Starting a safe driving policy

Gaining management commitment

In order to begin the process of establishing a safe driving policy, senior management needs to recognise the significant function that driving and vehicle safety play in your organisation.

It needs to be decided who will watch over the program. The most ideally suited are managers in OH&S, risk, fleet, human resources and/or industrial relations. Those employees with a particular road safety concern, such as Road Safety Officers in local government, may be able to provide advice on appropriate road safety education and awareness measures.

It is essential that employees are involved in both the policy’s development stage and have an on-going consultative role. Greater acceptance and ‘ownership’ of the policy will lead to a more successful adoption.

Once a draft policy has been drawn up, disseminating this to staff to gain feedback will ensure their future support.

Ensure a ‘champion’ of the policy is established. This may be the CEO, or senior management to continuously promote and drive the policy implementation.

Utilising your organisation’s crash data and insurance claims and also Workcover information can help guide the growth of the policy.

Example policies are also useful. These can be seen on the Resources page including the RTA’s own policy.

Management responsibilities

As a manager your responsibilities should entail:

• Driving competency and performance of all employees.
• All operating costs and maintenance of vehicles.
• Including safe driving policy in contract conditions when employing contractors.
• Ensuring all OH&S laws are not breached.
• Undertaking evaluation and reviews of drivers. Incorporating data collection and reporting, performance indicators, accident and infringement recording and investigating and even establishing an accident review commission.
• Performance appraisals undertaken on driver groups.

Safer drivers

• Ensure all employees hold an appropriate licence and are advised on the policy.
• Ensure the policy is complied with, including prohibition of smoking in vehicles driving whilst under the influence of any drug (medical or illegal).
• In interviews and recruitment make certain the candidate has a safe driving attitude.
• Induction training for all drivers.
• Adopt an appropriate level of recognition of good driving records.

Selecting safer vehicles

Accompanying the behavioural aspect of the safe driving policy is the selection and effective maintenance of vehicles, which embody best practice in safety, design and equipment within reasonable budgetary restraints.

Beginning with the selection of safer vehicles, the framework for your safe driving policy will already be enhanced, as it shows the commitment of your organisation to invest in safer work driving.

A vehicle fleet which represents best practice in fleet selection and maintenance, will have fewer breakdowns, less crash involvement caused by vehicle defects and will be safer in the event of a crash.

To continuously promote the benefits of a safe driving policy it is imperative that employees be involved in the selection process of appropriate vehicles.

The following should be considered when purchasing safer vehicles:

Facts and Figures

• 50% of all fatal and disabling injuries could be avoided if all cars being used had all of the best safety features already available. (European Transport Safety Council).
• Fleet purchases in the government and the private sector have the potential to significantly influence the safety level of vehicles on the road. Up to 60% of all vehicles on the road were originally purchased as fleet vehicles.
• It is important that the vehicle is compatible for its use. For example, avoid unnecessary 4WD purchases for city based driving and ensure that all employees can use the vehicles with ease.

Launching the policy

Apart from being legally required to provide OH&S information to all employees the success of your safe driving policy also depends on how you communicate it in your organisation.

Depending on the structure and culture of your organisation there are differing ways of launching it.

Again, include the CEO or senior management in the launch so that people can identify that there is a champion for this cause and more importantly so they can put a face to the issue.

Discuss the policy at briefings, and ensure all staff receive and sign a copy after holding an organisation-wide launch of the policy.

Methods to make sure that this policy does not become a “shelf sitter” are outlined in the next section of maintaining the policy.