Advancing Road Safety Best Practices for Companies and Their Fleets

Advancing Road Safety Best Practices for Companies and Their Fleets GUIDELINES FOR DEVELOPING AND MANAGING TRANSPORTATION PROGRAMS

As a private sector coalition, Together for Safer Roads (TSR) engages with road users, governments, policymakers, and other stakeholders to identify top road safety issues, and turn the vision of a world where roads are safe for all people into reality. TSR brings together members’ knowledge, data, technology, and global networks to focus on five areas that will make the greatest impact globally and within local communities. TSR’s focus areas align with the United Nations Decade of Action for Road Safety’s Five Pillars by developing programs to address issues in: road safety management, safer roads and mobility, safer vehicles, safer road users, and post-crash response. With a specific focus on fleet safety delivery and employee transportation programs, TSR has drawn upon the firsthand experience of its member companies to identify those areas where commercial entities can initiate safe driving practices and limit the road-related risk posed to their employees and other road users. In order to leverage the cumulative knowledge and insight of TSR’s member companies, information on transportation policies and procedures were collected, analyzed, and combined to develop a set of best practice guidelines for fleet delivery and employee transportation programs. The following guidelines build upon best practices from member companies and existing literature on road safety and commercial transportation standards, offering a comprehensive and practical guide for companies to employ. Additional guidance materials are included to assist companies with managing the transition to best practice.

© 2016 Together for Safer Roads Content from this report may be reproduced without prior permission provided the following attribution is noted: “© 2016 Together for Safer Roads”

www.TogetherforSaferRoads.org

Advancing Road Safety Best Practices for Companies and Their Fleets GUIDELINES FOR DEVELOPING AND MANAGING TRANSPORTATION PROGRAMS

TOGETHER FOR SAFER ROADS MEMBERS

2 TOGETHER FOR SAFER ROADS

Contents Executive Summary ....................................................................................................................4 Pillar One: Road Safety Management .......................................................................................9 Pillar Two: Safer Roads and Mobility . ......................................................................................17 Pillar Three: Safer Vehicles . ......................................................................................................21 Pillar Four: Safer Road Users ....................................................................................................27 Pillar Five: Post-crash Response .............................................................................................43 Conclusion ...................................................................................................................................45 Appendices . ...............................................................................................................................46 References ....................................................................................................................................60

Advancing Road Safety Best Practices for Companies and Their Fleets 3

EXECUTIVE SUMMARY

Road safety is not an issue that will resolve itself, every company has a responsibility for action. The private sector has a vital role to play in improving road safety and reducing deaths and injuries caused by road traffic collisions. Much research concludes that fleet or company drivers have an increased crash risk relative to that of privately registered vehicle drivers. A company’s responsibility must consider the welfare of its employees, as well as the dangers business fleets pose to other road users. As a coalition of private sector companies, Together for Safer Roads (TSR) understands the massive financial, legal, reputational, and social implications road traffic crashes have on corporate entities. We also recognize that every company has a responsibility for action.

We commit our combined knowledge, data, technology, and networks to promote road safety. TSR was founded because, as leaders of global companies, we believe that it is time for more assertive action on road safety. We commit our combined knowledge, data, technology, and networks to promote road safety—and we invite other companies to do the same. In order to leverage our collective insight and experience, we have developed a set of best practice guidelines for companies to employ. In alignment with the United Nations Decade of Action for Road Safety’s Five Pillars, this report aims to assist companies with best practice processes for road safety, through corporate programs to address road safety management, safer roads and mobility, safer vehicles, safer road users, and post-crash response. The first step in developing a corporate road safety program is determining how the program will be managed. Once companies have identified program goals, policies must be developed to clarify safety standards, direct program management, establish roles and responsibilities, and ensure alignment with best practice. This report provides an overview of required elements of a Motor Vehicle Safety (MVS) Policy and processes for direct program management. In addition, the report provides guidance for the management of contractors to ensure road safety standards are being met across all business activities.


Further guidance is provided for establishing a data collection and analysis process, with the recommendation of the formation of safety performance metrics and appropriate measures for collecting data. Once data on company vehicles, drivers, and road-related activities has been captured, this data can then be analyzed to provide key insights on factors influencing safety performance, and act as a singular point of truth for drivers. This data can further be used to analyze the success of road safety initiatives and support internal and external reporting on best practice. To limit the risks associated with road transportation, consideration for road safety and mobility must form part of management’s planning activities. Managing the transportation journey should involve a process for planning and mapping hazardous routes. This report proposes planning to minimize mileage and driving time to ensure drivers are well-rested and capable of performing their job safely. Route mapping should be performed to identify and manage the potential hazards associated with each journey. To support companies with this task, this report sets out a standard process for hazardous route mapping.

For the greatest impact, companies must develop an environment that influences and supports the emergence of safer road users. Investment, upkeep, and suitable turn-over of company vehicles are key components of a corporate road safety program. Vehicle selection should be made with regard to the specific tasks vehicles will perform. Effort should be made to select vehicles that perform well on both crashworthiness and functional dimensions.8 Adoption of safety technologies or other additional safety features will depend upon the requirements of company vehicles, the conditions of the roads encountered, and the need for companies to respond to trends in driver behaviors and incidents. The following outlines a list of safety features and technologies for company consideration. Once vehicles have been selected and enhanced with relevant safety features, management must set clear policies for vehicle inspection, servicing, and renewal. Regular vehicle inspections are crucial for identifying malfunctions and managing vehicle faults. Reporting guidelines must also form part of the corporate MVS Policy and cover the requirement of drivers to report any vehicle malfunction in an immediate fashion. For optimal safety, vehicle inspections prior to and following


every transportation journey should be conducted, as well as the development of a preventative maintenance program to monitor vehicle status. For the greatest impact, companies must develop an environment that influences and supports the emergence of safer road users. Employee participation and commitment to safe practice is essential for program success. In order to support the emergence of a corporate road safety culture, reinforcement of road safety programs through incentive and disincentive schemes is recommended. Companies are also advised to report on program results and achievements, as a mechanism for boosting employee morale and strengthening commitment to road safety initiatives. To build a company of safer road users, driver attitudes, knowledge, health status, and skills must be assessed at the time of hire and an ongoing basis. The following report provides ways companies can approach the hiring, review, training, support, and professional development of company drivers to build a strong workforce of safe road users. To guide employees in complying with company expectations for safe practice, driving guidelines and key performance indicators (KPIs) for measuring employee performance and compliance with MVS Policy must be established. To help companies with the development of driving guidelines, safety specific factors for consideration are outlined as well. Road safety education and motivation programs are essential for ensuring drivers are constantly learning and expanding their knowledge. To track employee adherence to safe practice and pinpoint areas for development, a process for driver monitoring must exist. The use of telematics, management ride-alongs, and public feedback are suitable methods for driver monitoring. To optimize organizational road safety measures, employees must be suitably prepared to respond effectively in the event that a collision does occur. Post-crash reporting and investigation is vital for any corporate road safety program. Drivers should be interviewed following each incident to collect data on why the incident occurred and how it could have been avoided.8 Through the adoption of safe transportation policies and practices, the private sector can make a significant impact on the safety of the world’s roads. With these guidelines, TSR aims to support companies with the transition to best practice, allowing us to work together towards a united objective—to improve road safety globally.



PILLAR ONE ROAD SAFETY MANAGEMENT

The first step in developing a commercial road safety program is defining how the program will be managed. Companies must have a clear understanding of the purpose for the program and the outcome the initiative aims to achieve. Policies should then be formed to assist the business in reaching its safety objectives. Processes for monitoring, measuring, and reporting the impact of road safety initiatives must further be established, to allow companies to track program success and identify areas for improvement.

Why Should Companies Establish Road Safety Programs? The Current Need for Action Each year, 1.25 million people are killed and 50 million people are injured on the world’s roads.1 Corporations have a vital role to play in reducing these numbers, with much research concluding that fleet or company drivers have an increased crash risk relative to that of drivers of privately registered vehicles.2, 3, 4, 5

It is estimated that 25 percent of global crashes are workrelated, with this figure rising to 50 percent if commuting is included.6 A total of 36 percent of occupational deaths worldwide are due to road crashes.7 Not only do companies have a legal and moral duty of care towards their employees, they must also consider


Ryder’s Safety FOCUS Program To address high incident frequency at a location or throughout an operational team, Ryder developed the Safety FOCUS (Find, Observe Causes, Utilize, and Standardize) program that uses problem-solving principles from LEAN and Six Sigma to identify and mitigate those negative trends causing high frequency incidents. When reviewing the safety performance of 75 locations that had conducted a Safety FOCUS event from 2007 through 2014, injury insurance costs at those locations

decreased by over 30 percent. The FOCUS process addresses the most important safety challenges, sets achievable targets for improvement,

the dangers their fleet poses to the wider community.8 It is clear that action must be taken to improve the safety of commercial transportation activities. This guidance is useful for any employer with staff who drive for work purposes.

Road Safety Matters Company-wide Road crashes have massive financial, legal, reputational, and social implications for companies. Investing in safer transportation programs can benefit business by improving employee health and safety, protecting assets, reducing productivity losses and healthcare costs, and by enhancing the efficiency and effectiveness of supply chains.

From a financial and operational perspective, road crashes inflict major damage on companies, far exceeding the 10 TOGETHER FOR SAFER ROADS

promotes participation in safety across all levels of the organization, and continues to build on Ryder’s safety culture.

monetary cost of repairing vehicles. Overall, road crashes cost the world USD $518 billion each year.1 Legal implications are another key area to consider, with the total cost of a fleet insurance claim being estimated up to 36 times higher than just the cost of repairing a vehicle.9 Not only does investing in road safety make sound financial, legal, and business sense, developing a corporate road safety program can have a positive impact on a company’s public image and internal culture. Road crashes can be damaging for a company’s reputation and have severe impacts on everyone involved. Corporate road safety programs aim to decrease these calamities by reducing the number of transportation crashes involving company drivers and vehicles. A company’s road safety achievements can further be used to share best practices and generate positive public relations. Embedding road safety within the organization’s Corporate Social Responsibility (CSR) program can benefit a company’s reputation and boost

internal morale.8 A road safety program can also provide a positive example to employees and the community, educating them on the importance of road safety. Once the need for founding a corporate road safety program has been identified, transportation policies must be created, and/or amended, to account for road safety objectives and shape program administration.

Establishing Safe Transportation Policies Corporate road safety programs must be underpinned by formal policies to clarify safety standards, direct program management, establish roles and responsibilities, and ensure alignment with best practice. The International Organization for Standardization has developed ISO 39001, a road traffic safety (RTS) management system to support an organization to reduce death and serious injuries related to road traffic crashes it can influence. The RTS system can be accessed at www.iso.org. ISO 39001 includes the development and implementation of an appropriate RTS policy, or a MVS Policy. A MVS Policy allows companies to move beyond legal compliance and set a specific road safety criterion that aligns with the company’s operational requirements and safety objectives. A commitment to a MVS Policy can be

demonstrated by integrating the policy into a company’s Occupational Health and Safety Framework.10 It is also advised that the MVS Policy be signed and dated by the chief executive officer.11 The roles and responsibilities of all people involved in a corporate road safety program must be established and clearly documented in the MVS Policy. This includes a definition of all responsibilities assigned to both the employers and employees.10 A company should also designate a person to hold overall responsibility for the program administration.12 It is important that the MVS Policy is regularly reviewed and updated to account for new learnings in road safety, respond to trends in driver behaviors and incidents, and exhibit a fair representation of the safety standards currently enforced.12 (See Appendix 1, page 46 for an example of AT&T’s MVS Policy) The specific requirements of a corporate road safety program and policy will be explored in more detail throughout the remainder of this report. At a minimum, a comprehensive MVS Policy must cover: ›› Program administration ›› Responsibilities of drivers, supervisors, department heads, and relevant other stakeholders ›› Driver selection, authorization, and review

Chevron’s Minimum Required Elements of a Corporate MVS Policy Chevron’s MVS Policy identifies nine required elements (at a minimum) that need to be in place as part of a comprehensive road safety management process to minimize risk and promote motor vehicle safety for each location. (See Appendix 2, page 54)


›› Driving guidelines (e.g. speed limits, drug and alcohol limits) ›› Driver reinforcement (positive and negative) ›› Training for drivers, supervisors, and relevant other stakeholders ›› Vehicle selection, inspection, and maintenance ›› Requirements for goods transported (e.g. loading requirements)

Managing External Contractors The parameters of a corporate road safety program must also extend to the appointment and management of contractors. Even if the company contracts out its transportation services, it should still establish a company MVS Policy to ensure contractors are aligned with company road safety goals.

›› Process for reporting malfunctions and collisions

Appointing Contractors

›› Safety performance metrics

In the private sector, it is common practice for companies to make regular use of contractor companies for freight delivery and transportation services. To successfully incorporate external contractors into a corporate road safety program, efforts should be made to select the right contractors and set clear expectations from the start.

›› Disclosure of testing procedures (e.g. drug and alcohol testing, medical examinations) ›› Disclosure of monitoring systems (e.g. GPS tracking) Other areas for consideration in a MVS Policy include: ›› Use of personal vehicles for company business ›› Personal use of municipal vehicles by authorized drivers ›› Use of municipal vehicles by unauthorized drivers ›› Unauthorized passengers

In order to manage consistency in safety procedures and legitimacy for the MVS Policy, there must be a clear process for hiring and managing contractors in line with corporate road safety standards. There should be a company-wide process for managing the selection of appropriate contractors from a health, environmental, and safety perspective. This process should focus on defining requirements, company expectations, and monitoring contractor performance. As part of the contractor hiring process, organizations should ask to review contractor companies’ documented motor vehicle safety process. The information supplied by contractors should then be assessed against the corporate MVS Policy. For those companies that make regular use of contractor companies, a list of preferred vendors should be established with regard to their safety standards and alignment with the MVS Policy. The appropriate documents, forms, compliance materials, and training for contract drivers should be clearly established.

Influencing Vendors In best practice, any individual working under company authority must understand and work within the requirements set forth by the MVS Policy. Organizations 12 TOGETHER FOR SAFER ROADS

must therefore work with contractor companies to establish clear guidelines for safety standards. Expectations are typically reinforced in contract language. In shared responsibility situations, policy needs to reflect each party’s specific role in managing fleet safety.11 In circumstances where the contractor has the responsibility for ensuring the safe performance of work, this should be viewed as a partnership and hiring companies must engage with contractors to support them in performing their work in a safe manner.11 Depending on the agreement between corporations and contractors, some companies take responsibility for

training and educating contract workers on compliance and safe work practices. In these instances, contractors are trained in the same way as company drivers. Responsibility for driver training should only be granted to contract companies in the presence of a robust training program that meets all requirements of the corporate MVS Policy.

Setting Road Safety Standards and Monitoring Compliance The requirement of companies to manage and monitor contract workers’ safety performance will depend on

Chevron’s Process for Hiring and Managing External Contractors Chevron has developed a company-wide process to manage the qualification and selection of contractors from a health, environmental, and safety (HES) perspective that focuses on defining requirements, company expectations, and monitoring contractor performance. The work of Chevron’s contractors is managed using the applicable Operational Excellence processes; in this case, the MVS Policy process. While the contractor has the responsibility to ensure the safe performance of work, Chevron views the relationship as a partnership, where Chevron engages with

its contractors to help them perform the work as expected. For example, part of Chevron’s contractor qualification questionnaire includes asking if a contractor company has a documented motor vehicle safety process; then, as part of the contractor qualification process, Chevron can review the information supplied by the contractor against Chevron’s expectations.

inspections and the use of invehicle monitoring systems, or a behavioral safety program to provide coaching and feedback on driver performance—in a similar manner to the standards used for Chevron personnel. These expectations are typically reinforced in contract language or via the use of exhibits appended to the contract.

At a minimum, Chevron requires its contractors to cover pre-trip vehicle


the specific contractual agreement reached between the corporation and contractor company. At a minimum, contracted or lease drivers should be monitored in a similar manner as company drivers and must be held accountable to the same safety standards. Contractors should be required to perform basic pre-trip and post-trip vehicle inspections, and follow the same process for vehicle malfunction and incident reporting as set out in the MVS Policy. The use of in-vehicle monitoring systems should further be used to track the performance of contract workers and compliance with the MVS Policy.11 Regularly used contract drivers should also have their vehicles inspected by in-house maintenance teams.

Data Collection and Analysis Once the guidelines of a corporate road safety program have been established, a process for collecting, analyzing, and reporting data must exist for tracking driver performance, monitoring program outcomes, identifying areas for improvement, and measuring program success.

Data Collection on Company Vehicles and Drivers In order to expand company knowledge and monitor program success, it is important to set corporate road

Ryder’s Data Collection, Analysis, and Reporting Process Ryder’s Safety Analytics Group creates weekly, monthly, and annual reports that track incident frequencies and identify trends. This information is used as the foundation for the development of the company’s safety strategic plan. Each month, a detailed safety scorecard report is created and reviewed with company leadership. The report details topics such as injury and collision frequency, safety costs, online safety plan (RyderSTAR) performance, and training completion results. Ryder has also recently developed another metric, Total Safety Index (TSI),


which is a single composite score for all of the safety measurement categories. TSI has brought a heightened level of accountability among the various teams within the company. In conjunction with the monthly scorecard report, each week the Safety Analytics Group

distributes a Safety at a Glance (SAAG) report. The SAAG report provides an intuitive dashboard that shows real-time incident and trend data. The SAAG report allows leadership to respond quickly to developing safety trends as they unfold throughout the year.

safety goals and criteria for measuring performance. Safety performance metrics should be established prior to initiating a corporate road safety program, and can include a number of factors, such as injury and collision frequency, the number of collisions per miles driven, the number of collisions per vehicle, and the amount and frequency of deviations from the MVS Policy.13 The use of telematics in company vehicles is one way to capture data on driver behaviors. GPS tracking devices can be used to capture warnings data including harsh breaking, harsh accelerations, seat belt misuse, and speeding.

Data Review and Analysis Once data on company vehicles and drivers has been captured, this data can then be analyzed to identify patterns and trends in driver behaviors and vehicle incidents.8 Insights from this analysis can help management make decisions about the most effective and efficient ways to manage risk.8 Fleet safety policies should be continually reviewed in light of this information to ensure companies align with best practice and emerging developments.8 Training programs should include common areas for improvement based off of the data collected. For industry best practice, data on safety performance metrics should be reviewed either monthly or quarterly to identify trends.8 Road safety performance should be evaluated annually against results from previous years, and improvement goals should be established accordingly. Regular review of data on vehicle collisions can illustrate the impact of corporate road safety programs.8 Depending on the needs and capacity of different companies, in some circumstances, it is most practical to hire third party organizations to complete data management and reporting.14 These external providers can gather and analyze company data, providing companies with detailed reports that are easy to interpret.

