FLEETDRIVE and avoid hazardous situations to a broader responsibility shared by all parties involved in the transport process . This means that fleet managers , dispatchers , and even shippers have a duty to ensure that drivers are not placed under unreasonable pressure to meet delivery schedules and that they are adequately trained , equipped , and supported to operate safely .
The CoR legislation is enforced by the National Heavy Vehicle Regulator ( NHVR ) in Australia and is applied to heavy trucks only at this stage . The CoR recognises that road safety is a shared responsibility and you are considered a CoR party if you :
1 . Employ heavy vehicle drivers 2 . Direct the control of use of a heavy vehicle
3 . Consign goods or schedule the transport of goods in heavy vehicles
4 . Pack goods for transport 5 . Manage a premise where heavy trucks visit 6 . Load or unload heavy vehicles . 1
Under the CoR legislation , all parties can be held liable for safety breaches . Even if you are not a recognised party , the core principles of identifying the main risks of the transport activities , assessing the risks , and finding ways to manage these risks are applicable to all industries .
The CoR has identified five main risks which are , but not exclusively , fatigue , speeding , excessive mass or dimensions , poorly restrained loads , and unsafe vehicles . All of which would have a direct correlation with driver wellbeing .
Implications for Driver Wellbeing
Recognising the broader responsibilities placed on all stakeholders within the CoR is crucial to understanding its impact on driver wellbeing in all sizes of fleets . Fleet managers play a pivotal role in managing driver fatigue , mental health , and overall wellness . Neglecting these aspects not only jeopardises the safety and health of drivers , but can also increase staff turnover and end up costing the business more .
In addition to the five CoR risks , there are psychosocial hazards which are factors in the work environment that can cause psychological harm to individuals . For drivers , these hazards can significantly impact their well-being and safety . Some common psychosocial hazards that drivers may be exposed to :
1 . Job Demands : High workloads , tight schedules , and long hours .
2 . Low Job Control : Drivers may have limited control over their work tasks , routes , or schedules .
3 . Poor Support : Lack of support from supervisors or colleagues .
4 . Lack of Role Clarity : Unclear job expectations and responsibilities .
5 . Poor Organisational Change Management : Frequent changes in policies , procedures , or management .
6 . Inadequate Reward and Recognition : Drivers who feel undervalued or unrewarded .
7 . Traumatic Events or Material : Exposure to accidents , violence , or distressing incidents .
8 . Remote or Isolated Work : Long hours alone on the road .
9 . Poor Physical Environment : Uncomfortable seating , extreme temperatures , or noisy conditions .
It ’ s essential for employers and organisations to manage psychosocial risks effectively . This involves eliminating or minimising these hazards to protect drivers ’ mental and physical health . If you ’ re interested in more detailed information , you can refer to the Code of Practice : Managing psychosocial hazards at work2 .
Wellbeing Initiatives
Organisations can support driver mental health and well-being by implementing various proactive measures . Firstly , providing training programs on stress management , resilience , coping strategies , and mental health awareness can equip drivers with the necessary tools .
ISSUE 47 JUNE 2024 / WWW . AFMA . ORG . AU 15