Policies and practices of transport companies that promote or hinder the management of driver fatigue

Abstract

This report describes long-distance transport companies' managerial practices and how these might contribute to on-road driver fatigue. Some companies engaged in practices that were inconsistent with the management of fatigue. Very few had formulated fatigue management policies, but many reported having policies that could aid in managing driver fatigue. However, the potential benefit of such policies was often compromised by their operational practices. This included setting limits on driving time, but failing to communicate them to drivers or take action when drivers exceeded them. Companies were prepared to hire drivers with little industry experience, but did not provide them with education about fatigue. Companies monitored driver fitness for duty and fatigue, but used methods that relied on others' observations or investigations after a problem had arisen. There was also acknowledgement that punitive action could be taken against drivers who were unfit for duty, or unable to meet the companies' delivery deadlines. Almost all companies had drug and alcohol policies and believed their drivers did not use drugs, though they believed drug use was common in other companies.