Act as a Singular Point of Truth for Driver Performance

performance. In order for drivers to take accountability for their own safety performance, drivers need to have complete access to their individual driving history data and risk rating.14 Through collecting, analyzing, and disclosing data on driver performance, drivers can be better informed on how well they’re performing, how close they may be to triggering remedial action, and what action they need to take to improve their performance.14 Data on driver performance should be leveraged to create a singular source of truth about driver performance.15 Accurate record keeping on violations of the MVS Policy, Motor Vehicle Records (MVR) (including qualifications, training completed, etc.), and collision reports should be kept for all drivers. This information can provide actionable insights that can highlight behavioral issues and training requirements.15 Availability of this data can further allow for benchmarking, where drivers’ performance is compared against internal and industry standards.15

Opportunity for Shared Data and External Reporting Fleet safety achievements are defined by positive results in companies’ safety performance metrics. Specific achievements may include a reduction in motor vehicle incidents, driver injuries, or costs incurred, as a result of instituting road safety programs. Fleet safety can be used to share best practice and enhance industry knowledge.8 It is important for companies to report the results of their road safety programs, both internally and externally, to maximize the impact of the program and communicate key learnings.14 If companies can prove a reduction in their incident rate and their average cost per incident is known, companies can further project the money their road safety efforts have saved.14 Evaluating the success of implementing road safety initiatives is an important practice for boosting employee commitment, improving company morale, and shaping industry best standards.10

Data on driver behaviors can be used for auditing conformance to the MVS Policy and measuring driver Advancing Road Safety Best Practices for Companies and Their Fleets 15

PILLAR TWO SAFER ROADS AND MOBILITY

There is opportunity for companies to limit the inherent risk of their road activities, through adequate pre-journey planning and careful selection of transportation routes. Transportation voyages should be designed to permit safe driving practices, and where possible, the safest roads for the specific task at hand should be utilized.

Managing the Transportation Journey Transportation journeys must be carefully planned and analyzed to manage the risk associated with driving. Consideration for drivers’ schedules, distance covered, possible hold-ups, and potential road hazards should form part of the transportation planning process.

Walmart’s Journey Management Planning Walmart has a unique dispatch philosophy, where the company does not dispatch drivers based on the available hours reflected in its electronic logging system. Walmart drivers are dispatched based on the hours drivers state they are able to run. This dispatch philosophy allows drivers to control their schedule, adjust it based on their individual needs, and provides the driver the freedom to take additional or longer breaks as necessary.


Journey Management Planning Efficient transportation planning plays a vital role in managing a company’s road risk and supporting safe practice. Management must set realistic schedules and delivery time targets to ensure drivers are able to drive well within speed limits and to account for possible holdups.8, 13 Journeys should be planned to minimize mileage and driving time8, and where feasible, multiple drivers should be used to ensure drivers are well-rested.15 Employers should work with drivers to make it clear that unforeseen events never call for excessive speed, missed

breaks, or dangerous practice.8 In some circumstances, the best way to reduce road risk is to limit the amount of time spent on the roads. Where applicable, organizations should consider sustainable journey planning, to reduce the number of transportation journeys and time spent on the road.8

Hazardous Route Mapping An additional area of emphasis in a company’s journey management planning should focus on enhancing the safety of all travelers by identifying and managing the potential hazard associated with each journey. Route

Ryder’s Process for Hazardous Route Mapping Ryder drivers travel on all types of urban and rural roadways such as interstates, construction zones, school zones, and mountain passes. Since many roadways are not specifically designed for commercial equipment, it is important that drivers operate on designated routes to ensure the safest and most efficient route for the driver. Route design is accomplished by using software that takes into consideration the roadway type, route mileage, traffic, weather conditions, time of day, road closures, and hours of service. To further a driver’s route knowledge, Ryder may also provide Route Hazard Guides. These guides provide a pick-up or delivery location’s address, driving directions, an overhead


satellite image of the delivery site’s entry and exit points, and any high-hazard fixed

objects that may interfere with safe maneuvering.

mapping for commercial fleets should aim to avoid residential areas, town centers, and schools where possible.8 On occasions where drivers are scheduled to drive on roads or in conditions they are not experienced with, a Journey Management Plan (JMP) should be developed and distributed to drivers in advance of the journey to ensure drivers are fully prepared and feel comfortable with the task at hand. A JMP provides detailed trip information including route hazards, safe areas to perform equipment or cargo securement checks, and safe locations to rest and stop for fuel. A standard process for hazardous route mapping is set out below:

steep hills, sharp turns, poor road conditions, narrow bridges, roadworks, schools, etc. ›› If a transportation route is deemed hazardous, check to see if there are any alternative routes available. If there is, change the transportation route accordingly. If there is no viable alternative, ensure drivers are advised well in advance of the transportation journey. ›› Provide additional training where necessary. Post photos of route hazards and discuss the potential risks with drivers. Ensure drivers know the signs to watch out for and how to respond if issues occur.

›› Determine if any areas of the transportation route are hazardous. Key factors to consider include: Advancing Road Safety Best Practices for Companies and Their Fleets 19

PILLAR THREE SAFER VEHICLES

Investment and upkeep of safe vehicles is a key component of a corporate road safety program. Vehicles should be selected with consideration for their safety structures and when relevant, additional safety features should be incorporated to maximize vehicle safety. Companies must further commit to monitoring and preserving vehicle safety standards via regular inspections, maintenance, and servicing.

Selection of Vehicles It is ultimately the responsibility of management to procure and sustain safe company vehicles.8 In best practice, vehicles are purchased based on the type of task they will perform.

Vehicle Selection Criteria Selecting the make and model of vehicles should not necessarily be a one-size-fits-all approach, but rather be tailored to the specific task that vehicle will be required to perform. Before purchasing a vehicle, companies should have a clear understanding of the vehicle’s duties, including an estimation of distance to

TABLE 1: CLASSIFICATION OF COMPANY VEHICLES Size Class

Gross Vehicle Weight (Pounds)

Description

Light truck

Up to 10,000

Typically pickups or light vans

Medium truck

10,001 to 20,000

Usually refers to vehicles as 1½ tons to 2 tons

Heavy truck

20,001 to 45,000

Usually refers to vehicles as 2½ tons to 4½ tons

Extra-heavy truck

Over 45,000

Typically very large dump trucks and larger mix-in-transit trucks

Heavy truck-tractor

Up to 45,000 (GCW)

Typically the smaller tractors and trucks equipped with a fifth wheel for hauling semi-trailers or mobile homes

Extra-heavy truck tractor

Over 45,000 (GCW)

Majority of tractors, regardless of single rear axle or dual rear axle Advancing Road Safety Best Practices for Companies and Their Fleets 21

TABLE 2: SAFETY FEATURES FOR CONSIDERATION IN COMPANY VEHICLES Area for Safety Enhancement Blind spots and visibility

Collision mitigation

Electronic stability control Lane departure warning Speed control Seat belts Additional vehicleto-infrastructure warnings

Additional vehicle-to-vehicle warnings

Safety Devices Available • Spot mirrors

• Underrun guards

• Spot cameras

• Rearview camera systems

• Reversing alarms

• Side and back up cameras

Automatic brake system that is set to maintain a distance no less than 3.6 seconds from other vehicles. Sensors and vehicle technology systems work together to direct a vehicle to brake automatically when the minimum distance is breached Automatic brake system of individual wheels to prevent the heading from changing too quickly (spinning out) or not quickly enough (plowing out) Cameras and/or sensors work with vehicle technology systems to warn drivers any time a vehicle begins to drift outside of its current lane of travel Engine control system that prevents vehicles from exceeding a set speed limit Seat belt alarms • Curve speed warning

• Reduced speed/work zone warning

• Oversize vehicle warning

• Restricted lane warning

• Pedestrian in signalized crosswalk warning

• Stop sign warning

• Railroad crossing warning

• Weather impact warning

• Red light violation warning

• Work zone warning

• Control loss warning

• Left turn assist

• Do not pass warning

• Pre-crash actions

• Emergency electronic brake lights

• Situational awareness

• Emergency vehicle alert

• Tailgating advisory

• Forward collision warning

• Transit vehicle at station/stop warning

• Intersection movement assist

• Vehicle emergency response

be covered, the conditions of transportation journeys, and where relevant, the type of cargo to be carried. A conscious effort should be made to select vehicles that perform well on both crashworthiness and functional dimensions.8 (See Appendix 3, page 56 for The United States Transport Accident Commission’s Safe Vehicle Purchase Policy)


Additional Safety Features Company vehicles should be equipped with all devices legally required for their specific make and model.8 At a minimum, vehicles should also be equipped with a first aid kit, emergency signaling device, and a fire extinguisher.12 There are a number of additional safety features companies may consider for their vehicles to support drivers’ safety performance through vehicleto-infrastructure (V2I), vehicle-to-vehicle (V2V), and vehicle-to-pedestrian (V2P).

AB InBev’s Motorcycle Inspection Protocol Many of AB InBev’s global distribution centers rely on sales representatives traveling via motorcycles. With the higher visibility of motorcycles, AB InBev’s motorcycles are equipped with front-disk breaks to allow for shorter stopping distances and telemetry systems to allow driver monitoring while in the field. The telemetry system provides the ability to track driver location, local speed limits, rapid accelerations and dis-accelerations, and idling. The motorcycle drivers also are equipped with full-face helmets, jacket and pants with reinforcements and padding, steel-toed shoes, and special motorcycle gloves.

Training for AB InBev’s motorcycle operators happens at least twice a year—once in classroom and once in a practical environment. Additionally, each morning before each motorcycle operator goes on route there is a morning blitz, where the management team meets with the operators to check the vehicle and operator’s ability.

Vehicle safety technology is a rapidly emerging field, especially in Australasia, Europe, and North America regions. Adoption of safety technologies or other safety features will depend upon the specific requirements of company vehicles, conditions of the roads encountered, and the need of companies to respond to trends in driver behaviors and incidents. Safety features for consideration are listed in Table 2. (See page 22)

The daily inspection includes a 360 review of the vehicle and the driver completes a practice course. Each driver has two chances to complete the course. If they fail both they cannot go in the field. Management also conducts spot checks by monitoring the telemetry systems reporting.

Maintenance and Servicing of Vehicles Once company vehicles have been selected, management must then ensure that reasonable processes are set in place to monitor vehicle efficiency, track wear and tear, and ensure vehicle safety levels are well-maintained.

Vehicle Inspections Regular vehicle inspections are essential for identifying malfunctions and managing vehicle faults. The frequency and formality of vehicle inspections will


AIG’s Experience with Collision Mitigation AIG Casualty Risk Consulting was approached by a freight company to identify technology that could be added to new Class 8 trucks to reduce rear-end collisions, the most severe type of collision. To help solve this problem, risk consultants recommended that the customer invest in a collision mitigation system for their vehicles. As of 2015, the freight company has collision mitigation technology installed

in roughly 60 vehicles. To date, none of these vehicles have been involved in a rear-end collision. It is estimated that

ultimately depend upon the capacity of the company. When setting inspection requirements, it is also important to consider the duties of different vehicles. The projected wear and tear of vehicles, based on the tasks those vehicles perform, is a good indication of the inspection frequency required. Overall, it is best practice to ensure vehicles are inspected prior to and following every transportation journey.8 To minimize the difficulty of managing routine inspections, drivers should be trained in performing basic pre-drive and post-drive inspections to check for warning signs.8 These inspections should be formally noted and reported to keep management informed on vehicle status and to support post-crash investigation. Safety critical components to inspect during predrive and post-drive inspections include lights, horns, brakes, tires, and steering wheel function.8 Depending on the size of the fleet and resources available, some companies require pre-drive and/or post-drive vehicle inspections to be performed by department supervisors 24 TOGETHER FOR SAFER ROADS

this technology will provide a 40 percent reduction in severe crashes.

or operational leads. (See Appendix 4, page 58 for AT&T’s Pre-Driving Vehicle Inspection Checklist)

Servicing and Vehicle Turnover In addition to pre-drive and post-drive inspections, company vehicles must go through documented maintenance inspections to regulate servicing and renewal. These inspections must be performed by qualified persons, as set out in the MVS Policy, and include a method for identifying and removing vehicles that are no longer road worthy and/or safe to operate. It is industry standard to determine the frequency of maintenance inspections based on manufacturer requirements.12 Annual maintenance inspections are recommended for vehicles with high mileage. A complete preventative maintenance program should include accurate recordkeeping of all service and repairs performed; include pre-drive and post-drive inspection reports, detailing any defects noted and reported; require authorized inspections of all safety

Ryder’s Vehicle Safety Features All new Ryder tractors are equipped with a vehicle safety package that consists of LED headlights, roll stability, collision mitigation, adaptive cruise control, and lane departure warning. LED headlights allow a driver to see further down the road while reducing eye strain and fatigue. Lane departure systems warn a driver any time the vehicle drifts outside its lane of travel. Adaptive cruise, roll stability, and collision avoidance systems maintain a truck’s following distance of no less than 3.6 seconds and will apply the brakes any time it senses that the vehicle is cornering too fast or a collision with a slower moving vehicle is imminent. Ryder also utilizes in-cab technology such as SmartDrive Systems and GreenRoad Technologies. GreenRoad uses an accelerometer to identify events such as hard stops, hard turns, speeding, and aggressive

lane change maneuvers. The system provides driver feedback using green, yellow, and red blinking lights. Safe driving maneuvers blink green while risky driving maneuvers blink red. An overall GreenRoad performance score for each driver is compared to other drivers and any necessary coaching or retraining is provided by Ryder supervision or a driver trainer.

and the road ahead. Events such as hard stops or turns trigger the system which automatically sends a 20 second digital recording to a team of SmartDrive analysts for review. Video that is confirmed as risky driver behavior is used by Ryder supervision for coaching. The system is especially useful for providing an overall driver safety score and as part of the post-incident claims management process.

SmartDrive uses inward and forward facing cameras that continuously record the driver

equipment; and require mechanics and/or service providers to document completion of repairs.12

Reporting on Malfunctions

With the right vehicles, safety equipment, and maintenance procedures in place, it is important that company drivers have the appropriate qualifications, skills, physical ability, and attitudes they need to successfully meet safety expectations.

Reporting guidelines must form part of the corporate MVS Policy and cover the requirement of drivers to report any vehicle malfunctions as soon as possible. If a safety-critical defect is reported, it is crucial that the vehicle is removed from the road for repairs immediately.8 Advancing Road Safety Best Practices for Companies and Their Fleets 25

PILLAR FOUR SAFER ROAD USERS

For a corporate road safety program to be successful, employee participation and commitment to safe practice is essential. Companies must develop an environment that influences and supports the emergence of safer road users. Methods for influencing employee attitudes towards road safety, expanding employee knowledge, extending driver skill sets, and fostering ongoing learning and development should be implemented within a company.

demonstrated at all levels of the organization.8 Gaining support for improving road safety at the senior level is crucial to ensure a company has buy-in from the top.8 The inclusion of specific road safety objectives in management’s annual objectives is one way to encourage participation in the organization’s road safety program. Once management support is secured, consistency in enforcing corporate road safety policies should be established. It is important that all employees, including senior managers, follow the same road safety policies and procedures to develop a commitment to road safety at an organizational level.8

Reinforcement of Road Safety Programs through Incentives and Disincentives

Developing a Safety Culture Companies can work toward developing an internal safety culture through uniform messaging on safety initiatives, incentive and disincentive schemes for driver performance, and a process for reporting on program updates and outcomes.

To reinforce the importance of corporate road safety initiatives, organizations should have incentive schemes in place to recognize good driving behavior and penalize poor performance.10,14 Incentives should be distributed to employees in front of the whole organization to acknowledge and reward employee commitment.8 On the other hand, it is vital that consequences for poor driving behaviors are visibly enforced.8 Penalties for ill compliance to road safety standards must be delivered promptly and with minimal leniency.

Gaining Buy-in from Management In order for corporate road safety programs to be successful, a commitment to road safety should be Advancing Road Safety Best Practices for Companies and Their Fleets 27

Ryder’s Safety Roll Call Initiative As part of Ryder’s corporate road safety program, every driver who is injury and collision free throughout a calendar year is added to an annual Roll Call poster. This poster is distributed to all Ryder facilities to acknowledge outstanding employees for their commitment to road safety. Ryder’s Roll Call recipients are often rewarded with prize giveaways that are presented to drivers in front of their peers.

Walmart’s Safe Driving Incentive Programs PAY NCENT VES Wa mart dr vers rece ve ncent ve pay for add t ona act v t es they comp ete such as hook ng to tra ers and mu t -stop de ver es More mportant y Wa mart dr vers are pa d to take the r mandatory 10 hour U S Department of Transportat on DOT rest break n an effort to ncrease safety awareness and performance Wa mart has mp emented a quarter y safety ncent ve program Dr vers earn th s ncent ve each quarter they comp ete w thout be ng nvo ved n a preventab e co s on or nc dent Dr vers are pa d an add t ona rate per m e for each m e dr ven dur ng the quarter

