build new skills without the costs and inconvenience of taking drivers away from their jobs for long periods of time.

Finally, an ongoing fleet safety culture requires proper recordkeeping. Just as it is vital to document safety training and other initiatives that comply with OSHA regulations, it is important to track fleet safety initiatives. Thorough, accurate records help a company assess the effectiveness of specific safety efforts—and also provide documented evidence of the company’s due diligence in minimizing the risks to those on the road.

Pitfall #4: Failing to get management buy-in In any organization, managers set the tone for safety, including fleet safety. If managers are prone to poor driving or push drivers to over-schedule, then the fleet safety record will suffer. How can you secure managers’ buy-in and involvement? First, include them as participants in any driver training initiatives, especially behind-the-wheel classes. Through first-hand experience, they will become "believers" and will convey a positive attitude about the program to others. Second, include managers in MVR screenings and other risk assessments; if a manager is found to be a high-risk driver, address the risk using the same approach you would with other drivers. Third, teach managers how to conduct an annual "ride along"—s/he rides with a fleet driver during a normal business day and observes his/her driving skills. With proper training, managers can learn to objectively assess those skills, pinpoint problems and recommend improvements.

Best Practice #5: Calculate cost/benefit of fleet safety training

As with any program, it is critical to determine the cost/benefit of fleet safety initiatives. By demonstrating that a well-conceived and properly implemented fleet safety program will significantly impact the bottom line, you will secure the management commitment needed to minimize risk on the road.

To calculate potential ROI, first determine the firm’s current accident rate. Multiply by the total number of fleet drivers to determine how many accidents the company experiences annually. Then multiply that figure by $14,000—the average cost of a fleet accident, including both direct and indirect costs. The result is your average annual cost of fleet accidents before launching a fleet safety program. To determine potential savings that can be achieved through a proactive fleet safety culture, perform the same calculations using a lower accident rate. (For example, on average, the rate will drop at least a few percentage points in the early years.) Using a hypothetical fleet of 3,000 drivers and an accident rate of 25 percent, the initial cost of fleet accidents would be $10.5 million annually. If this firm reduced its accident rate to 21 percent (a modest decline), its fleet accident costs would drop to $8.8 million—saving $1.7 million annually. Weigh that savings against the cost of fleet safety initiatives and you will likely see an opportunity for a high ROI.

Pitfall #5: Positioning driver safety training as a punitive effort

Inevitably, some employees will view driver safety initiatives as punishment for "bad" behavior on the road. To erase that stigma—especially when dealing with high-risk drivers—position these programs as proactive, positive efforts designed to protect employee health and welfare. In all communications, emphasize the organization’s concern for employees and its willingness to invest in reducing accident risks.

To further overcome the punitive mindset, reward employees who maintain a clean driving record. The reward need not be expensive. For example, a brief congratulatory letter from a senior executive can go a long way toward making the point. When drivers achieve significant milestones (e.g., five or 10 years with no violations or accidents), increase the reward to a gift certificate, a vehicle accessory or even a vehicle upgrade. Whatever the reward, it is sure to instill a positive attitude and reinforce the company’s safety philosophy.

Conclusion

Given the high incidence of fleet accidents as well as the personal and monetary stakes involved—for both employee and employer—no organization can afford to view fleet driver safety as an option. Much like compliance with OSHA regulations, a proactive fleet safety program is a vital component of any company’s safety culture. By following the same best practices used by industry-leading companies, your organization can reduce drivers’ risks and protect its most-valuable asset, while driving down the high costs of vehicle accidents.

Phil Moser is national sales manager for Advanced Driver Training Services Inc. (ADTS), a King of Prussia, PA-based provider of fleet safety training products and services since 1983. Visit the firm’s website at www.adtsweb.com.

Reprinted from the August 2001 issue of Professional Safety, monthly journal of the American Society of Safety Engineers.