These case studies outline how each organisation implemented a 'package' of initiatives to create a positive road safety culture. Their approach has worked for their organisation, there is no single element which will provide a road safety '‘silver bullet'. These case studies provide a range of ideas and approaches which we hope other organisations can draw on to create a package that best suits their operations. We hope we can then tell your story so others may build on your experiences, improve road safety and save lives.
Template: The purpose of this document is to provide a template to act as a guide in the development of NRSPP Case Studies.
Currency: This document applies to all case studies produced by the NRSPP and outlines the steps that will be undertaken to ensure that they remain relevant and continue to accurately represent the organisations they feature.
Themes and Issues: This live document was derived from all of the NRSPP case studies. It is an amalgamation of the common themes that emerged from a range of industries and highlights five key areas of concern for a successful road safety management program.
Organisations: BHP Billiton Mitsubishi Alliance and iRAP
1-2 star rating: 100%
Star safety ratings for roads can be an effective tool in informing infrastructure improvements and helping to target investment on measures with the most benefit and value
For industries that operate in rural, regional or remote areas, one of the highest risks to employees is often the commute to and from work, particularly after long shifts and where minor roads are shared with large vehicles
An integrated Safe Systems approach to road safety creates multiple opportunities to improve safety and for employees to engage with safety messages
The engineering of roads and roadsides can influence the number and severity of crashes
Providing company buses for employees to travel to work substantially increases the safety of all road users and reduced the number of vehicles on the road
When the daily commute poses a significant safety risk to staff, workplace safety begins from the moment employees leave for work until they arrive home again
Involving those affected by safety policies in drawing up and implementing the policies increases engagement and, in turn, compliance
People make mistakes; robust and effective safety management systems can reduce human error
Understanding how safety guidelines are interpreted or read by personnel, and tailoring how they are communicated to the target audience, such as using plain language and diagrams rather than words, can make them more effective
Effective load restraint drives significant benefits for the company, the industry and the community. These can include increased safety and minimising downtime and workers compensation, contributing to cost savings for the business
Sharing effective company initiatives with other peer organisations can help improve standards and practices across whole industries
Hazard and near miss reporting systems can translate into a commercial advantage through the ability to 'self-insure' for WorkCover
Reporting must be simple and straightforward to ensure employees are engaged in the process
Hazard and near miss reporting systems can be successfully implemented, through sustained commitment, management leadership and real consultation that engages employees
Involving people affected by policies and procedures in their development allows users to see how policies work for them and results in relevant and practical policies that consider all stakeholder needs
Empowering employees to make decisions that increase their own safety, and supporting that with complementary safety policies, helps employees identify and avoid risk
Insisting on 5-star ANCAP safety rated vehicles and comprehensive driver training, as part of an integrated Safe Systems approach, can play a key role in maximising employee safety
Authors: NRSPP / Industry Road Safety Alliance South West
Represented organisations: 10
No. of staff: 10,000+
Industry Road Safety Alliances can be a powerful force to improve road safety outcomes across regional areas;
Partnerships that bring together industry with local and state government authorities have a much stronger chance of creating change by combining those with a passion for road safety with agencies who have authority over the road network;
Persistence is required to educate road users and change road user behaviour in the community and individual workplaces;
Collective knowledge and action, working to consistent agreed priorities, has a far greater reach and chance of changing attitudes than individual action;
When education results in workers realising the choices they and others make on the road affects everyone’s safety, they can become road safety champions within workplaces and the community;
Industry road safety alliances need to be proactive in remaining relevant and enthusiastic to continually demonstrate their value.
This document was derived from all of the NRSPP case studies. It is an amalgamation of the common themes that emerged from a range of industries and highlights five key areas of concern for a successful road safety management program.
Road Safety is….
1. Driven by a senior leader, with senior management endorsement, who owns it and champion its benefit.
2. A system that will perform if it has all its constituent parts oiled and working.
3. Heterogeneous, there is NO silver bullet.
4. Everyone’s responsibility.
5. A perpetual work in progress.
Fatigue is a major issue for all transport operators. It’s even more important when you carry thousands of
public transport passengers every day. The NSW State Transit Authority takes a proactive and comprehensive
approach to managing fatigue to ensure safety of its drivers, its ‘customers’ and other road users.
Fatigue is a significant safety risk for all transport operators but becomes even more important
when you carry thousands of passengers each day
Involving all links in the chain of responsibility, from the CEO to the driver, makes efforts to address
fatigue more effective
Each employee who can influence fatigue is properly trained – in accordance with State Transit’s
Fatigue Management Plan – and is aware of their responsibilities
Giving drivers input into operational matters that influence fatigue, such as work rosters, increases
buy-in and effectiveness of measures
Drivers taking responsibility for presenting to work ‘fit for duty’ and assessing that fitness through
methods like ‘I’m Safe’ is critical in supporting company measures to combat fatigue
A comprehensive approach to fatigue gives drivers confidence their health and wellbeing is
important to their employer
A focus on individual health and workplace conditions, such as addressing sleep disorders,
scheduling and rostering AFM shifts and providing quiet rooms and comfortable cabins, supports
efforts to combat fatigue and increases acceptance
No. of Staff: 4 Fleet Size: Hire fleet: 100 vehicles – all 4WD
When you operate in the vehicle hire market it is incredibly competitive, yet safety can provide a clear market edge. Leading companies want the safest vehicles which are fit for purpose and they want their employees to drive in a safe manner.
Companies that care about their employees want the safest vehicles which are designed for the task, and the environment they are operating in.
Providing a safe environment for a driver starts before the vehicle even leaves for its job.
The inclusion of IVMS in vehicles alone does not influence the driver to behave safely – they need to know the data will be monitored to influence behaviour.
The client and driver need to work together to ensure the safest vehicle is provided and the IVMS parameters are understood and developed.
Safe vehicles that are driven safely ensure everyone benefits.
The installation of IVMS is about safety and not about being ‘big brother’ – which most clients appreciate.
Drivers are ignorant of specific safety dangers involving trucks, such as required stopping distance and blind spots
Real-life stories about potential consequences of dangerous driving, delivered by 'genuine' people with lived experience, has impact for a young audience
Educating young people, before they receive their car driver's licence, about road safety makes them and the community safer
Allowing young drivers to sit in a truck enlightens them about the potential dangers and the competing demands for attention truck drivers constantly face
A sustained commitment to educating young drivers builds collective knowledge over time, increasing the possibility they in turn educate peers and their parents
Educating car drivers about sharing the road safely with trucks should be part of driver's licence testing, and companies that operate close to schools should take a leading role in educating young people
Australian Fleet Size: 40 (Globally: 1,000 company vehicles)
Australian No. of Staff: 3,000 (Globally: 35,600 employees)
Road travel is integral to WorleyParsons’ business. When the company identified that road safety was the most critical health and safety risk for its employees, it took action on both a local and global scale. The results have been immediate with the number of crashes dropping by more than a third in a year.
Road safety is often the most critical employee health and safety risk companies face
Implementing effective road safety initiatives that achieve consistent buy-in from all levels of the workforce can bring immediate results
The UN Decade of Action Safe System ‘5 pillar’ approach to road safety, framework available to provide effective direction for companies improving road safety
The ‘think global, act local’ maxim holds true for road safety for large companies. It is possible to take a global approach to road safety and still ensure programs are locally relevant
Internal communication programs, that take a strategic approach to introducing road safety initiatives and incorporate stakeholder feedback, increase implementation success
Road safety does not stop at the front gate. A focus on improving road safety in local communities has a large impact on overall road safety.