28

TOGETHER FOR SAFER ROADS

2014

Zero Co s ons & Zero n ur es

Safety Roll Call TEAM 2 Eddie G. Agnew Vanessa Allen Hector Alvarado Antonio L. Andrew Omar Cano Carl E. Carrico Jose Chaparro James A. Clements Keith R. Cole Gerardo Contreras Thomas S. Cooper Yudelka M. Cornelio Acosta Alberto Corralejo Derek R. Crawford-Wallis Adriana Davalos Maria D. Delgado Amber N. Dickerson Ousmane Dieng Madior Diouf Jesus L. Duque Erika Falcon Deangelo E. Flagg Andres Garcia Hugo L. Garcia Phillip J. Garnett Bruce A. Goelz Carolyn J. Hall Steven Hall Javier Hernandez Yvonne Hernandez Rogelio Herrera Damon L. Hill Matthew Huddleston Miguel A. Jimenez Atlas Johnson Crystal R. Johnson Penny J. Johnson Michelle D. Jordons Jacqueline L. Kelly Angel M. Keys Jason T. Lewis Carmen M. Liggett Michael W. Lindsey Onnie Massey, III Hugo Melendez Terrence S. Mitchell Lawrence F. Mock Arnetta D. Morris Syed S. Nadeem Lorie L. Neese Mario B. Nuñez Jose C. Palacio Oscar Palacios Wido G. Palacios Kishor P. Pandya Anthony J. Poitras Isaias A. Ramirez Marvellous N. Revell Leopoldo Rodriguez Richard O. Rodriguez Alberto J. Sanchez Paul A. Short, Jr. Ikhil Sichuga Deborah L. Smith James M. Stuckey Joel W. Tellis Veronda L. Tevebaugh Patricia A. Thomas Fredy R. Toral Pedro A. Uribe, Jr. Luis G. Vargas Jesus J. Vega Balvino Velasquez Sandra Vernaza Fulton G. Vincent Michael P. Wallace James A. Webb TEAM 3 Misael Abarca James P. Adams Casimiro Adrian Antonio T. Afonso Gabriel Aguilar Timothy D. Allums Joseph J. Anderson Rolando A. Angulobernal John H. Armstrong Willie Arnett Andrew R. Babineau Lance J. Baker Juan Barron Timothy Barron Charles A. Bassett Steve Bearden Mayumi Beasley David V. Benne Terry L. Block Robert L. Boggess David Bradshaw James J. Braswell, Jr. Ruben R. Bravo, Sr. Daniel S. Bridger Burke A. Bringer David Brooks Reginald L. Brooks Anthony Brown Dana K. Brown Lawrence E. Brown Melvin A. Brown Rodney T. Brown Gary L. Butler Edmond B. Butler, Jr. Pamela Caldwell Thomas J. Calgaro Douglas B. Campbell Luis R. Carcamo Joanna Carney John Carpenter George D. Carsey Jerry L. Carswell Isaiah Carter Martin M. Carver Denis Castro Aaron L. Celestine, Sr. Michael Chabot Joseph B. Chierici Reagans Cleveland Gary K. Clinesmith Robert L. Cole Paul J. Collins Richard G. Compton Robert N. Conti, Sr. Ronald L. Cook Timothy Cook William W. Cook Richard Corn Timothee Costume Lazaro L. Crespo Elbert Cross Jonathan R. Davis David B. Dearing Chris L. Debey Ernest Deleo John E. Derushia Francis M. Dethlefsen Scott J. Dimicco Ronald J. Dixon Earl C. Dooley Andrew T. Doolittle Wilbur L. Dozier Carl E. Dry Tareq Dubbein Dennis A. Duncan Randy J. Duncan Earl D. Duncombe Guillermo Duron Christopher M. Eaton David W. Edwards Keifer Edwards Joseph H. Eggers, IV Howard Ellis Arturo J. Escobar Everett Evans David Ewin Omar Fernandez David Fields Donald C. Fitz Leland Fondow Mark H. Ford Rodney A. Ford Harvey Foster William W. Fowler Stephen J. Fox Joel Francisco Lucius Frazier Larry D. Fyfe Terry Gallin Bernardo L. Gaytan Edgar V. Gibson, Jr. Lester Gilbert David Gilly Douglas Glendenning Reginald Goffney Terry L. Goodwin Tony A. Grant Johnnie E. Grantham Michael A. Gravely Forrest L. Green Michael D. Green Stevie Green James L. Greer Harvey A. Greer, Jr. Kenneth A. Grimsley Victor A. Guajardo, Sr. Hiram A. Hall Glen W. Hand William P. Hansen George C. Hays Justin Heck Marvin A. Hernandez Yamilez M. Hernandez Paul D. Herndon Alfred Hill Ernest E. Hoback Daniel W. Hodges Charles Hogue Timothy Holland John E. Hollingshead James H. Hollis, Jr. Joe Hunnicutt Christopher E. Hunter Terry L. Hunter Brian J. Hyer Muhammad Irfan Michael N. Jackman Vicente J. Jackson Andre L. Jackson, II Crystal D. James Anthony James, III Lawrence D. Jampsa Cecil A. Jones Rickey D. Jones Takeshia R. Jones Rickey V. Jordan Douglas F. Justice Donavon E. Keiner Joe F. Kelly Blaine K. Kemp William Ketcher Joseph J. Killian Raymond A. King David E. Klosowski, I Albert J. Kluge John H. Knisley David E. Knoll Michael D. Kramer Sandy Kramer Jerry A. Kremer David Kulka Kenneth P. Kulko Pedro C. Laguna James G. Laird Robert A. Landers Sam A. Lang Marion Langley Bryan W. Lapuyade Mary M. Laubach Richard A. Lauschin Calvin Lee Wildred J. Lee, III Gottfried Leyer Joseph C. Lichota, Jr. Robert Lightfoot Esau Loera Jorge W. Lomba Elvie D. Loving James F. Lowery Stanley Loyd William M. Lynch Michael J. MacDona Thomas Macias Tri H. Mai Leonard G. Malcolm Larry Mallard Robert Manzanares Matt J. Mariani Frankie Martin Richard D. McCallum Allan G. McCool Willie J. Meeks Stephen Melendez Leslie W. Mezzell Manolo Miranda Chad D. Mitchell Mario Montoya Bobby L. Morey Donald Morgan Terry R. Morgan, Jr. Peter Morley David Morris Neil I. Morris Juan E. Muñoz Arland D. Myers Ron L. Naccarato Harold L. Nash Jack R. Nault Dennis J. Newhart, Sr. David Nichols Jose Nuñez Michael O’Donnell Steven Oliver David P. Olson Fabio A. Orozco Eduardo Ortiz Carl Osterlund Anthony S. Parker James R. Parkes Clyde I. Parks Terry Parks Kurt A. Patterson Billy Penney Angelo F. Petruzzelli Anthony L. Pettit, Jr. Brian W. Phipps Gary Pierce Charles Pine Craig L. Pitts Cheryl Ponder Luis A. Portillo Tyrone E. Powell Jaime Preciado John M. Purinton Juan E. Quevedo Harold Radke Gilberto Ramos Samuel V. Ramos Paulino D. Ramos, Jr. Jesse M. Reed Timothy D. Reische Richard Reishus Mark Renfro Arthur S. Reynolds Marc C. Richetti Gregory W. Riddle, I

Nicanor Rios Raul E. Rivero-Mendoza Rick W. Roberts Mark D. Robicheau Henry S. Robinson Dale A. Rodgers Jose C. Rodriguez Peter J. Roeseler Faraldean R. Rolfson Thomas L. Ross Terry L. Ross, Jr. Tom P. Rough Wayne D. Roush Greg Rumbaugh Pamela J. Sadzewicz Ruben A. Sanchez Rene Sanchez, Sr. Derrick A. Sanders James Sanders John Sanders Roger Schoch Kenneth Schou Gerald J. Schwartz Brian K. Scully, I Randy Self Henry L. Shockley Charlie R. Simpson Richard Smith Terry Smith Larry D. Spaeth Timothy Spenard Stephen Spence Ralphael M. Stancil Glen R. Stephens Jeffrey R. Stephens Eric Stevens Forrest J. Stewart Jerry Stice Ted L. Stockton Robby K. Stoddard Marion J. Stover, II Gregory R. Stuart Joseph E. Taggart Bobby L. Taylor David Teicher Herbert M. Thomas Edward E. Thompson Joseph R. Thompson Rex E. Tierney John W. Tipton Eric J. Tomchik Steven T. Tran Jonathon M. Tremain Don M. Turpin Franklin T. Twiss Jeffrey Ullery Astor L. Vallejo Dean B. Vallejo Steve J. Vandusen Arturo Vargas Kevin L. Vaughn Thomas R. Vaughn, Jr. Michael A. Vega Esteban Velasco, Jr. Curtis G. Venhaus Johnnie Venters Juan A. Vera Sergio Victorino Craig L. Vorwaller Lloyd E. Wagner Jerry F. Walker Fred A. Ward Randall J. Ward Jesse Warford James D. Waters James D. Waters, II Ken K. Webster Kenneth B. Wells Jason L. White Jackie D. Whittle Ronald Wigren Bradley R. Williams Brian S. Williams David E. Williams Randy L. Williams Eric J. Willis Jason S. Willmorth Andrea Wilson Phillip Wilson Brian P. Winters, Jr. Kenneth Wolf Ian Wood Lowell I. Wright Randy Wynn Spiridon Xanthacos Daniel Zajicek Paul Zimmerman Josh O. Zueger David A. Zuhars, III TEAM 4 Brandon Woods TEAM 5 Mitiku T. Abate William A. Abbott Donna J. Abney Francisco R. Achulli Isabel Achulli Lonnie J. Adams Richard A. Adkins Taye A. Akinro Loida Alcocer Roberto Aleman-Mena Lori A. Alexander Rickie A. Allgood Felipe Alvarado Earl P. Amsler Ada H. Anderson Desiree D. Anderson Felicia A. Annan Carlos H. Arango Gerardo Arriaga Tabatha M. Atilade Jose Batista Elizabeth A. Beckman William N. Beeler Steven E. Beets Robert Benevento Bobbi L. Bennett Nicholas B. Bentley Esther B. Berko Eric D. Berry Tarnue J. Beyan Jon D. Bishop William G. Blankenship Sherry L. Blondell Pamela S. Blue Tonya R. Boicourt Henry L. Boyd Edward O. Breckenridge Daniel L. Brown Lynsey M. Brown Roger D. Burchett Leah A. Burns Beverly J. Burpo Maria D. Cabrera John Caldwell Edilberto Canizalez Nyemade W. Carey Robert C. Carey Marion E. Carlisle Danny D. Carter James E. Chapman Jennifer L. Chenoweth Timothy J. Christian Sarah G. Cline Robin P. Cochran Darlene Cole Gerri L. Cook Steven J. Cooper Joe Covarrubias William L. Cox Darryl R. Craig Tia L. Craig Jonathan S. Cunningham Elizabeth A. Dale Timothy L. Dale Edward A. De Hainault Teresa De Jesus Latiya D. Deshazier Demba Diene Moumouni B. Dityaro Patricia A. Duncan Theresa A. Dunkling Irshad A. Durrani Bertha L. Duval Glenn K. Edwards Melissa R. Eli Daniel G. Elliott Mohammed Elouadih Milford W. Evans Wuraola L. Faniyi Juana Fernandez Vickie J. Foran Dana L. Ford John D. Fox Eduardo Galindo Laouali Garba Bouzou Rodney L. Gates Nicole L. Gibson Beth L. Gill Andrew N. Gillium Michael A. Godfrey Jose A. Guevara John F. Guth Treva K. Haddix Damon D. Hampton Marjorie L. Harlan Beverley A. Harper Tina M. Hatcher Michael J. Hensley Ronald R. Herald Joaquin Heredia Rodney C. Hiatt Angela M. Hicks Michael K. Hilliard Fairfacts R. Hodza Bobbie A. Hoytol Lian Huapi Ram Hup Elisa Jimenez Linda F. Johnson Jerry A. Jones Valarie Jones Donald M. Jones, Jr. Augustina O. Joseph Martin N. Kamau John E. Kelly, III Duh Khun Nathan King Victor L. Kolo Abdeljalil Lala John Lamar, III John C. Lange Lai H. Lauttlai Jane A. Leeper Ronald Legerme Tadele T. Lemma Casandra Lewis Sungchin Liantu Jason L. Likens Troy L. Lillard Steven E. Lloyd Debra L. Lopez Luis Lopez-Muñoz Richard L. Lovett Marquise L. Mable Naw Naw Marip Deborah J. Martin Leonel Martinez Timothy W. Mason Patansy R. Maxey Justin L. Maynes Melvin W. McDonald Stefanie A. McKinney Nelson B. Melgar Lydia P. Menciano Monica Millan Anthony W. Minton Alice P. Moffett Marie C. Montauban-Ocean Karen A. Morrison Terry W. Myers Smail Nabil Timothy V. Nawl Fadekemi T. Nwobodo Calvin A. Obedi Sharon L. O’Dell Ginger L. Oder Adedayo A. Ojo Larry F. Olds, Jr. Connie S. Olson Beverly A. Pardue Darrell B. Parker Janet G. Parmenter Walter L. Parr Richard K. Parson, II Rafael Paz Tiffany N. Pearson Andrew K. Peeden Raymond E. Perdue Christopher T. Pitcock Donald M. Potts Michael S. Pruitt Yamna Qadmoun Tony Randle Anthony B. Reed Paula Rhodes Nancy A. Richards Derek L. Ridenour Bobie Riggs Lee Ann Rinehart Thida Robert Joyce M. Robinson Shonita L. Robinson Jose A. Rodriguez Allen F. Roettger Endy T. Sanchez Salvador O. Sanchez Uribe Denise Sanders Michael G. Sawyers Lisa T. Sayers R. A. Schultz Kevin L. Schwindler Christopher W. Scott Murtaza Shah Damien A. Simons Andrea D. Sims Justin T. Smith Kurt N. Smith Bradley M. Smock Kimberly A. Solik Kaisorn Souriyamath Marsha A. Stidham William T. Stinnett Sherri L. Strong Esther S. Sung Kimberly I. Swails Mouhsine Tayaa Dewight D. Taylor Tina E. Taylor Jeffrey L. Terry Khamla K. Thanadabouth Robert H. Thompkins Jaime L. Torpoco Vilma R. Torpoco Kathie M. Trent Edith M. Turcios Lynn F. Tyler Brad E. Utterback Lisa R. Vernon Dale R. Vick Joseph J. Villarreal Victor A. Villeta Norma Wadman Steven D. Walker

Curtis R. Ward Vernon L. Warren Edward D. Weems Connie D. White Harold D. Willhoite, Jr. Jason M. Williams Marinna J. Williams Michael Williams Michelle A. Williams Jerri A. Wilson Mark A. Wilson Daulfus L. Wood Maxwell E. Wright Kehinde A. Yisau Dennis S. Younce Duhcem Zaathang TEAM 7 Timothy L. Abbott Carlos Aceituno John A. Ackerman John P. Allaire Kevin L. Arnold Leroy Askew Carroll L. Bailey Charles I. Barron Nanette S. Barton Robert J. Bendick Normand Bergeron Sebastian M. Bester David M. Billings Dale G. Brelsford William J. Brizard Robert Broadnex Herman Broos John B. Bruce Shane R. Carlisle Fidel A. Carrillo Denis A. Chardello Terry H. Chin Hector E. Cintron Clive A. Clarke Jose M. Concepcion Joseph J. Conti Michael L. Conwell Richard H. Cornwell Tony Corthion Ramfis J. Costas Thomas M. Dalton Kelvin E. Davis Dante Dean Lerdo C. Decker, III Hamidou Diabate Robert G. Dickson David L. Dishman Collins E. Dobbs Henri Dormevil, Jr. Harold L. Drummer Steven M. Duncan Ronald J. Durthaler Donald J. Dyer Michael Edwards Stephen J. Eliason Scott Elster Nick Esparza Thomas J. Farrell Zachary Farrenkopf Odormiro Ferreira Jason L. Ford William L. Ford, Jr. Michael D. French Salvatore A. Furia Jorge Galarza, Sr. Dean Galli Glenn Galli Michael C. Gallien Anthony Gaston Jonathan G. Gomes Anthony T. Graham William H. Green Thomas W. Greene, III Leon Groover, III Jose Guarcas John P. Guerrant Louis Guillaume Johnny Gumbs Rigoberto Gutierrez Donald R. Harding, Jr. Nathan R. Harris Michael T. Hasty Ralph Hernandez Robert Hetu Darius D. Hill Jeffery W. Hinrichsen Edward F. Hislop Robert L. Hoerter, Jr. Stephen A. Hopp Terry L. Huff, Jr. Timothy L. Hughey James Hutchins Donald P. Hynes Paul S. Imperatore Dieuseul Ismee Robert L. Jackson, Jr. John J. Jacques, Jr. Reginald W. James Inefable Jean-Baptiste Kenyatte Jenkins Eddie Johnson Tyrone Johnson Roosevelt Jones Donald A. Judy Johnny Juillet Darren L. Keipp Richardo A. Kerr William Kilbride Oxley T. Kinnaird Roy E. Landis, Jr. Brandon Lane Robert A. Lapointe John J. Laurin Richard Leblanc Anthony Llorens Markus D. Lockett John T. Longstreet David M. Longstreth Mark A. Ludeman Robert A. Mac Iver Todd D. MacGowan Joseph E. Marano Jose A. Martinez Brian Marty Ernest F. Matlock Jay P. Medeiros Jose L. Medina Rocky I. Mee, Sr. Cesar Miranda Eddin A. Morales Ra Sheem Z. Mosley Crispino Muñiz Edward P. Nelson Clifton A. Niles Larry S. Noyce Stacey K. O’Donnell Juan C. Ortiz Kathy A. Overbay Ronald C. Pancoast Daniel F. Paquette James W. Pardington Charles D. Parish Francisco Parra Harold A. Parrish Jose A. Perez Manuel Perez Guito Pierre Clinton T. Pike, Jr. Marlon A. Plua Steven J. Pollard Allen Powell, Jr. Timothy Quick Gregory G. Racette David Ramos David L. Randolph Scott G. Ratchford Jason O. Rios Jose E. Rivera Tashana K. Robinson Luis R. Rodriguez Angel L. Rosario Raul R. Salas Sean W. Salthouse Anthony J. Sammut Domingos N. Sanchez Edwin A. Santiago Jose Santos Rodney Satterwhite Daniel L. Schiffer Todd M. Schultz Christopher P. Scroggins Clinton L. Scroggins Howard K. Simpson David W. Smith Kurt F. Smith Steven L. Snider Donald K. Snyder Benjamin Soto Jeffrey A. Studimire Jeffery A. Sullivan Reginald Tanksley Robert L. Taylor Robert P. Taylor Horace L. Taylor, Jr. Hugh H. Tennon Antero E. Terceira Gary S. Terracciano Robert G. Tharpe Paul H. Therrien Daniel E. Tincknell John D. Tiniakos Ronald Tinsley, Jr. Joseph V. Vacarella, Jr. Manuel Vargas Roberto Vasquez David Vazquez Homere Venescar David T. Wakefield James D. Walker Cleo B. Walton Timothy A. Weatherby Michael R. Weldon Ronald H. Wensley Bobby D. Wesberry Marcus A. White Reginald D. White Richard A. Wilkerson Cortez D. Williams Bernard Winfield William H. Winslow Jeffrey A. Wojcik Jonathan J. Wolf John A. Wysocki TEAM 9 Timothy J. Abel Cassandra R. Adams Jeffrey M. Allen Scott L. Armour Ronald Atherton Wayne F. Badge, I Larry L. Badgley Cheryl A. Bailey Lakeisha S. Baldwin Thomas Bamrick James M. Beach Edward Berry Vicky L. Berry Jo L. Binns Deanna N. Bodiford Stephanie A. Boes Kelsey Boggs Craig Bowers William M. Briggs Nathan P. Brown Rebecca Brown Hung C. Bui Keith A. Burch Michael R. Burtle Jason S. Burton Rex J. Cannon Jacqueline A. Carson Randy L. Chase James R. Clark John Clifford Treah Clifford Jack D. Coffey Ronnie D. Coleman, Jr. Jeffrey P. Collier Connie J. Collins Blake E. Costello Tej Dahal Theresa Daniels Christopher J. Davis Jeffrey M. Davis Leonard D. Davis Terrence V. Davis Robert A. Dawkins Debra J. Decker Kent W. Dennings Alexander E. Deshaw Michael J. Dobson, Jr. Rebecca M. Doyle Michael L. Drumm Nicholas Ducharme David Duke Cuone Duong Lionel Estime Heather Evans Donna R. Finnie Carol E. Fitts Michael T. Fitzpatrick Erich H. Fleischer Karla J. Fleming Annie M. Flores Deshawn S. Flowers Nakita A. Flowers Mark W. Frey Mark G. Fritts Kelly J. Gallimore Michael J. Gardner Douglas R. Garnaat Alejandro Gomez Ursula S. Grayson Daniel J. Green David R. Green Mark L. Grubaugh Brandon M. Hall Jeffrey L. Hall Nicholas J. Hallenbeck Kenneth L. Hare Alton O. Harmon Jason Harrison Kenneth R. Haske John A. Hawkins Shaun M. Hawkins Kevin C. Hill Justin Hobner Lewis A. Hoskins Mark Howden Chad Hunt Gordon B. Hyler Sovanna In Paul D. Jackson Deeon R. Jenkins Bonnie J. Jenks Brian K. Jodway Allen W. Johnson Eric D. Jones Jeremy A. Kackley Alfred Keh Michael C. Kelley Trish M. Kent Khamphou Keomany Heather Kreps Edward J. Kroll Gregory M. Kubiak Patricia A. Lake Kyle Larsen

