1. Thomas M. Corsi, Professor, Robert H. Smith School of Business, University of Maryland Thomas Keane and Dale Sienicki Federal Motor Carrier Safety Administration Washington, D.C Washington, D.C.

2. Safety Management Leaders Identification of Safety Leaders –Rely on SafeStat indicators and a threshold process to identify safety leaders by firm size and commodity transported –Obtain input from State Directors on initial list and obtain additional best practice candidates –Screen all candidates from initial list and State Directors’s supplemental list against following list of performance variables: total crashes per power unit, vehicle out-of service rate, complication review ratings, inspection selection system values, and SafeStat evaluation scores –Interview list included only carriers meeting threshold values on all performance variables –148 carriers included in best practice list

3. Safety Management Leaders Most Important Criteria for Driver Selection –Of the six highest-rated criteria, all involved poor driving records. –90% of leaders agree that two most important criteria are: driving record with no prior dismissals for drugs or alcohol violations and driving record with no chargeable crashes. –Less important: driver age and certification from driver training program.

5. Safety Management Leaders Evaluating Safety Risk of Drivers –94% believe that traffic record checks are effective way to evaluate safety risk. –Risk evaluation strategies: drug tests (93%) and test drives (91%) –Follow-up interviews (66%) and reference checks (62%)

6. Safety Management Leaders Training Programs –90% require training programs; majority provide one-to two-week course –Employees appreciate relevance of training programs and their importance in maintaining safe driver performance –Companies most often conduct their own training programs, using out-sourced training less than 12% of time for pre-services training and less than 24% of time for in-service training –In-service training considered slightly more critical than pre-service training; importance of peer-to-peer training among drivers and value of drivers sharing experiences

8. Safety Management Leaders Monitoring Driver Behavior –Variety of technologies exist to assist firms in monitoring driver performance; speed regulators and engine diagnostics are most common devices in use by safety leaders –Managers overwhelmingly agree: drivers should refuse dispatches if they do not feel alert; best practice carriers should equip their trucks so that they are easier to handle.

10. Safety Management Leaders Encouraging and Reinforcing Safe Driving Behavior –Safety awards programs are used more frequently with individual drivers (76%) than with driver teams (18%). Disciplinary actions are used in almost all firms –Safety rewards are most commonly based on established criteria or driver accomplishments. Criteria include: number of violations, crashes, FMCSR violations, public complaints, and traffic convictions –Disciplinary actions based on violations of FMCSR regulations, company policies, or general unsafe driving performance

11. Effective Management of Fleet Maintenance –90% of surveyed firms agree that deploying a defect-free fleet is the most important thing they can do to ensure highway safety –More than 56% of firms use computerized equipment maintenance to collect data for the development of proper equipment specifications and maintenance activities and scheduling of equipment repairs. –Over 70% of larger firms use CEM, compared with only 23% of smaller firms Safety Management Leaders

12. Fleet Maintenance –75% of fleets outsource one or more element of their maintenance activities. Smaller companies outsource more of their maintenance needs. –58% of firms with company mechanics report that ¾ of their mechanics have had formal mechanic’s training –More than 59% say they replace power units within 4 to 6 years after their purchase dates

13. Safety Management Leaders Next Steps –Re-Survey of Safety Leaders: In-depth Investigation Take 148 Safety Best Practice Leaders Review Safety Performance to Establish their performance in excess of thresholds Collect additional in-depth information on selected aspects of safety programs. –Focus could be on approaches to driver training—length and type of training, content, use of professional schools. Profile of hired drivers—differences in performance based on experience, previous driving record –Additional areas: vehicle performance monitoring and driver monitoring devices and policies

14. Safety Management Leaders Next Steps –Investigate Link between Technology and Safety Performance IT investments by 500 firms in 2002 and 2003 Safety performance of these firms Collect additional data on specifics of technology investments: vehicle and driver monitoring devices; automated vehicle maintenance procedures; computerized dispatch Relate investment scope and depth to safety performance results

15. Safety Management Leaders Next Steps –In-depth case studies Take 8-12 industry leaders based on recommendations from State Directors Conduct in-depth, on-site investigations of these carriers to determine “best practices” Develop guidelines/recommendations which would be used by FMCSA in developing regulatory guidance