Hung V. Le Bai Lee Micah Lee William Lenart Caroline Leo Matthew J. Leonard, II Edwin Lindemann Patricia L. Linton Chad A. Lippert Sterling O. Littlejohn, IV Xenia E. Loredo Patrick A. Love Terry L. Lowe Joseph L. Luce, I Michael B. Luna James D. Maldonado Ryan J. Martin Elisa J. Martinez Gerald Massingill Cesar R. Mata Todd A. Mc Kenzie Richard McLeod Barry L. Miller Danielle M. Miller Sherise R. Minor Lorraine Montalvo Jaime L. Montemayor Janae J. Moore Raidel Morejon Lisa M. Morse Richard M. Mossbarger Lance Mullins Jeffery L. Murray Douglas A. Newcomb Shannon Newsom Benjamin Nguyen Dang D. Nguyen Chad E. Niedzielski Joanie O’Brien Jeffery D. Palmer Daniel D. Pappas Walter C. Partlo Reginald L. Patterson Terry Paul Brian L. Pelton Santiano Perez Russell E. Peterson Thai Pham Chuong Q. Phan John E. Phillips Khamphy Phommachanh Martin J. Pontius Anthony D. Positano Zoran Puranovic Jesus G. Quinones Anthony T. Rairigh Gregory L. Reese Sharon M. Rethamel Matthew R. Richards Victor R. Richardson Jeston J. Ripley Pamela S. Rogers Kevin B. Royer Felipe J. Salazar Steve B. Sanchez Michael A. Sanders Jessica L. Scates Dawn M. Schieberl Mark Schoch Denise A. Schumacher Debra D. Secor Sidney R. Shelden Richard D. Shepard William P. Shurkey Duston J. Simmons Brandy Smith Dawn C. Smith Elizabeth J. Smith Gordon L. Smith Sharia A. Smith Tyler M. Smith John L. Smith, III Abigail Soto Maria A. Soto Donald A. Stafford Eydie M. Strickland Jeffrey Swanson Pasang Tamang Troy D. Taylor Yvonne Taylor Karen L. Thelen Keith M. Thompson Tamera L. Thuma Floyd E. Trainor Henry H. Tran Hung T. Tran Stanley D. Tran Jeanni J. Trimmer Elizabeth F. Tupper Andrew H. Tyler John M. Vancanneyt Tiffany J. Vargas Ariel M. Walker Michael Washington Elenita A. Webb Michael T. Webb Timothy L. Wellman Jammie Welsh Barbara A. Wenger Joshua A. Wenger Sarah M. Wenger W. J. Wesson, Jr. Bobby R. White Brian E. White, II Sedrick R. White-Truman Deborah J. Wilford Kerry N. Wilkes Barry Williams Debra A. Williams Jeremy J. Williams John A. Williams, Jr. Troy D. Winslow Jesse J. Winter Gina M. Woldt Fernando Woods Ronald E. Woods Calvin D. Woolston Nickole M. Yerian Maldon L. Zingery TEAM 10 David E. Anthony Roneesha E. Battle Eric M. Bowman Jeffrey Cline Anthony K. Cobb Johnnie Common, Jr. Harry Dunbar, III Brandon A. Godbolt Shrome L. Jones Robert L. Sykes TEAM 12 Johnny R. Beaird, Jr. David L. Chaney Calvin G. Chapple Steven M. Clary David E. Cloud Pablo T. Cortez, Jr. Julius B. Craig, Sr. Steven P. Crawford Ricky A. Currier James M. Dittrich Michael R. Givens Jose L. Gomez Ricky H. Guerra Ramon E. Guzman Darryl W. Harris Clarence W. Horn Roderick L. Humphrey Dickson W. Illon William Irizarry Margie Jackson Dairy G. Johnson, Jr. Christopher D. Kelly Charlie E. Littleton Piu M. Ly Scotty L. Mayo Scott N. Mills Sally K. Mowen Reginald D. Neal Douglas A. Odom Anthony L. Phillips Hollis K. Polk Bridget Ramirez Theron F. Ramsey Harold A. Riley Rodney L. Rollings Robert Salazar Marco P. Sotelo Elbert Sparks, Jr. Lashonda M. Staton Vivian K. Steele Susan I. Sykes Gerardo Vela Carl R. Walker Chuncey D. Williams Lashaun L. Wilson TEAM 13 Richard D. Abbott Sandra K. Abbott Anief I. Abdul Jeremy W. Abercrombie Jira J. Adams Larry Allen David K. Alley Marie K. Alston Sherry L. Alwell Robert J. Anderson Debra J. Arcement Steven R. Arel Eddie W. Armstrong Scott G. Arthur Van D. Averhart Jeffery Bacon Daryl A. Baham Cathy L. Bailey Larry M. Bailey Patricia M. Banbury Chris W. Banta James S. Baram, Jr. Emil A. Barnes Thomas A. Barron, Jr. Benjamin Bell Ellen P. Bell Lloyd S. Berry Onzo Beverly Bryant P. Bishop Jaywaun Black Wesley Blackwell Reed R. Blair Jodie L. Bland Jimmy W. Bohannon David S. Bois Angela D. Bond Christopher Bonner Corey L. Bowers Kevin Bradford John Brasher Deshawnne L. Broussard Howard Brown Melody Brown Thomas L. Brown Brian Bryce Joseph P. Buckles Robert E. Burns Harold W. Bush Randy J. Bush Larry Butler Carl L. Cain Richard D. Carroll Loreen A. Carswell Ricky L. Carter, Jr. Robert Carter, Jr. Roger Caudill Paul Clark Jacqueline J. Clark-Jackson David M. Clemans Bobby Cohen Mitchell A. Collier, II Todd E. Collins Darrin C. Cook Eddie F. Cook Michael J. Corbett Orbie L. Coston Sheniqua M. Cotton Ashley N. Craig Terrence W. Crooks Mark A. Croucher Gregory Crowe Kevin Crusoe Jeffrey Cruz Christopher B. Culbreath Don R. Daharry Michael R. Damouth Charles H. Darling Tyrene Davis Samuel B. Day, III Luis Diaz Joseph A. Dizonno Richard F. Doll Shamoree Donegan Barbara J. Dotson Harrell A. Dover Kenny D. Drake Robert S. Drayne David Drinx Mark A. Duckett William A. Dugger Larry Dunklin, Jr. Faron Elam Shane C. Ethier Angela A. Ewing Keith Farmer Wendy Farmer John M. Ferrage Brian K. Fisher Tyler J. Fitzgerald Alan L. Fletcher Codey J. Ford Scott W. Fowler William Franquiz Donald W. Frazier Hugh S. Frazier, Sr. Blake M. Friel Terry Gagliardi Vickie T. Galimore Jaime G. Garcia Bobby Gardner William F. Garrett Bridgette L. Gillis Christopher A. Gochenaur Parnell Golden, Jr. David C. Goldsmith Dennis C. Goodwin Jonathan C. Graham Gregory Grandberry Raymond L. Green, Sr. Thomas J. Greenaway James P. Grimm Christa J. Grizzle Mary A. Gwaltney Henry Hall Travis L. Hall Alvin M. Hamilton Charles A. Harrison, Jr. Willie Haskin Ameer Hasty Judson S. Hayes Brooke B. Haymond Paul A. Head James W. Hendrix Sheldon Henry Yvette N. Henry Milton F. Hernandez Victor M. Hernandez, Sr. Clara L. Hernandez-Trody

Madison S. Herrington Jimmy L. Hicks Haywood Hill Walter L. Hill Wynn Holland Richard Holley Amanda M. Hudson James R. Hynum Lillian M. Jackson Jason T. Jagodzinski Billy R. Jarrell Russel K. Jenkins Debra K. Jennings Timothy J. Jewell Allyson L. Johnson Brian H. Johnson Donald W. Johnson Harold T. Johnson Lester D. Johnson Otis Johnson Ronald O. Johnson Willie J. Johnson Kenneth J. Jones James T. Jones, I Eugene K. Jordan Edith R. Joyner Arnaldo E. Julien Richard L. Kee, II Tobin T. Keen Donald Keith Ronald Key Terry L. Kintz Raymond Kirkland Jerry M. Laircey Mac H. Lallerstedt William H. Lane Melody A. Lavaron Steven G. Leach Aaron Lee Debbie J. Lee Wayne A. Leeper Danny M. Leggett Tamara S. Lewis Christopher L. Locklear Anthony L. Logsdon Johnny Long Keshawn M. Long James V. Longstreet Johnny Lovelace Donna L. Lynch Jerry L. Mack Donald Maddy Manuel Magana, I Walter A. Maier Danny R. Marshall Rickie O. Mashburn Paul Mason, Jr. Harry R. Mathews Frank Mc Clardy Shirley D. Mc Gee Charles R. McCarthy Anthony P. McDaniel Sean D. McElroy Jerry W. McGinnis Donald M. McSwain Denis R. Mejia Jose Mejias Leigh A. Miller Chris Mitchell Danny C. Mitchell Steven D. Mitchem Julio Morales Richard Morales, I David M. Morgan Charles E. Morris Stacey L. Morris, Sr. Charlie Mouton Jeffrey S. Muller Jason D. Myatt Alina Nadal Cheryl Nave Charles L. Neal James A. Nelson James A. Nelson Andrew J. Newman John J. Nichols Bobby Niece, III Ericka D. Norman April A. O’Brien J. B. Oliver Pedro J. Ordaz Wendy H. Otano Turpin G. Owens Raymond M. Owens, Jr. Rafael Ozuna George S. Parks John R. Paulus Felicia L. Pegues Vladimir Peña Curtis Pennywell Marquis M. Peoples Oscar A. Perez Deyanira Phillips Jackson Pierre Nexon Pierre Alfredo E. Pineda Juan C. Pivaral Lori A. Polson Marteus A. Porterfield Ronald M. Posey Wendolyn A. Proveaux Jaime Quintero Rick C. Ramaley Alex Ramirez Ronald J. Ramirez Yashoda S. Ramkissoon Ross A. Raymond Robert L. Reed Philip R. Reynolds Heather D. Ricketts Tyrone G. Roberts Roosevelt D. Robinson Larry D. Rockett, Jr. Roberto Rodriguez Rogelio Rodriguez Abimael Rodriguez, I Joseph A. Romano Rajdeo Sahadeo Santos J. Santiago, II David R. Schram Gene H. Scott Gilbert D. Scott Edward Sellers Zeko R. Sharpe Raquel L. Shaw Darren C. Shelby Junius P. Sherwood, IV Charles L. Shields Josh R. Shikle Michael C. Sims Clarence R. Singletary Victor A. Sinisterra Susan A. Slade Carla A. Smith Karen L. Smith Richard L. Smith Vernetta A. Smith Donald Smith, II Earnest L. Smith, Jr. Lawrence Smith, Jr. Patricia A. Sparks Leland R. Stanford Thurman R. Steele Nina B. Stegall Tabitha L. Stevens John Stewart Stephone B. Stowe David Swanson, Jr. David P. Takoussimtantang Kristopher S. Taylor Junius Thomas Keith P. Thomas Lisa D. Thomas Patrick Thomas Veronica L. Thompkins Oliver D. Thornton Douglas P. Tomlinson Daniel Toro Curtis A. Townsend John E. Trujillo Donald R. Tubbs Bambi M. Turner Gregory N. Ussery Richard L. Valle Gary P. Vanpernis, Jr. Lee M. Varner, Jr. Andree Villacorta Elizabeth A. Vincent Dennis Virgil David D. Vosberg Mike W. Vreeland Gerald L. Walker Stephen M. Wallon Sanford W. Ward, II Bruce Warner Trent A. Waters James Watkins Kerry Watkins Regina Watkins James P. Watters John M. Weaver David E. Webb Irvin C. Weber Lynn E. West Paul Westwood John W. Wheeler Sinthia Whisnant Felicia Wilburn-Porter Don T. Williams Ernest Williams Karen M. Williams Lamarcus A. Williams Michael A. Williams James H. Willis Ladon O. Willis Curtis G. Wilson Delores Wilson Samuel A. Wilson Jason C. Wolfe Latrena D. Womack Tarrell D. Womack Timothy Wood Roosevelt Woods Frank Wyche Louis Wyche Stephen F. Wyles TEAM 14 Nancy J. Alexander Robert Angeles Noemi Arteaga Dora L. Banks Tiffany L. Byrd Cheng Chang Maria L. Cruz Christopher J. Dollar John Escamilla Jaime Fischer Terrance F. Frenczak David S. Fryer Frank Garrett Karin L. Gerschwiler Denise M. Greuel Daniel J. Groff Dena J. Harris John A. Henges Darren E. Howard Shenee T. Jones Carl M. Karg Mamie L. Keizer Mark Klesper Tammy J. Lichterman Anali Martinez Greg A. McGillivray Suzann J. McGregor Jose L. Mendoza Gloria Mott Johnny Pacheco Jaime A. Palacios Michele M. Piotrowski Steve Porn Diane M. Puls Jose D. Romero Luna Martha Rosete Candace A. Rothering Domitila Silva Douglas J. Simons Danny K. Smith Ricky T. Smith Lynette C. Stambaugh Courtney A. Terry Lisa Turner Juan J. Valle Gallegos Brian Westerheide Kristin L. Winzenried Audra L. Wozny TEAM 15 Emmanuel Amoah Brent R. Bailey Gregory Baumer Leonard Betancourt Brandon Blue Jonathan E. Bohorquez Wilberto Borrero Charles J. Braun Donna Y. Bumgarner Robert M. Camp Henry J. Caudillo John F. Christman Armando Claro James W. Coen, Jr. Hengel Contreras John H. Crimley Ronnie E. Crowe Rodney J. Davis Larry A. Dinzy Joseph J. Eagono Ronald Ellington Gerardo Esquivel Shannon D. Faulkner Henri Faust Marcus Finch Ronnie Forte Jose M. Garcia Otis L. Garrison Jeremy Gibbs Anthony V. Godby Katrina R. Greene Brian P. Greer Damien L. Hagans R. David Hale Nihad Hamulic David D. Harris Michael L. Hash Ronald S. Hayden, Jr. Ezekiel Holman Jason W. Hoyland Marcin Hyzopski Eddie Iler, Sr. Adam Jacobs, Sr. D’Andre L. Jessie Antuane Johnson Brandon Johnson Jerod Jones Patrick L. Jordan Richard J. Kalchik Brian J. Kerr Michael King Harry J. La Bar, II Kenneth A. Laviolette Scott M. McLane Benjamin McPherson Harley W. McWhorter Charles Miller, III Michael E. Mitchell Walter A. Mitchell

Clyde E. Mizell Jonathan P. Mobley Naim J. Moore Robert Morris Douglas M. Morrison Jaabir Muslim Jamaar Neal Lafayette Orr, Jr. Timothy M. Parrish Marquise J. Pauling James E. Perry Jeffrey M. Perryman Raymond E. Pickens Shuford L. Plemmons Terry R. Price Tim Purdy Donald E. Radford Jonathan Ragin Alfonia Richardson Rodgers C. Richardson Leviticus Roberts Fredel J. Robinson Martin Robinson Samuel W. Robinson Kendall J. Rudolph Brock A. Sanders Merle L. Schisler Eric Scott Jonas W. Sirmons, Jr. Michael Slater Ivan Smith Mark D. Smith Roger M. Smith Thomas J. Struble Romel R. Thompson Michael A. Tucker Robert D. Weatherford Kenneth R. White Gerry L. Williams Reggie Williams Gary L. Williams, I Stanley W. Woodard Jaqwaan M. Woodson Perry S. Wyatt Herbert W. Wycuff TEAM 16 Phillip B. Amey, Sr. Roderick Atcherson Chad G. Blachowski David Blazo Bobby L. Bray Terrence L. Brock Derrick Brooks David L. Brown Matthew A. Burroughs Troy R. Charland Jay A. Cheeks James E. Coulson, Jr. Donald E. Craft, Jr. Jeffery T. Crawford Patricia C. Crookham James A. Daniel David R. Downs Omar S. Fisher Dale J. Franks Chris M. Gabel, I Henry Goldsmith Darrius D. Gray Michael O. Gray Carolyn H. Greiner Micheal L. Grice Samuel Grimes, Jr. David R. Gross, Jr. Arlando Hall Jeffery G. Hall Michael E. Hall Richard E. Hall Robert B. Hartlove Philip J. Hartzog David Heard William B. Honer Randall S. Keller Walter A. Kohut Charles R. Lantrip Doug Latham Lynn W. Lehman Frank Marshall, III William E. McGhee Harry McMillen, III Anita K. Myles Clair R. Neff Joseph D. Nolen Jefferson E. Pearson Terrell Pearson Thomas L. Post Tyrone Randolph Kirby L. Reed Dwight D. Reed, Jr. Noel Rodriguez, Jr. Demetrius R. Russell Dominic T. Sawyer Nicholas Scott Sean T. Sloan Johnny Smith Reginald B. Smith Richard R. Stott Dorothy L. Straughn Rodney K. Taylor Richard L. Thomas Robert Tucker Genevieve Turner Jason B. Vaughn Michael D. Walsh Dorian D. Ware Ricky D. Waters James R. Williams Ricardo D. Williams Marco B. Willingham Curtis Winston TEAM 17 Michael L. Akin Johnny F. Allen Kevin G. Arnett Ronald S. Atherton, Jr. Kraig Barker Thomas Barton Bradley W. Becker Brian A. Beean Jack E. Bindschatel Louis J. Blume Jeremiah T. Bradow Alson N. Bright Gordon C. Canfield Eric W. Carpenter Shawn G. Carpenter Vincent L. Chelf Joshua E. Clifford Dennis Cook Kenneth V. Coombs Clarence E. Cromwell James Dady Matthew Denhardt Clifford L. Densmore, III James L. Ekins Robert Eldredge Maynard S. Failing Thomas W. Fernburg Patrick J. Flynn James Forton Cedric C. Fundunburks Jason D. Garrett David S. Goetterman Terry Gottschalk Eldis Govin-Varela Scott R. Hall Allen M. Haskins William C. Hauch Rodger W. Haugen Craig Hawkins Michael Hawkins Donald H. Heinz Dennis E. Helmer Mark R. Hiar Gary A. Higbie Peter Higbie Terry R. Hill Nicholas R. Hines Curtis Hodge Derrick C. Howe Billy Hubbard Troy D. Hutchison, II John L. Irwin Phillip Jones Clayton D. Jones, Jr. Thomas J. Kanthe Michael J. Kenyon Jay A. Keyser Kirby D. Killian Brian L. Kramer Ryan Kramer Michael A. Ladd Michael L. Leonard, II Troy Lester Antonio Lewis Richard C. Lewis, Sr. Don L. Livingston Jeffrey Locke Keith W. Love Joseph R. Marek Richard S. Martin John A. McCliggott William J. McDonagh Marvin S. McGill Daniel C. McIntosh Thomas D. Melton Gregory L. Miller Joe P. Molina Norman W. Munley, II Brian G. Nellis Brian C. Petit Larry J. Petit Richard L. Piercefield, Sr. Frederick J. Pike Ronald L. Powell Gary Preisinger Michael L. Reagan James R. Roby Jason A. Rogers Brian C. Ruby Kevin L. Russell Ronald Sanford Clarence V. Scott David Secord Joseph Sewell John L. Shaull Robert D. Silveus, I John J. Smith William L. Snider James D. Southerland Brian R. Stevens Ronald L. Tatar Brian Timmer Francis Tomanica, Sr. Robert D. Van Aken Kenneth D. Veldkamp Timothy J. Vivoda David K. Wells Ivan L. Wells Ryan J. Werner Paul J. Whitlow, Jr. Andrew J. Wieland Kim Wilson Randy K. Wing Robert A. Wolfe Douglas W. Wylie Jeffrey P. Zwolensky TEAM 18 Brian L. Adkins Paul A. Alexanderson David H. Allen Edward W. Amis Manuel Anzaldua, Jr. Raul Arellano Thomas L. Arvin Dorse K. Back Jason L. Banks Deidra G. Barnett Earl P. Barnett Gregory L. Bartholomew Jacob J. Barton Godfreddo S. Battista, III Juan Bautista Gabriel J. Beckham Junior L. Belt Amos Bennett Michael J. Benson Adam Bible Troy Billman Richard D. Black Rick D. Black William P. Bollinger Lorenzo J. Bonner Laura K. Boone Deborah J. Boyd William R. Boyd James G. Boykin Kevin S. Brewer Jeffrey W. Brewster Richard Brewster Elmer L. Bridgewater Scott W. Brothers Angela D. Brown Anthony Brown Robert L. Brown Milton Brown, Jr. Michael T. Bunner Robert S. Burkhardt David A. Burnett Harold W. Burns James E. Burton Jerry Butler, Jr. Larry R. Byrd Ralph L. Byrge Mark A. Calo-Oy Mary A. Calo-Oy Dallas W. Campbell Jeremy L. Carr Larry T. Carroll Charles P. Carter Tommy G. Carter Jason C. Cash Gregory L. Cassell Michael P. Caudill Joe T. Cavender Charolette Chambers David Chapman Ervin Clark Cecil D. Cobb Duncan Collier Dwight A. Collins Sheena Collins Steven W. Collins Paul B. Compton Gary L. Cope Lee R. Cope Michael W. Corns John W. Crum Beryl D. Cummings Linda G. Cummings Dominic M. Cummins Ledford W. Curtis Harold O. Darr, Jr. Dennis Davis Dontrell D. Davis Rodrick G. Davis Joseph Davis, Jr. Joe A. Decker David P. Denman Archie W. Dickerson Richard E. Doan Cleveland C. Dorse Seleta V. Duvalier James Eakin Royal W. Early Alameda F. Eaves

Charles M. Edmonds Tony Edwards Shawn K. Edwards, Sr. William K. Ellis William S. Emfinger Joe L. Farris Vance L. Faulkner Mark E. Ferryman Tadeusz S. Fiolek, II Ambers L. Fisher Luis C. Flores William L. Foman Juan M. Garcia Mike C. Garcia Michael K. Garner Phillip L. Garvin Nigel A. Garza Jimmy D. Gibson Richard L. Gilbert Joseph L. Glenn Daniel E. Glover Joseph L. Gordon Justin B. Graham Donald R. Gray Joeyl Gray Timothy P. Green Michael L. Grenat David Hagewood, Jr. Martin H. Hahn, Jr. Randall Halcomb Michael L. Hall Gerald W. Happe David E. Harkness Robert V. Harrell Wendell Harrell, Sr. Nicholas Harrison Nicholas L. Harrison David L. Harrison, Jr. John W. Harrison, Jr. Michael D. Harvey William L. Hasselbring Joshua S. Healton Juanita H. Heaton William P. Hedrick Billy R. Hemphill Gary W. Hensley Lawrence Hensley Jeffrey W. Herring Gabriel Hijar, Sr. Robert Hillebrandt Arturo J. Holguin, Sr. Curtis Homer Michael B. Horst Jerry W. Houston Donald J. Howell Levar B. Hudson David E. Huff David F. Hufford Steven E. Hunt Patricia A. Hunter Mark E. Hupp Jeffrey W. Hurley John W. Hurm William T. Ingle Johnny R. Johns Jason J. Johnson Jimmie O. Johnson Steven D. Johnson Lovevill Johnson, II Alvin H. Jones Anthony D. Jones Clinton F. Jones Patti J. Jones Brent H. Justice Joseph K. Kasinger Solomon Keita Gilbert A. Keith Geoffrey P. Keith, II Arthur L. Kennon James E. Key Troy D. Kimmell Kenneth B. King Ronald H. Knox Timothy J. Kyle Michael Larkin Clyde M. Lawson Larry F. Lawson Mario Lazalde Allen Leclaire David M. Lee James C. Leito John R. Lewis Kenneth R. Lewis Curtis W. Liford Sheldon R. Lindsey Paul E. Lindstrom Marvin D. Lisle Lisa Livingston Randy L. Lloyd Vance K. Lloyd, Sr. Vernon A. Lochtefeld Derrick S. Looper Luis R. Lopez Monte L. Lovett, Jr. Alfredo Lugo John L. Lumpkin Gary L. Lykins Rosemary Lynch Paul D. Lyons Earle J. Mackenzie Mike D. Macowan Lionel A. Madison Fereidun Maeen Willie M. Mason Franklin D. Masonoff Marshall D. Massie James A. Mattox Gary R. May John May, Jr. Rickey A. Mayes Ben D. McCutchen Ricky A. McDonald Joe A. McKinney Deborah R. McLeskey Robert E. McLeskey Timothy McPhillips David A. Menefee Lee B. Merideth Sean Metcalf Danny P. Miller Dwight Miller, Jr. Anthony Milton Kevin W. Mitchell Shirley A. Moore Randall L. Morford Roy F. Morgan Nick Morine Shawn E. Myers Mariano O. Nicdao, Jr. Ernie D. Northern Lincoln D. Nunn Russell L. Nunn Brent N. Oden Ronald J. Odom Gary L. Ogura Che J. Ontieveros Jose G. Ontiveros, Sr. Fred Orozco Jose P. Ortiz Louis Otano Michael K. Ovenshire Lonnie D. Owens Anthony D. Parker Robert L. Parker Willie J. Pearson James T. Pentecost Jeff D. Perigo Jason B. Perry Romie Perry William Phelps Lee C. Phillips Allen R. Pickett Robert J. Pittman Ronald W. Pitts Veit M. Pogner James L. Pollard Douglas J. Pope Keanon L. Pratt Randell S. Price Roger Pruitt John C. Raglin, Jr. Ronald D. Randle Billy G. Rash Kenny G. Reid Jeffrey L. Rice Calvin Richardson Rickie R. Richmond John P. Ritchie Frank Rivers, Jr. Martin R. Roberson, Sr. James F. Robertson James T. Robinson Robert W. Roderick Herman G. Roland Darrell F. Ross Iran Ross Chad A. Rud Mark Rumps Dan E. Russell Sandra V. Russell Santiago Saldivar Jeff A. Sandow Brett E. Sauer Buford G. Scott, Jr. Benjamin Sebaugh Josh W. Sharp Crystal G. Sharpe Kevin L. Sharpe Michael L. Shaver Pamela R. Shaw Michael Shephard James A. Silvas Damian M. Simpson James L. Sims Stephen A. Sipos Joseph M. Sisk Fredrick R. Sizemore, II Andrew M. Smith Robert A. Smith Robert E. Smith James P. Snyder James K. Sollars Richard L. Southard Gary L. Sparks Autry Spencer Christopher B. Sprabary Donald W. Staats Daniel Stephens Karen M. Stevens James E. Stewart, Jr. David D. Stout Kenneth L. Strange Danny Strong Larry J. Suggs Charles D. Sullens Dennis L. Swanson Bobby J. Tate Arthur F. Taylor James E. Templeton, Jr. James R. Thompson Dwight G. Thornton David L. Thurmond William Toadvine Darryl L. Tolle Reginald D. Truitt Robert Turnipseed, II Jerry Uhl Joe Valdez Douglas A. Van Skiver William M. Vance Aaron D. Vanderpool Jimmy K. Vannoy Blair Vinson Edward L. Wagoner Bruce A. Wahl Terry L. Walker Terry L. Wallace Travis W. Wallen Blandon Warfield Kenneth W. Warner Jeffrey D. Watson Daniel B. Way Freddie B. Weeks, Sr. Howard T. Welch Mark J. Wheeler Lucinda J. White Gary L. Whitefoot Michael Whobrey Charles W. Will James Williams Jeffrey A. Williams Zachary Williams Benford Williams, Sr. Gary L. Willoughby Charles H. Wilson Cloyd W. Wilson Darrell L. Wolf Michael S. Woods, Sr. Lana Woosley Chris D. Wright Howard L. Wright Mark D. Yoder Russell D. Young Michael A. Zapata Edgar P. Zhagui Robert G. Zimmer TEAM 19 Joshua Abt Muhammad Ahmad Jamal Allen-Brown Erik Anderson Maurice Anthony, Jr. Michael Barry James Bishop Michael Bogacz Patrick Bonnici Jason Branham Garry Bridges Erica Brohl Steve S. Bronkowski Lisa L. Cacioppo John Campbell Leon Clark Charles Cochran Marc W. Costello Larry Cunningham Michael Curry Tyler Demitroff Steven Dutton Lisa Elgert Debra L. Ely-Senters Ryan Ermel Christina Fecko Gerald C. Frase Gregory Friday Sandra Goforth Dion Golden Miguel Gomez Dean Gonzalez Chene Guest Rickey Gunn Curtis Halton Thomas Hankins Timothy K. Hankins Arieon Hatton Matthew Hicks Harold Jamison Brian M. Janes Robert Jean-Baptiste Wesley Jenkins Mary Johnson Monica Jolly Robert Jones Abdulla Kamel Everett Keith

Damon Kimble Carlos King Gene Klein Joshua Koziol Deshaun Laidler Jasmine Lewis Dedrek Lindsay Ricardo Madrigal Robert Malinowski Amber Manning Darryl Mauney Terry McIninch Reed Means Gloria A. Meloche Devontay Mitchell Maurice Mitchell Tuania Moore Darrell Moorman Shannon Morgan Komlan Morrison Michael Murphy Jordan D. Musso Tameka Pearson Sean Perone Jeffrey Perry Ronald Ramirez Dejuan Reed Grady Reed Brian L. Ring Mark Ritter Lisa Robinson Robert Rozycki Karen L. Sergison Kyle Shoemaker Carmela Suriano James Swalwell Donald Tasker Diana Taylor Edidiong Udoeyop Stephen Webb Christopher Weigel Wizdom Wells Richard White Herbert White, Jr. Lamar Williams Mark Wobbe Hydeia Wortham TEAM 20 Stacey Anderson Charles D. Bice Roger L. Birge Delrick L. Blue Eddie D. Bobo Tommy D. Bolton Ronald Brack David R. Brady Timothy W. Breece Glenn P. Brewer Ricky D. Brown, I Jacob S. Buie Terry M. Buie Daryl T. Canfield William Carter Brian Chapman Duane P. Charlton Floyd L. Chunn Patricia Clevenger Danny L. Conner Brad Cooper Jay Creps Christopher E. Crutcher Owen D. Daigle Rick A. Daugherty Michael D. Davis William D. Davis John Deanda David E. Deckard Matthew S. Dempsey Donald A. Depew Joseph H. Depew Heather Duncan Jeffrey L. Dunkleman Andy Dupont Timothy M. Estes Mark R. Fairbanks Jason Fish James A. Fitzgerald, Jr. Elizabeth L. Franklin Mark W. Frazier Raymond G. Frederick Gregory S. Gable Gerardo M. Garcia Richard Garcia Corey D. Gill Collin R. Gregg Larry R. Gregg Randy J. Hall Alison M. Hammack Jared M. Haney Cheryl A. Hanson Gregg A. Harcourt Robert E. Hargrove Mark A. Hartsfield Brett M. Heise Michael R. Hodge Tanisha L. Holt Emanuel J. Hunt Dennis R. Jackson Wayne A. Johnson Mckinley S. Jones Kent L. Kelley Kyle E. Kelley William B. Kelley Leslie H. Kelley, Jr. Gary D. Key Andrew G. Law David Lee Heather Lewis Patrick T. Linck Brent D. Long Brian D. Love Ronald B. Luna Judy L. Maag Nicholas Maenza Marcus J. Malone Terry A. Mason Jody D. McFarland Bryan P. Miller Dean Mulholland Truong Nguyen Charles E. Noland Stephanie M. Offutt Brent W. Osborn Dana L. Osborne Jesse A. Pacheco Jeffery D. Parks Raul A. Peixoto Tammy R. Pigg Debbra D. Pillow Matthew R. Pillow Eddie D. Pratt Jeffrey L. Rees James C. Rhinehart Stephanie S. Rochelle Gerald A. Rose Robert J. Ruddy Elmer G. Rummage Lem Russell, Jr. Billy J. Scott Karl M. Sebright David Shea Brian C. Sheets Laura L. Shuck Charles E. Sillers Charles E. Sims Katrina L. Sims Christopher D. Slone Sandra M. South Randall W. Stewart Jerry L. Sullivan, Jr. Daniel F. Sustic Kenneth Tarrence Rhonda L. Taylor Jerald R. Tinin James D. Toone, Jr. Thomas T. Tyler, III Anissa A. Vandygriff Orlando G. Wade James B. Watts Jeffrey S. Weaver Kevin C. Webb Daniel H. Whitacre Nathan E. White James L. Whitehead Terri L. Winn Ricky Y. Woodson Jon R. Yancey Byron K. Yokley Roy F. York TEAM 22 Kevin D. Anderson Dewey Beard James L. Bobo Tonia L. Byars Kevin L. Craine Lashondra C. Davis Joseph E. Dodson Mark C. Evans Jesse J. Ingram Sandra K. Jeffries Elliott Jones Taunya L. Martin Delbra McKinney Shirley A. Milam Martha J. Phillips Sharonda Phillips-Glover Cheryl A. Roberts Dorothy J. Smith Marcia L. Smith Lakesha Y. Stephenson Tinita L. Street Daphane D. Tunstall Marie Walker Shauntaurus L. Wicks, Sr. TEAM 23 Deborah D. Brownlee Darrell Love Rhonda J. McAlister Leticia C. Piana Lavette C. Robertson TEAM 24 Kyle M. Bacon Leslie L. Banks Joy L. Bezeau Brian C. Cannon Pamela Charley Ronrica M. Close Earline M. Harris Debra A. Hoffman Paula Z. Horton Angel Ivy Lavenna T. Jackson Jeffrey Bartley T. Jones Lucete Jones Emily J. Lewis Jacqueline A. Malik Deanna Morris Fernando D. Parker Brenda K. Peters Edward Schwartz Carmenita Silar Kimberly S. Smith Teja Spearman Victoria L. Tyson Melissa J. Wheatley Joyce P. Williams TEAM 28 Matt T. Amphay Melvin M. Ayako, I David W. Blair Donna K. Brannon Gary W. Brown Afi N. Brunson Ignacio Cabrales Belinda B. Cortez Susan R. Curtis J. Eleazar Espinoza Barbara E. Evans Sergio Gomez Ramirez, Sr. Nathan Goudy Oluleye A. Olaosebikan Stephanie N. Phonasa Regina R. Pompa Ryan P. Pritchard Jesus J. Ramos Viengkeo Ratsavongsa Evan M. Rigby Jesus J. Rodriguez Julio C. Rosas Larry W. Scott Saysavath Vorabout Earl W. Williams Jules E. Yavo TEAM 29 Lazaro E. Abreu TEAM 34 Sergio E. Amador, Sr. Willie J. Anderson Jose E. Baez, Jr. Gregory L. Beasley John H. Berry David Bloom Ricky P. Blount Allen C. Blue Danny G. Bolton Marvin Bonaparte Jack Bonker William T. Bonney Peter S. Boudreau David J. Bowers James W. Brown Steven D. Brown Donald R. Burgess Melvin R. Cairns, Jr. Dennis J. Campbell Morris Cantrell, Jr. Salvatore Caradonna Anson B. Carr Jeffery A. Carter Wendy M. Cartolano Arael Casanas David Cedillo Gregory Chapman Larry J. Chapman Javar L. Charles Timothy M. Childers James Cobb Willie Cobbs Phillip Cohen Michael T. Collier Dennis R. Collins Mark A. Cooper Amaury Correa Michael T. Creech Delon M. Cunningham Carlos Daniel Alexander L. Daniels Heathcliffe Dannie Brian G. Date David A. Davis Shawn M. Davis Robert Deroy George Deslatte Joseph P. Devlin, Jr. Hashim Doe Joseph A. Douglas Julio C. Echevarria, I Jason Elder Mark E. Emhof Rolando Farinas Joel Feria, Jr. Joel R. Fields Richard J. Finnemore

Timothy L. Fisher Stan W. Floerkey Antonio D. Floyd Adam Fogle Brian Fogle Marcel H. Foulon Thomas Franklin Ernesto Galvan, Sr. Eric Gamble Ernie G. Gill Richard T. Greathouse Billy Green Daniel K. Greene Freda E. Grice Stanley Griggs John W. Harries Perry N. Harris Lemuel L. Hart Darven Hendley Bazle Herron Darrell T. Hoover Wayne K. House Julian Jackson Ostell James, Jr. Oscar L. Jennings Lee Johnson David L. Johnston Antonio Jones Kisha D. Jones Julian P. Jordan Frantz Juste Dwayne E. Kunkel Jorge L. Lage Sidney D. Landfair Jack W. Laney Michael S. Lassetter James Leaphart Jerry A. Lee Justin K. Lisenby Gaila D. Little John D. Loofboro Tommy Lowman Jose A. Mallol Dalance D. Martin Jerry W. Mathis Ferrante D. Matthews Don A. McGee Michael McKinley Robert E. Miller Grover A. Mincy Robert W. Moore Earnest Morgan Sergio C. Moro Ricardo L. Moura John F. Nelson Joel Newman David M. Parker David Pelkey Diosdado Perez Juan A. Perryman Aaron D. Pettry Christopher J. Pickens, Sr. George P. Pidany James L. Pless Rodney Pollard Travis Pollard Kent J. Powel, Sr. William Powell Jeffrey J. Reinsberg Joseph C. Richard Scotty Richard Edward Richardson Gregory T. Richter Jorge A. Rivera Francisco J. Rivera, Sr. Juan Rivero, Jr. Michael A. Robinson Travis Robinson Brian L. Ruest Demetrick Salley Feliberto Sanchez Frederick Sanders Pablo Santiago Debbie Scaglione Michael J. Schoeller Jeffrey S. Shepherd Lance L. Simmons Edwin D. Smith James R. Smith Mark Smith Delfin Soto Gary L. Spence Arthur Spencer, III Allan Sroka Edward Stephens Glason Stewart Michael Stewart Joseph H. Stough Wendell C. Stoy Keith M. Strochine Charlie M. Syracuse Mario D. Tanner Bruce L. Taylor Joey L. Taylor Jermaine A. Terry Christie Theriot James P. Thibodaux David Thompson Wyman Tolbert Robert Torres Donnie R. Trotter Mark A. Troutman, Sr. Wilbert Upkins Jorge E. Valdes George M. Valme, Jr. Richard W. Van Camp, III Edgardo Vega Mezquita Darrell J. Washington Travis L. Welch Allan Wells James H. West, Jr. Calvin R. White Andre Williams Jerome Williams Corey M. Wilridge Casey D. Wilson Jemel S. Wilson Jerry Wines Steven Wojciechowski John G. Wood TEAM 38 Michael D. Abbatiello Kevin L. Adams Jeffrey C. Aikens Robert W. Aitchison Taney R. Altizer Anthony J. Alvilhiera John Amaral Claude Anderson Timothy L. Anderson Daniel C. Armstrong John Aspray Randall K. Atkinson Timmy L. Autry Clayton Avant John J. Avelino, Jr. Michael L. Balasa Scott A. Ballantyne Michael R. Ballard Julius A. Banyai Stephanie Barbosa Robert A. Beam Daniel J. Beaudet James M. Bell John W. Bell William D. Bellino James W. Benbow Clark E. Berkey Keith A. Berube Dennis J. Blanch Michael H. Blanchard David C. Blanford Steve A. Bloxom Andrew G. Blundon John P. Bogan Chris Borman George M. Bossard Samuel Brickey Michael Bridgman Adelard J. Brousseau Emerald G. Brown Daniel R. Brunelle Norman Burgess Thomas N. Burr Barry G. Burton James F. Bush Jay R. Butler John Butz Christopher P. Calloway Brian E. Canavan Joseph R. Cantave Anthony C. Carnaggio Andrew M. Caron Alan E. Carrington Randall Cearbaugh Richard P. Cerreta Thomas A. Chace Thomas R. Chamberlain Timothy A. Chase Michael Chelton James D. Chiasson Floyd K. Childress Ricky L. Christine John Church Donald W. Clark Steven Clark Michael A. Clark, Jr. Jack Clement Donald W. Colcord Daniel S. Cole Reynaldo Colon Charles E. Cook, III Christopher M. Corduck Steve Crawford Jerry M. Cummings Jessy F. Cunnigham, Sr. William R. Curry Richard A. Cushman Peter E. Dagenais Brian E. Dalrymple Mark C. D’Anci Ronald D. Dancy Roy W. Daniel Steven L. Darby Larry J. Davis Mike J. Debellis Daniel Decrescenzo, III Stephen Delviscio Thomas Demagistris Jonathan M. Depoian Frank P. Desimone Lewis A. Diaz Rafael Diaz Nicolas Diaz, Sr. Lawrence M. Dinges Gary R. Domhoff Georgy Donev Yasleen Dorta Jack L. Downey John D. Doyle Eddy J. Dubois John S. Duncan Kevin D. Dunfee Robert M. Dunn Willette Durrette Ronald H. Duvall David Eichelman John P. Erlenback Harold F. Ervin Steven R. Estridge David E. Facer, Sr. Victor A. Fernandes, Jr. Eduardo A. Ferreira Francis P. Firmin Arthur S. Fish Robert L. Fisher Charles M. Flatt Steffen Fleischmann, Sr. Thomas S. Flohr Roger D. Fouch Michael S. Fountain David C. Fratus Mark Fullerton Kevin R. Fulton, I Robert H. Galliford Donnie R. Gandy Thomas C. Gandy Antonio L. Garcia Jose R. Garcia Joseph S. Georges, Sr. Joseph Gil Leon D. Gil James Gilbert Kennie J. Gilkerson, II Todd D. Glasser John P. Gleason Robert A. Gordon Leslie E. Gorthey Carmen T. Grandinetti Robert N. Greene, Jr. Richard A. Gregory Scott Griffin Terry A. Grover Philip W. Guerra Mark D. Guild Anthony Haefler Kenneth A. Hall, Sr. Robert A. Ham Johnny E. Hammett William D. Hammond John B. Hanan John M. Hargrove Anthony R. Harrell Donald C. Harris Ronald D. Harris Scott A. Harris David J. Harrison, Sr. Lionel D. Hart, Sr. Allan Harvey James Hatcher Harold E. Hatter Christopher C. Hearn Kenneth G. Helock Joseph E. Henderson David R. Hess Troy J. Hicks Richard W. Hill Kevin M. Hines Curt Hoar Brent A. Hoffman Peter C. Hogan Eric A. Hogencamp, Sr. Duane Hopkins Kristopher P. Hopkins Frederick N. Horgan Christian D. Houlden Leonard Hoxha Delbert C. Hoyt Kenneth C. Hunt John Hunter Jerry L. Hutchens Michael J. Hyde David J. Ilyankoff Nathan T. Ivey Tony L. Jackson James Jenkins Brian W. Johnson Charles E. Johnson, III Jimmie L. Jones, Jr. Leroy A. Judd Alvin D. Jusino Isaac Jussila Felicia M. Justice Brendan M. Kehoe Gregory M. Kehres

Phillip E. Kern, II Clyde E. Kirkman Parry W. Kitchner David A. Kopcho Joseph A. Kwiatkowski, Sr. Bryant R. Lafex Grover F. Lafountain Thomas G. Lamoureux Robert F. Lawrence Raymond S. Lawson, Jr. Thien Le Brian Leahy Donovan Leamy Raymond Lear Lowell E. Lee William C. Lee Shaaston S. Lee, I James Leffingwell Keilen A. Lenderborg Ricky D. Lester Melvin E. Louthen, Sr. Chico G. Lovett Alvaro Luna Todd S. Lynde Gary A. Macko Scott A. Marchlewski Jason A. Marriott Steven Mauldin Kevin P. McCabe Mark A. McCabe David McCue David S. McCullough Roger McGraw Mark A. McKoy David W. McMillan Bruce Miceli James C. Middlebrooks Billy A. Miller Dale S. Miller Kevin Miller Charles R. Miller, Jr. Walter W. Milton Michael A. Minichiello Richard Mireles, Sr. Jesse J. Monica, I Daniel Monjarrez Bernard Moore Rolando Morejon Donald R. Morey Carl E. Morris Robert J. Mors Kevin R. Murdock David V. Murphy David J. Murray Raymond M. Nester Daryl K. Nicholas Berkley E. Noble, Sr. William C. Noecker, Jr. Richard K. Norman Edward O’Donnell John O’Keefe Kevin O’Keefe Pedro Ortiz David J. Osborn David M. Parker Richard E. Peachey Floyd E. Peck Ralph L. Pegg, II Blas Perez Maxim Petlakh Albert L. Phelps, Sr. Bradley Phillippi Roswald E. Phoenix, Jr. Scott W. Pickering Clinton T. Pike, Sr. Ewan Pinnock, Jr. Linda Plato Gerald Pletersek L. C. Price Warren Rahrle Orlando Ramos Lennin Raposo Gerard R. Raymond Valgene P. Reed Patterson Reese, Jr. Harry S. Reeves, II Carlos A. Reyes Franklin Reyes Daniel L. Richardson Earl Richardson Stephen A. Richardson Douglas J. Richer, Jr. Joseph L. Ritchey Dean A. Roach Stephen Robertson William K. Robinson Edward J. Robitaille Ismael Rodriguez Orison H. Rollins Robert Romeo Howard I. Root Timothy W. Ross Stanley J. Rotkiske, Jr. Mcclellan C. Roush Mario Ruiz, Jr. Gregory L. Rundle Shawn T. Rutherford Clifton P. Sanderlin John W. Santagate Lorenzo Santiago, Sr. Steven T. Saunders Thomas C. Scheider Charles J. Schlosser, III Peter K. Seabron Chad S. Secord James E. Seelinger Robert K. Serafin Lester J. Shaw William E. Shaw Stephen Sheely James C. Sheets Jazale S. Shell Smith Philip E. Sherrill Eloise Shine James Shipley Jeffrey Shively John A. Shively Gregory J. Shreffler Louis B. Sibilly Alvin D. Simms Albert L. Sizemore George W. Slate, Jr. Danny Slaughter Walter Slowik Darlene K. Smith John T. Smith Larry K. Smith Thomas L. Smith Bradley W. Smith, Jr. Michael S. Snyder Jose D. Sousa Larry M. Sowder James L. Spears, Sr. Lynn A. St. George Kenneth C. Stadtmueller Gregory M. Stafford Terrill A. Stephenson Richard G. Stevenson Robert Stever Robert W. Stockdill Robert E. Stong Scott K. Story Caitlin E. Sullivan Jeremiah J. Sullivan Scott D. Sullivan Shawn Swett Sean Sylvain Philip M. Szarka Ruben A. Tamayo Marc Tellier Michael Terry Bruce K. Thomas Billy Thompson Delano A. Thompson Phyllis A. Tibbs John Toro Steven Towne Eric W. Trafton Lynne M. Traghella Alexander T. Tran, Sr. Louis Triplett Timothy A. Trumble Jordan T. Tucker Brian J. Van Valkenburgh, Sr. Melvin Vance, Jr. Danald Vargas Mendez Pedro O. VelazquezRodriguez Richard Vellante Daniel E. Vilnit Jason T. Vogelsong Zdenko Vukovic Robert C. Walker John J. Walsh Jeffrey A. Ward Larry B. Waters Charles S. Watts, Jr. Bradley W. Wears Timothy A. Webb David Wharton John K. White Charles D. Whitt Stephen C. Wickham Robert F. Wiertel, Sr. Eric M. Wigal Brian J. Wilk, Sr. Scott J. Wilkes Thomas Wilkins, Jr. Michael A. Williams Terrill L. Williams Anthony Williamson Bill J. Willis Leon C. Willis, Jr. Mark G. Wills Damon T. Wilson Patrick R. Wilson Michael A. Wiltshire David M. Wilzbacher Okel E. Wimmer Michael Wingard John A. Winn Keith W. Woodman Earl V. Wright Ramsey A. Yarborough James E. Young El Mutaz M. Zainelabdin Scott A. Zaramba TEAM 40 Mitchell Brandon Roger L. Brooks Jeffery J. Carter Jesse Cash Choeun Chum Dale B. Coleman Juan Corona Oliver Crawford, Jr. Richard P. Critelli Keith Davis Brian Deschenes Derek Faison Armando M. Garces Richard D. Gillin Jack Godbey Sammie L. Goodson Renault L. Griffin Frank K. Hendry Jackie L. Hixson Wayne L. Hufford Thomas J. Ives Lester L. Jones Bryant A. Kaelin William Krey George A. Ladd David L. Lakin Jimmy C. Lamb, Sr. Christopher P. Leonard Charles D. Lewis, Jr. Porfirio R. Lopez Ruben Lopez William T. Marr, III Carlos E. Marrero Michael E. McAmis William McCutchen, Jr. Jose M. Montes, Sr. Randya. Montoney Marc Moore An

and rece ve a “safety day ” wh ch s a pa d day off ROAD TEAM PROGRAM

Wa mart has deve oped a “Road Team” program for ts dr vers To qua fy as a Road Team dr ver a dr ver must have a m n mum of three years co s on-free dr v ng w th Wa mart have no mov ng

v o at ons n the prev ous three years have never been nvo ved n a ser ous co s on and have no coach ng performance or ntegr ty ssues The Road Team members are ambassadors of the Wa mart fleet and act to enhance the reputat on of the fleet w th n the r commun t es and at pub c events

Frito-Lay PepsiCo’s Million Milers Program To qualify as a Frito-Lay Million Miler, drivers must accumulate one million or above (two or three million) driving miles without a collision. Eligibility runs calendar year to calendar year. The Million Milers, along with their families, are recognized by Frito-Lay’s top executives at an annual gala. All of Frito-Lay’s Traffic Centres have viable crash review boards consisting primarily of drivers, driver trainers, and leadership. Should a driver dispute the investigation findings, the program has established procedures for determining driver eligibility. If it is determined under Frito-Lay’s

procedures during the year that a driver is no longer qualified for the Million Miler status, he/ she forfeits any miles. Frito-Lay’s Million Milers have high-caliber safety skills honed through regular and robust training and adherence to good driving behaviors. Frito-Lay utilizes skills maneuvering courses, advanced

driving simulators, and team collaborations on best practices to create a positive safety culture and to help its drivers maintain their skills. Frito-Lay is the convenient foods business unit of PepsiCo.


Report on Results and Program Outcomes The outcomes of corporate road safety programs should be communicated to the company on a whole. Through highlighting road safety achievements, organizations can boost employee morale and strengthen commitment towards corporate road safety programs. Once employee commitment is secured, this commitment can transfer into employees’ personal lives. Through increased awareness of road safety and proof of positive outcomes, employees may feel more motivated to adopt safe

driving practices both inside and outside of work hours. A process must exist for distributing information on fleet safety issues and activities at regular intervals, to ensure all members of the company are kept well informed and to remind employees that their participation is a valued contribution towards an organizational-wide initiative.8 While employee commitment is essential for program success, companies must also ensure that their drivers are equipped with appropriate knowledge and skills to allow them to perform their duties safely.

Walmart’s Safe Driving Recognition Programs THREE MILLION MILE AND FOUR MILLION MILE AWARDS Drivers are recognized for their safe driving history in 500,000 mile increments. Drivers receive uniform patches and truck decals displaying their safedriving history. Drivers who are able to drive three million collision-free miles receive a special truck containing numerous upgrades over the standard fleet truck and a unique color to recognize their achievement. This achievement reflects more than 20 years of collision-free driving. Walmart has awarded 137 drivers a three million mile truck. Drivers who accomplish four million miles collision free are given the opportunity to purchase a truck set to their personal specifications, including color and any amenities they choose. This achievement recognizes


approximately 30 years of collision-free driving. To date, Walmart has awarded a four million mile truck to two drivers. TRUCK DRIVING CHAMPIONSHIPS Walmart also strongly encourages its drivers participation in the State and National Truck Driving Championships and hosts its own internal truck driving championship. To participate in the state and national competitions, drivers are required to be collision-free (both preventable and non-

preventable) for the previous year and are required to work for a minimum of 11 of the previous 12 months. The competitors therefore must continuously exhibit defensive driving skills throughout the year as well as follow safe work practices to keep from missing time due to on-the-job, as well as off-the-job, injuries. The competitions test not only driving skills, but knowledge of the rules and regulations governing commercial driving and their ability to inspect their vehicles to identify defective conditions.

Ryder’s Safe Driving Awards Ryder offers a variety of driverbased safety recognition programs, with a focus on safety excellence. These programs include the Mileage Club Award, Driver of the Month/Year Award, and Safe Driver Award. Each program has its own set of comprehensive and clearly defined safety criteria. Ryder’s safety recognition programs celebrate and reward drivers who demonstrate the most exemplary driving behavior. Since Ryder’s safety recognition

programs are specific, timely, sincere, and ongoing, it communicates the message to the driver workforce that Ryder

appreciates their exemplary safe behavior and the affect it has on the company’s overall safety culture.

Chevron’s Sponsorship of the Million Mile Club The Red Eye Radio Million Mile Club honors truck drivers in the U.S. and Canada with one million miles of collision-free driving. Established in 1992, the Chevron sponsored program is one of the most prestigious honors in the trucking industry. As a new inductee to the club, each driver receives a personalized Million Mile Club

jacket, provided by Chevron, a Million Mile Club membership card, and a gift from the other participating sponsors.


Driver Selection, Management, and Ongoing Assessment To build a company of safe road users, driver attitudes, knowledge, health status, and skills must be assessed at the time of hire and on an ongoing basis to ensure drivers are a suitable fit for the company’s safety culture.


Qualifications and Background Checks Taking road safety into account when recruiting and selecting new staff is vital to fleet performance and should form part of the application, interview, and selection process.10 Validation of driver’s licenses and qualifications need to be performed prior to hire. Previous driver experience must also be reviewed and confirmed via references and relevant background checks. Information to be collected includes details on overall driving experience, types of vehicles driven,

Republic’s New Driver and Ongoing Safety Training New driver development is key to the success of any transportation based organization. Because of this, Republic Services strives to ensure the success of all of its drivers from the moment they start their journey. As you can see from the New Hire chart, the first day consists of the customary HR paperwork, followed by the new employee orientation and safety orientation. Before the driver gets behind the wheel, the driver rides 4-10 days with a behind-the-wheel-instructor at his/her home division, experiencing what the job “really” entails. They then spend four days at the Area Training Centers in classroom instruction, practical, handson skills course training, and concluding with testing to confirm comprehension. If the driver successfully completes these prerequisites, he/she goes back to the home division and starts the behind-the-wheel process. This behind-the-wheel segment is essential, and can take up to 15 days or more if needed. This mentoring and coaching segment is closely monitored by the behindthe-wheel instructor and division management. If the new driver succeeds, an ops certification is issued. Taking

the time to successfully onboard a new driver benefits not only that individual, but the motoring public as well. Monthly training is also important. While short tail-gate talks have their place, Republic Services has committed to providing all employees with a monthly, comprehensive, interactive safety awareness campaign designed to reduce the frequency of the six types of losses that have unacceptable levels of both human suffering and monetary costs. This is called Focus 6. Backing, Pedestrians, Intersections, Rollovers, Push-Pull-Lift, and Rear Collisions make up the six. The monthly materials include an employee led DVD and memo, posters, supervisor talking point card, cartoonstyle safety clips, and one-onone coaching card. Along with these monthly materials, a practical skills course exercise is required, as to help confirm comprehension. Custom, fresh, monthly materials

specific to Republic Services are a significant commitment, highlighting awareness around driving and employee safety, resulting in reduced frequency of the six identified events and the reduction of life-changing events.


Walmart’s Hiring Criteria for New Drivers Walmart recruits only drivers who have at least three years of driving experience. Recruited drivers must not have had a preventable collision in the past three years, a DOT recordable collision in the previous 10 years, and must never have been involved in a preventable collision resulting in a fatality or catastrophic injury. All candidates are put through an

extensive road test to gauge their skills, knowledge of the

gaps in employment history and if applicable, types of materials hauled.13 To ensure new employees become active participants in a company’s road safety initiatives, knowledge of and attitudes towards safe driving should be assessed. This can be performed via face-to-face interviews or meetings, where people’s awareness of and reactions to road safety issues are addressed.10 A clear procedure for selecting safe drivers based on qualifications, experience, past performance, and attitudes must be established and followed. This procedure should be documented in the MVS Policy. As part of a corporate road safety program, a process must also exist for periodic review of qualifications, operating records, and driving ability.12 Companies should carry out regular checks on all driver’s licenses. MVRs documenting qualifications, driving experience, training completed, and reported incidents must also be kept up to date and reviewed by management annually.13

regulations, and ability to safely operate a vehicle.

Skills Testing Drivers’ skills should be assessed during recruitment and at regular intervals thereafter.8 Skills testing can be performed through a combination of written and/ or online tests and practical exams.13 New employees’ driving skills should be assessed during recruitment, including a brief test on road rules (either written or online) and a practical road test conducted by an experienced trainer. Practical driving tests allow drivers and companies to identify areas of risk and opportunities for improvement.6 Once an employee has been hired, ongoing skills testing is recommended. The frequency of skills testing will depend upon the type of duties drivers perform and the requirements of the company. Drivers’ skills should be reassessed if they have been in a collision, are reassigned to duties involving a different type of driving or vehicle, or are returning from a career break or lengthy sick leave.8

Medical Assessments The health and fitness levels of company drivers must be considered and evaluated as part of a comprehensive corporate road safety program.11 If there is an issue with


an employee’s health, there is also a possibility that his/ her driving ability is diminished.11 Medical examinations should form part of the driver selection process to identify areas of risk, and these assessments should be repeated on a regular basis.8 Health conditions that may impact a driver’s competency include visual impairment, sleep disorders, and stress. Having good eyesight is fundamental to safe driving. In addition to vision testing for all new employees, companies should require drivers to have their eyes tested at least every two years.16 Sleep studies and stress assessments should also form part of employee medical exams.8 8

Employees must be well informed that they must not drive while taking medication that might impair their judgement or driving ability.11 Employees should be instructed to report to management if they are taking any such medication, or if they are concerned about their current health or treatment plan.8, 11 Medical assessments should also include a full review of employee medications.11

Providing Ongoing Support For employees to fulfill their role in the corporate road safety program, they must feel as though they have a reasonable level of support available to them. Identifying and addressing stress and employee concerns can reduce risks as well as improve employee morale.8 Companies should require drivers to notify their supervisor, in confidence, if any work or home problems are causing them stress. Management should also review workloads regularly to ensure drivers are not under excessive pressure.8 Employees should be referred to support networks and professional counseling when necessary.8 To initiate best practice, it is also advised that companies provide drivers with a stop work authority. Every driver should be given the right and responsibility to stop work activity when it cannot be performed safely. This policy allows drivers to take full responsibility for their own safety and promotes engagement in the company’s safety effort.12

Retaining good drivers is an important part of a corporate road safety program. By providing ongoing support and monitoring driver satisfaction, companies can potentially reduce driver turnover and retain experienced drivers. Employee exit interviews should be performed to identify potential areas for improvement.13 Once suitable drivers have been employed and retained, it is important that drivers have a clear understanding of what is expected of them, and how their role fits into corporate road safety initiatives.

Establishing Driving Guidelines and Key Performance Indicators To guide employees in becoming safer road users, companies must establish driving guidelines and KPIs for measuring employee performance and compliance with the MVS Policy.8 KPIs must be clearly noted in the MVS Policy to ensure drivers are well aware of what is expected of them, the rules they must abide by, and how their performance will be assessed. Expansion of driving guidelines and KPIs to cover safety specific elements includes: Pre- and post-drive activities: ›› Responsibility of drivers to hold a valid driver’s license ›› Drivers must submit a copy of their current driver’s license for inclusion in their MVR ›› Drivers must keep management informed on changes in their license or driving status ›› Drivers must complete all training and assessments as required ›› Conduction and documentation of required pre-


trip and post-trip safety inspections, as set out in the MVS Policy ›› Requirement of drivers to check vehicles are loaded correctly and not over weight prior to each journey ›› Drivers must report any vehicle defects immediately ›› Drivers must report all motor vehicle collision immediately and in accordance with the MVS Policy ›› Drivers must prohibit the use of their assigned vehicle by anyone not authorized to drive the company vehicle In-car activities: ›› Responsibility of drivers to operate motor vehicles in a safe, defensive manner in accordance with all traffic laws ›› Restriction on the consumption of illicit substances while driving (drugs and alcohol), including the determination of acceptable limits. In best practice, it is recommended that drivers have a nil reading for illicit drugs and alcohol while driving

PepsiCo’s TEST Drive Program PepsiCo’s TEST Drive Program keeps employees safe when on the road. Drivers are instructed to keep the detachable TEST Drive wallet card to help employees remember 10 easy safety tips. PepsiCo also includes vehicle backing rules. Though backing related collisions are common, they are easy to prevent. The rules help keep it top-of-mind for employees.


›› Speed limits must be determined and documented. At a minimum, drivers must be instructed to abide by the speed limits required by law. Corporate speed policies should also require employees to slow down in builtup areas, for bends and brows on rural roads, in bad weather conditions, when the road is wet or icy, and whenever there is limited visibility on the road ›› Drivers should be instructed to comply with the law and always wear a seat belt while driving ›› Drivers must ensure any passenger wear seat belts at all times ›› A robust distracted driving policy should be employed, outlining the use of mobile phones and other potentially distracting activities (e.g. the use of electronic equipment, eating food behind the wheel, smoking while driving). For best practice, the use of hand-held mobile phones while driving must be strictly prohibited ›› Driver fatigue standards and rules must be established. Companies must determine the frequency of required rest breaks (e.g. 15 minute break at least every two hours)

Driver Training, Education, and Development Employee training, education, and development programs are a necessity for improving employee knowledge of safe practice, enhancing driver skills, and fostering safer road users.

handbooks should be kept up to date and drivers should be required to read them both initially and at regular intervals thereafter.8 In conjunction with the distribution of written safety materials, new recruits should undertake an initial mentoring program to ensure their safety steps and procedures meet company requirements.13 During driver induction, new hires should be partnered with veteran safe drivers.13 Mentoring programs should only be deemed complete once the new hire is determined to be ready to work safely without supervision.

Induction for New Drivers Educating new employees on the importance of road safety and their role in corporate road safety programs should form part of the employee induction process.8 New employees must be made well aware of company expectations and the MVS Policy, and this should be written into their employment contract.8 Developing a road safety induction for staff can ensure new employees are equipped with the appropriate knowledge and guidance they need to align their behaviors with the MVS Policy.10 A road safety handbook should be issued to all drivers when they start their employment.8 Road safety

Education, Development, and Motivation Programs An effective road safety program should include driver education, development, and motivation programs.13 Development of such programs should be based on company needs and implemented in an appropriate fashion within the organization.10 Ongoing education and development programs can ensure drivers are constantly learning and expanding their knowledge of road safety. Such programs can further allow companies to keep road safety top-of-mind amongst company

TABLE 3: POTENTIAL AREAS OF FOCUS FOR ROAD SAFETY EDUCATION, DEVELOPMENT, AND MOTIVATION PROGRAMS Program Focus Program administration

Relevant Topics • Updates on changes in driving routes, cargo, equipment, regulations, and the MVS Policy • Reporting guidelines and completion of reporting cards

• Maintaining hours of service logs • Hazardous materials compliance • Cargo securement and safety • Pre-trip and post-trip inspections

• Emergency contacts Key risk areas

Practical driving techniques

• Blind spots

• Distracted driving

• Speed

• Fatigue

• Alcohol and drugs

• Stress

• Seat belts

• Medications that might impair driving

• What to do after a collision

• Intersections and space cushions

• Dealing with aggressive drivers

• Making turns

• Backing techniques

• Highway driving

• Circle of safety

• Tips to avoid acceleration

• Following distance and tailgating

• Tips to avoid harsh breaking


AB InBev’s Employee Educational Program AB InBev is committed to providing its employees ongoing education, development, and motivation for driver road safety. AB InBev’s educational program consists of daily and weekly safety meetings, monthly and yearly trainings, and ongoing awareness campaigns. Awareness campaigns include a host of internal communications activities and materials in distribution centers globally on the top driver safety challenges

including distracted driving, speeding, and seat belt use. For example in Brazil, AB InBev launched an awareness campaign to remind employees

their safety behaviors directly impact their family, and if the individual employees won’t be safe for themselves, do it for their loved ones.

employees. Education, development, and motivation programs can cover a variety of topic areas, but should be designed in accordance with identified issue areas and gaps in employee knowledge. Table 3 (See page 37) sets out potential areas of focus for road safety education, development, and motivation programs.

›› Safety days held to address various aspects of driving (e.g. seat belt days, safe speed awareness days)

Once the areas of focus for employee education, development, and motivation programs have been established, methods for program delivery must be determined. There are a number of communication avenues companies can employ to distribute safety messages. Tactics for administering these types of programs include:

›› Mailbox messages

›› Safety talks by supervisors and/or relevant motivational speakers ›› Mobile applications for drivers providing road safety tips and guidance ›› Safety posters 38 TOGETHER FOR SAFER ROADS

›› Safety messages displayed on company intranet and/or desktops ›› Safety messages included in company newsletters

Safety and Defensive Training Initial and periodic training is a critical component of any corporate road safety program.12 It is estimated that up to 95 percent of crashes are due to driver error.17 Effective training can help to reduce the frequency and severity of driver errors, allowing companies to enhance their drivers’ safety performance and reduce the company’s road related risk.8 As an industry best practice, companies should require training for all drivers on a regular basis. Additional training should be made compulsory for

Ryder’s Training Requirements for Drivers All Ryder drivers complete both monthly and quarterly training based on the work they perform, the injury and collision trends seen throughout the company, and the regulatory changes made within the industry. This training may include, but is not limited to, regulatory requirements such as hazardous material compliance, maintaining hours-of-service logs, completion of pre- and post-trip vehicle inspections, or cargo securement safety. In addition to the regulatory training requirements, all Ryder drivers must complete quarterly collision and/or injury prevention training. This begins with a Driver Code of Conduct lesson at the start of each year.

Ryder also requires quarterly lessons that are selected from developing collision trends. This ongoing defensive driving training includes courses such as Speed and Space Management, Lane Changes and Intersections, Roll-Over Prevention, and Avoiding Rear-end Collisions. To support these behavior based offerings, drivers are required to complete awareness training on fatigue management and distracted driving. Each driver manager, supervisor, or dispatcher is required to ensure that the training discussed above is

any driver who breaches driving guidelines or is involved in a motor vehicle collision.8 At a minimum, company-led training should cover road rules and safety procedures, the use of safety equipment, practical driving techniques, and defensive driving.8 Organizations that do not have internal expertise on safe driving training should consider using external organizations to run assessments and training.8 Drivers should receive the appropriate training for their assigned tasks, vehicle type, and driving environment. Providing targeted training to high-frequency or high-risk drivers is an effective way to address driverspecific issues.14 Results from skills testing may be further indicative of drivers’ training needs.

completed in a timeframe set by the company, but, to maintain driver’s awareness at a high level, each driver manager receives a Weekly Safety Message distributed via email covering a number of safety topics. These messages are provided to drivers in a number of ways including safety and tailgate meetings, mailbox communications, and safety board postings. These messages further communicate the hazards a commercial driver may encounter, and details the safe and compliant approach to managing these hazards.

For industry best practice, occasional drivers should complete initial web course training and ongoing refreshers. For routine drivers, a combination of webbased training and practical coaching is recommended. Web-based training can be used to train drivers on road rules and safety procedures, the use of safety equipment, and techniques for dealing with key risk factors, such as fatigue management and distracted driving.12 In addition, all routine drivers should complete practical defensive driving training initially and at regular intervals.12 Defensive driving training covers areas including speed and space management, lane changes and intersections, rollover prevention, and rear-end collision avoidance. The frequency of training requirements will differ between companies;


however, at minimum for industry best practice, defensive driving should be required by all routine drivers on an annual basis.

Driver Monitoring To track employee adherence to safe practice and pinpoint areas for development, a process for driver monitoring must exist. There are a number of driver monitoring programs companies can employ to track driver efficiency. For best practice, a combination of telematics, management ride-alongs, and opportunities for public reporting works best for optimal driver and fleet observation.15

Use of Telematics and Driver Behavior Technologies The use of telematics and driver behavior technologies is useful for regulating safety standards and tracking employee performance. Research suggests that appropriate use of telematics can reduce safetyrelated incidents by up to 50 percent.18 For industry best practice, it is recommended that GPS monitoring systems are used in all company vehicles.14 GPS monitoring systems can record driving activities and flag dangerous practice, including incidents of speeding, harsh braking, and sharp cornering.8 Clear deviations from company guidelines, such as speed limit violations, should be addressed promptly.4 By identifying areas where driver safety performance is lacking, driver behavior technologies can allow drivers and companies to respond accordingly.

Management Ride-alongs It is ultimately the responsibility of companies to monitor what is happening in their fleets. As such, management ride-alongs are recommended for observing driver performance and adherence to road safety practices.8,12,13,14 During management ride-alongs, 40 TOGETHER FOR SAFER ROADS

managers accompany drivers on the road to check for seat belt use, safe driving techniques, proper vehicle loading, and other guidelines as set out in the MVS Policy. The frequency of management ride-alongs will differ between companies, but should be performed at least once annually.14 During management ridealongs, an evaluation form should be used so managers can keep record of the event and provide drivers with productive feedback.14 Successful implementation of management ride-alongs can reduce driver complacency and improve road safety performance.

Public Feedback from the Road As part of driver monitoring programs, a process should exist where members of the public can comment on the driving behaviors of employees.8,11,13,14 Companies can post “How’s My Driving” stickers on vehicles, accompanied by a toll free number to allow for public reporting on good and poor driving performance. This initiative can provide companies with important feedback on those drivers who make poor decisions and take risks while behind the wheel. Independent studies attribute the “How’s My Driving” program with a 22 percent cut in crashes and a 52 percent savings in associated costs for companies implementing the scheme.19 Driver monitoring programs can identify driver errors and pinpoint specific areas where additional education and training is required. Driver training and education programs are key for enhancing driver competency and improving safety behind the wheel. To support drivers’ ongoing development and knowledge of road safety, training and education should be provided for drivers, both initially and at subsequent intervals.


PILLAR FIVE POST-CRASH RESPONSE

To optimize organizational road safety measures, employees must be suitably prepared to respond effectively in the event that a collision does occur. To manage the safety risk accompanied by road incidents, companies should develop standard procedures and training for post-crash response. These processes must be clearly communicated and understood by all employees.

Post-crash Preparedness Implementing basic first aid can determine the likelihood of an individual will live or die after a crash. Training drivers in pre-hospital care, such as the United States National Highway Traffic Safety Administration’s First There, First Care program listed in Table 4, can

increase the odds of survival.20 Any corporate road safety program must encourage its drivers to become involved in assisting a victim of serious injury by being knowledgeable of what to do in a range of scenarios. All drivers should also be equipped with a simple kit of supplies in their vehicle.

Post-crash Reporting and Investigation Post-crash reporting and investigation is vital for any corporate road safety program. Through enabling companies and drivers to identify the cause of collisions, post-crash reporting and analysis can allow companies to implement targeted strategies to avoid repeat occurrences. For this process to be effective, it is essential that drivers have a thorough understanding of reporting procedures and report all incidents in accordance with the MVS Policy. Drivers should be interviewed following each incident to collect data on why the incident occurred and how it could have been avoided.8

TABLE 4: UNITED STATES NATIONAL HIGHWAY TRAFFIC SAFETY ADMINISTRATION’S FIRST THERE, FIRST CARE 1

Stop for help

4

Start the breathing

2

Call for help

5

Stop the bleeding

3

Assess the victim Advancing Road Safety Best Practices for Companies and Their Fleets 43

Republic’s Post-crash Response Process Collision investigation or postcrash response plays a key role in the prevention of future collisions. Human Factors Analysis Classification System (HFACS) goes well beyond the typically practiced Root Cause Analysis, which frequently stops at the “unsafe act,” and takes into consideration how other levels of the organization may have contributed. Leadership Influences along with Organizational Influences are commonly overlooked when collecting all of the potential contributing factors. Currently used in the airline industry, Republic Services has now adopted this approach


and is discovering how to look beyond the “obvious,” cascading the act throughout the entire organization. An open and honest look beyond the obvious, even when it

may be uncomfortable as an organization, is a healthy and enriching process; and is one that requires a willingness to look deeper, no matter what the result.

CONCLUSION

By initiating simple steps to refine corporate safety procedures and transportation policies, companies can improve their safety performance and better protect the well-being of their employees and other road users. Investing in road safety not only makes sense from a financial and business perspective, but it further presents opportunities for companies to enhance their business culture and public reputation. The transition to best practice allows companies to acknowledge and respond to the worldwide issue of road safety, enabling them to play an important role in advancing road safety on a global scale. As members of TSR, we encourage companies to use and share these best practices with partners and stakeholders to advance road safety globally.


APPENDIX 1: AT&T Motor Vehicle Safety Practice

A. PURPOSE/SCOPE A.1 This practice establishes AT&T’s safe driving requirements regarding AT&T employees whose job responsibilities require them to drive company-owned or leased vehicles operated in the United States (U.S.) or in U.S. territories. B. ROLES AND RESPONSIBILITIES AT&T Employees who Drive Company-Owned or Leased Vehicles are responsible for: ›› Operating motor vehicles in a safe, defensive manner and in accordance with all traffic laws ›› Ensuring all vehicle occupants wear seat belt at all times ›› Maintaining a valid driver’s license with the proper classification for the type/weight vehicle as required by applicable state law ›› Completing training as required ›› Reporting all motor vehicle accidents in accordance with Company policy and notifying immediate Supervisor ›› Reporting all motor vehicle maintenance needs to Fleet Operations ›› Complying with AT&T’s Wireless Use Policy as it pertains to driving vehicles Supervisors of AT&T Employees who Drive Company-Owned or Leased Vehicles are responsible for: ›› Ensuring the employee has a valid driver’s license ›› Ensuring Company drivers report all accidents in accordance with Company policy ›› Ensuring attendance of required driver training programs AT&T Fleet Operations are responsible for:


›› Managing AT&T owned or leased company vehicles, including purchase or lease of the vehicle, maintenance of vehicle records, licensing, repair and maintenance of vehicle, and management of vehicle parts and supplies EH&S Manager - Technical Support (EH&S - TSM) are a member of the AT&T Environment, Health, & Safety Organization (EH&S) Technical Support Team designated with primary responsibility for: ›› Serving as a point of contact within the company for questions regarding this practice ›› Assisting in the training development and implementation of required courses ›› Reviewing how this practice is being implemented and suggesting revisions, as appropriate ›› Periodically reviewing and updating this practice as necessary C. WHEN PRACTICE IS IMPLEMENTED C.1 This practice applies to AT&T employees whose job responsibilities require them to drive Company-owned or leased vehicles operated in the United States (U.S.) or in U.S. territories. If an employee is required to operate a Commercial Motor Vehicle (CMV), which is subject to Department of Transportation/Federal Motor Carrier Safety Administration (DOT/ FMCSA) regulations, refer to the policies and procedures discussed in “Department of Transportation (DOT) Requirements Practice.” D. APPLICABLE REGULATIONS, STANDARDS, AND OTHER AT&T DOCUMENTS D.1 Federal Regulations and Information D.2 AT&T Standards D.2.1 Motor Vehicle Policy for Management Employees D.2.2 Equipment and Communication Services Policy D.2.3 ATT-TELCO-NOTICE-000-002-642 Local Network Operations - Wireless Devices D.2.4 ATT-TELCO-720-000-032 Fleet: Disposable Claims Cameras and Accident Redbooks D.3 Other AT&T Documents AT&T EH&S Safe Driving Documents

D.3.1 Vehicle Parking and Cone Placement Requirements Practice D.3.2 Defensive Driving Job Aid D.3.3 Defensive Driving Knowledge Review D.3.4 Pre-Driving Vehicle Inspection Checklist D.3.5 Defensive Driving Training Request Form


AT&T EH&S Plan and WEBADD Forms D.3.6 AT&T Environment, Health, and Safety Plan for Domestic Operations Practice D.3.7 Managing Effective EH&S Vehicle Inspections Job Aid D.3.8 Observation - Defensive Driving Competency Check D.3.9 Vehicle Inspection AT&T Commercial Motor Vehicle Documents D.3.10 Refer to the Global Fleet Organization’s Department of Transportation’s (DOT) Compliance web site for all commercial motor vehicle documents and requirements AT&T Commercial Motor Vehicle Documents D.3.11 AT&T Fleet Management: Idling of AT&T Vehicles Practice E. OVERVIEW E.1 Highway incidents are the most frequent type of fatal work-related accidents in the U.S. Safe driving, sometimes called defensive driving, goes beyond knowing the rules of the road and the basic mechanics of driving. The goal is to anticipate dangerous situations and provide methods to survive the unexpected. Therefore it is important that AT&T employees whose job responsibilities require them to drive be well versed in safe driving techniques. This practice describes the overall program for safe and defensive driving. E.2 The guidelines and procedures for the use of motor vehicles in conducting company business for management employees are addressed in the AT&T Motor Vehicle Policy. Motor vehicle guidelines addressed include storage, passengers, non-employee use, unauthorized use, accident guidelines, alcohol and drug prohibitions, smoking, use of wireless devices, and other issues related to vehicle use. F. PROCESS F.1 Process Index F.1.1 Compliance with State and Local Laws

F.1.5 Idling of Vehicles

F.1.2 Seat Belts

F.1.6 Use of Wireless Devices

F.1.3 Safe Driving Techniques

F.1.7 Inspection of Vehicles

F.1.4 Parking Requirements and Circle of Safety

F.1.8 Driving Observations

F.2 Compliance with State and Local Laws Various state legislatures and local jurisdictions promulgate driving laws that place requirements on the driver. These laws are updated continuously, as state legislatures enact and/or amend their laws. Because of the complexity and sheer number of these laws, no single AT&T organization will be responsible for providing updates to the driver


population on these types of requirements. It is the responsibility of each driver to stay apprised of all state and local driver requirements in the jurisdictions where they drive as a condition of holding a valid driver’s license. F.2.1 Includes, but not limited to: ›› Distracted driving ›› Seat belt use ›› Lights on when raining ›› Cell phone use ›› Texting while driving ›› Actions required when passing an emergency or service vehicle ›› Mounting of Global Positioning System (GPS) devices ›› Use of radar detectors ›› Cleaning ice and snow off of vehicles F.2.2 Each AT&T driver of a motor vehicle must: ›› Maintain a current knowledge of local and state laws in the jurisdictions where they drive as a condition of being a licensed and responsible driver ›› Comply with driving requirements established by other jurisdictions such as military bases as well as customer properties ›› Operate motor vehicles in a safe, defensive manner and in accordance with all driving laws F.3 Seat Belts When riding in a vehicle (company, personal, or rented) while on company business, all occupants must be properly seated in the passenger area and wear seat belts and shoulder straps, as designed by the manufacturer. F.4 Safe Driving Techniques F.4.1 Safe driving techniques are covered in the Defensive Driving courses F.4.2 All employees operating a company-owned or leased vehicle must complete Defensive Driving Training as required in the Business Units EH&S Plan F.5 Parking Requirements and Circle of Safety F.5.1 Requirements for parking, placing cones, and the Circle of Safety are addressed in The Environment, Health and Safety SOP for AT&T


F.5.2 Before entering the vehicle to leave a parking space, all employees are expected to complete a “Circle of Safety” check of the vehicle. When performing, look underneath and walk around the vehicle, facing traffic, to check for obstructions. Ensure that tools, equipment, and supplies are properly stored and secured prior to departure F.6 Idling of Vehicles AT&T employees within the U.S. are required to eliminate all unnecessary idling; including idling for personal comfort, except in the situations outlined in AT&T’s Vehicle Idling Policy located on the AT&T EH&S website. F.7 Use of Wireless Devices F.7.1 Use of wireless devices is addressed in the documents listed in D.2.1 through D.2.3 F.7.2 Company Policy Motor Vehicle Policy for Management Employees (Refer to D.2.1) ›› Management employees are required to be familiar with and comply with local laws before using a wireless device while operating a motor vehicle for business purposes. Safe operation of any vehicle in the performance of Company business is the responsibility of the driver and must be given appropriate attention at all times ›› In every situation, do not use a wireless device while the vehicle is in motion if doing so distracts attention from driving. Additionally, all employees are prohibited from using data services on their wireless devices, such as texting or accessing the mobile web or other distracting activities while driving F.7.3 Company Policy – Equipment and Communication Services Policy (Refer to D.2.2) ›› All employees are expected to use company-provided equipment in a safe, responsible, and courteous manner. Local laws and regulations regarding the use of wireless services will vary, so employees are responsible for ensuring they are aware of the laws governing the use of wireless services in their usage area especially when driving ›› Additionally, all employees are prohibited from using data services on their wireless devices, such as texting or accessing the mobile web, or other distracting activities, while driving F.7.4 ATT-TELCO-NOTICE-000-002-642 Local Network Operations - Wireless Devices (Refer to D.2.3) ›› Local Network Operations employees are expected to use companyprovided equipment in a safe, responsible, and courteous manner. The safe operation of any vehicle is the responsibility of the driver and must be given appropriate attention at all times. All employees are prohibited from using data services on their wireless devices, such as texting or accessing the


mobile Web, or other distracting activities while driving ›› The use of a wireless device, such as Intelligent Field Devices (IFDs), pagers, two-way radios, etc., while driving a company-owned, leased or rented vehicle is prohibited. If the use of a wireless device is necessary, the employee must pull into a safe parking location prior to using the device ›› The use of company-provided voice-activated GPS devices for directional information are allowed while driving. However, physical intervention, such as entering an address into the device, is only allowed when the vehicle is safely parked ›› Employees are required to be familiar with and comply with local laws and regulations before using a cellular phone while operating a motor vehicle for business purposes. The use of cellular phones when driving must include the use of a hands-free device F.8 Inspection of Vehicle F.8.1 There are three vehicle inspections in AT&T driving related programs: ›› General - Pre-Driving Inspection requirements for any driver ›› CMV Drivers - Form ATT 15500 Driver’s Daily Vehicle Inspection Report - is used to document the DOT required post-trip vehicle inspection for CMV Drivers ›› EH&S Plan Targets - WEBADD Vehicle Inspection – Annual inspection required as a part of a Business Unit’s EH&S Plan. These are completed by Managers with all non-management employees who are assigned companyowned or leased motor vehicles F.8.2 If the inspection indicates the vehicle cannot be operated safely, the employee must contact the appropriate entity for repair (Fleet Operations, leasing agency, etc.) F.8.3 The vehicle should not be operated until the necessary repairs are completed F.8.4 Any deficiency should be addressed per the vehicle owner’s manual and/ or reported immediately to Fleet Operations via the 800-696-8926 (or equivalent) or via a web order placed on Fleet Central Website F.9 Driving Observations F.9.1 Competency in defensive driving will be demonstrated through annual observations as prescribed in EHS-125-PRC. As a part of the Driving Observation, non-management employees must complete an interactive vehicle check and road test exercise with his/her Supervisor or an authorized Manager. The Observation - Defensive Driving Competency Check will provide guidelines for items to be demonstrated during this exercise Advancing Road Safety Best Practices for Companies and Their Fleets 51

F.9.2 The exercise must be at least 30 minutes in length. Both the Pre-driving Vehicle Check and Road Test Observation sections must be completed with the employee interacting with the observer to describe the hazards identified, and the safe driving techniques being demonstrated. The road test route may be random or preselected by the observer, but the exercise should be conducted so as to include (to the extent possible) all the driving maneuvers and hazards the employee would normally encounter. The observer must mark the appropriate items on the checklist as they are observed to ensure that all items are covered. The observer should take any necessary corrective action immediately, and retest the employee’s ability to demonstrate those skills within the same exercise, if possible F.9.3 Once the observer is satisfied that the employee has demonstrated competency in the defensive driving skills covered in the training materials and EHS-5700-JBA-1, the observer must document the observation on the WEBADD EH&S Work Observations Form or equivalent Replica form F.9.4 Refer to EHS-125-PRC for more information on EH&S Plan requirements G. REQUIRED TRAINING G.1 Defensive Driving Training courses are as follows:

Type of Driver Employees who may operate a company-owned or leased vehicle for company business, but are not assigned a company vehicle for regular use

Employees who are assigned a companyowned or leased vehicle

Description of Training

Frequency

Course Name

Defensive Driving

Initial

Defensive Driving Web-based Training (WBT)

Refresher Defensive Driving

At the Discretion of the Organization

Defensive Driving - WBT

Defensive Driving

Initial Only

Defensive Driving Leader-Led (LL)

Refresher Defensive Driving

Every 5 Years after LL

Defensive Driving – WBT or Field Delivered

G.2 Refer to the applicable Business Unit EH&S Training Matrix for specific training requirements. H. DOCUMENTATION AND RECORDKEEPING Refer to the AT&T practices and documents included in Section D for documentation requirements as a part of other programs.



APPENDIX 2: Chevron’s Minimum Required Elements of a Corporate Motor Vehicle Safety (MVS) Policy

The corporate MVS standard identifies the following required elements (at a minimum) that need to be in place as part of a comprehensive road safety management process to minimize risk and promote motor vehicle safety for each location: 1. Roles and responsibilities must be established, documented, and disseminated for all personnel involved in the local MVS standards. 2. J ourney management planning shall focus on enhancing the safety of all travelers by identifying and managing the potential hazard/risk associated with each non-routine journey. 3. Driver selection and health requirements shall be established and followed. The requirements shall include a process for selecting drivers. 4. D rivers shall receive the appropriate training for their assigned tasks, vehicle type, and driving conditions/situations specific to the driving environment. High Exposure Drivers (HED) shall receive additional training. 5. A ppropriate use should be made of driving improvement monitors (IVMS) and/or a drivingspecific behavior-based safety process should be implemented. 6. M otor Vehicle Selection and Maintenance process shall require selection of appropriate equipment based on established criteria. The process shall also include a method for identification and removal from the operating fleet of motor vehicles that are no longer road worthy and/or safe to operate. 7. Local MVS processes must address: ›› Proper use of seat belts ›› Pre-trip safety inspections ›› Distracted driving, including a prohibition on texting and the use of cell phones, and other potentially distracting electronic equipment

›› Cargo carried within the passenger compartment of a motor vehicle ›› Goods transported in flatbed trucks and pickups 54 TOGETHER FOR SAFER ROADS

›› Unauthorized passengers ›› Driver fatigue standards and rules ›› PPE use while operating 2-, 3-, and 4-wheel motorized (ATV) vehicles, if such vehicle operations are allowed

›› Backing maneuvers ›› Stop-Work Authority 8. Contract requirements shall detail how the requirements of the MVS process apply to contracts and contract-performance management for contract carriers who have been hired to transport product or personnel on behalf of the company. 9. Site-specific traffic plans shall be developed for motor vehicles and heavy equipment used within construction sites to address potential motor vehicle hazards within the construction site operating area.


APPENDIX 3: U.S. Transport Accident Commission (TAC) Vehicle Purchase Policy21

The TAC is committed to providing a safe workplace for all employees and ensuring that a safety culture permeates the organization. Accordingly, management undertakes to purchase and/or lease the safest available vehicles within reasonable bounds. This policy will apply to all cars leased by the TAC including pool and company leased (management) vehicles. The basic requirements for the TAC cars (purchased/leased or rented) are: MANDATORY REQUIREMENTS Passive Safety (reduce injury in a crash) ›› Highest possible score (minimum four-stars) in consumer crash tests such as the Australasian New Car Assessment Program (ANCAP) and, if available, in real-world crash safety ratings ›› Dual front airbags ›› Side airbags, at least in front seats ›› Curtain airbags or head protecting side airbags ›› Three-point seat belt in all seating positions ›› Seat belt with pretensioners in front seating positions ›› Seat belt reminder system, at least for driver position ›› Adjustable headrests for all seating positions ›› Curb weight 1300-1700kg, not 4WD, van or off-road vehicle ›› Station wagons and hatchbacks fitted with cargo barriers


Active Safety (crash prevention) ›› Electronic Stability Control (ESC) which incorporates: ›› Anti-lock Braking System (ABS) ›› Traction Control ›› Speed alert systems ›› Appropriate daytime running light system ›› Clear glazing, no added window tinting HIGHLY DESIRABLE AND/OR FUTURE REQUIREMENTS ›› New technologies introduced into the market will be regularly reviewed to identify vehicle features to be incorporated within newly leased vehicles. Such technologies include: ›› Anti-whiplash systems, at least in front seats ›› Good pedestrian protection according to ANCAP or proposed European regulation ›› Intelligent Speed Assist (ISA) system ›› Alcohol interlock ›› Highly visible car color (preferably white)


APPENDIX 4: AT&T Pre-Driving Vehicle Inspection Checklist

The Pre-Driving Check is an AT&T requirement for all AT&T drivers of corporate-owned and leased vehicles. Drivers must conduct a brief daily visual inspection to be sure the vehicle is safe to operate. This check should be completed for any vehicle you are about to drive. It is one of the most important tasks you can perform as a driver. By ensuring that the vehicle is in good, working condition, you protect your own safety and the safety of others. Perform the check as follows: CHECK THE OUTSIDE OF THE VEHICLE ›› Ensure that tools, equipment, and supplies are properly stored ›› Ensure all bins are closed, and ladders and ladder racks are secured ›› Be sure that the following are clean: lights, windows, and mirrors ›› V isually check the condition of the following: windows (not damaged), wipers (good condition), and vehicle exterior (no new damage) ›› C heck the condition of the tires (tires properly inflated with serviceable tread). If the tires appear under inflated, check or have the pressure checked with a gauge ›› Look under the vehicle for leaking fluids Note: Periodically check fluids and belts when re-fueling the vehicle CHECK THE INSIDE OF THE VEHICLE ›› Inspect the cab for proper housekeeping. No loose items, including those in open compartments, or items attached to sun visors, rearview mirrors, etc. ›› Test directional signals, lights, horn, emergency flashers, wipers, and seat belt to ensure they work properly


›› Adjust the mirrors, seat position, and the seat belt ›› Perform the 10-second brake test to ensure that brakes work properly ADDITIONAL ITEMS FOR AERIAL LIFTS (prior to first use each day) ›› Ensure operating controls and associated mechanisms are working properly ›› Ensure visual and audible safety devices are available and working ›› Visually inspect hydraulic or pneumatic systems for possible leaks or weak spots ›› Visually inspect fiberglass and other insulating components to ensure they are in good condition ›› Verify that operational and instructional markings are in good condition ›› Check that electrical systems of/or related to the aerial device are functioning properly ›› Inspect bolts, pins, and other fasteners to ensure they are in good condition ›› Ensure proper fall prevention equipment (2’ lanyard and body belt with floating D ring) is available and in good condition REPORTING ›› A ll vehicle repair and maintenance requests, excluding emergencies, should be created using the Online Vehicle Job Request link. Emergency requests only, call the Toll Free hotline ›› Do not operate a vehicle if there are any malfunctions that will hinder the operation of the vehicle and/or your safety FINALLY, PERFORM THE CIRCLE OF SAFETY CHECK ›› After you are through with the pre-inspection and other activities, make sure that the Circle of Safety Check is the very last thing you do before you drive off ›› Once the Circle of Safety Check is completed, move the vehicle immediately


REFERENCES

1. World Health Organization. (2015). “Global Status Report on Road Safety 2015.” 2. Bibbings, R. (1997). “Occupational Road Risk: Toward a Management Approach.” Journal of the Institution of Occupational Safety and Health; 1 (1): 61-75. 3. Lynn, P. and Lockwood, CR. (1998). “The Accident Liability of Company Car Drivers (TRL Report 317).” Transport Research Laboratory, Crowthorne, Berkshire. 4. Newnam, S., Watson, B., and Murray, W. (2002). “A Comparison of the Factors Influencing the Safety of Work-related Drivers in Work and Personal Vehicles.” Road Safety Research, Policing, and Education Conference, Adelaide, Australia. 5. Broughton, J., Baughan, C., Pearce, L., Smith, L., and Buckle, G. (2003). “Work-related Road Accidents (TRL Report 582).” Transport Research Laboratory, Crowthorne, Berkshire. 6. Murray, W. (2007). “Worldwide Occupational Road Safety (WORS) Review Project.” Center for Accident Research and Road Safety, Queensland, Australia. 7. Health and Safety Executive. (1996). “Driving For Better Business.” 8. Brake. (2014). “Essential Guide to Fleet Safety for SMEs and Employers Starting Out in Road Risk Management.” 9. Health and Safety Executive. (1993). “The Costs of Accidents at Work.” 10. RoadWise. (2006). “Fleet Safety Resource Kit.” 11. Austroads. (2008). “Improving Fleet Safety – Current Approaches and Best Practice Guidelines.” 12. Maine Municipal Association Risk Management Service. (2005). “Best Practices Guide for Fleet Safety Program Development.” 13. PMA Companies. (2012). “Operating a Safe Fleet.” 14. Conrey Insurance Brokers & Risk Management. (2014). “Best Practices for Implementing a Fleet Safety Program.” 15. Samba Safety. (2014). “Improving the ROI of Driver Safety.” 16. Eyecare Trust (2011). “Clear Vision Safe Driving.” 17. Abeg, L. and Rimmo, PA. (1998). “Dimensions of Aberrant Driver Behavior.” Uppsala University, Sweden. 18. International Road Federation. (2014). “Training Drivers to Have the Insight to Avoid Emergency Situations, Not the Skills to Overcome Emergency Situations.” 19. How’s My Driving? (2015). “How’s My Driving?” 20. Sasser, S., Varghese, M., Kellermann, A., Lormand, JD. (2005). “Prehospital trauma care systems.” Geneva, World Health Organization. 21. Transport Accident Commission. “Vehicle Purchase Policy.”


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