Driver Fatigue - It Is Time To Really Address The Issue By Carmen Daecher

We quickly point to the lack of quality drivers coupled with increasing demand for motorcoaches. The obvious answer to this is to have enough quality drivers in strategic locations so that regular and adequate rest periods could be provided for everybody. But such a solution is long term and uncertain because of the difficulty in attracting people into the motorcoach industry to be drivers. And seeking this type of solution does nothing toward solving this problem today.

Much has been learned about fatigue and how it is related to driver's activities (although almost exclusively learned in studying truck drivers). I continue to be a student of this knowledge as it unfolds, as well as a student of the ever changing pressures and demands on motorcoach operators in providing transportation services to customers.

From where I am sitting, one thing is clear; it is far easier to understand the "science" of fatigue than it is to regulate or manage it. To put it another way, while all of us may agree on what causes fatigue, how we manage it is extremely difficult. And the fundamental reason for this is not because of a lack of knowledge or a lack of concern; rather, it relates to an organization's inability to control and regulate the activities of individuals while they are not being paid and the inescapable necessity to operate motorcoaches 24 hours a day, 7 days a week.

The scarcity of drivers only complicates the situation. Without a reserve of drivers, we must use those currently employed to their maximum extent because of the demands of customers. If we could eliminate nighttime operations in charter/tour and scheduled route services, we could eliminate the presence of fatigue in a significant way. But this is just not possible to do. Such service is not provided simply by choice; it is a response to the demands of passengers. And, attempting to manage any individuals' time when they are not working raises legal and ethical questions which are far beyond the practical aspects of motorcoach operations.

The bottom line is we are faced with managing a physiological condition which is often rooted in behavior which we cannot manage but which can be influenced, sometimes significantly, by scheduled operations.

So, what should you do? First understand the basics of the scientific knowledge that we know today:

• All individuals operate on a 24 hour clock (circadian rhythm). This clock influences the body wanting to sleep for an extended period when it is dark and for additional rest approximately 10-12 hours after the nighttime rest period.
• The average human being needs approximately 8 hours of sleep every night.
• The loss of sleep results in a sleep debt which cannot be repaid until additional rest is acquired.
• The use of caffeine and nicotine does not replace the need for rest to eliminate fatigue; at best, they can only delay the need for necessary rest and may interfere with quality sleep.
• Proper nutrition is important to minimize fatigue.

OK, you are not scientists. You are motorcoach operators. What can you do?

First, our organization should develop a strong policy statement for all employees which defines your concern for fatigue in the workplace; urges employees not to perform their duties if fatigued; and invites suggestions and changes to eliminate it. This would be a bold move, creating many new management challenges. But this is also the first and the most giant step to be taken towards eliminating fatigue in your workplace. Without it, most will continue to "talk the talk but not walk the walk".

Secondly, provide quality training for all employees concerning fatigue and how to eliminate or combat it. This training should not only help them understand the scientific knowledge concerning fatigue but also provide tips on physical conditioning, nutrition, and personal health and wellness. In doing this, you not only show that you care, but you may influence an employee to be a happier and healthier one which can actually produce a more productive employee.

Thirdly, develop monitoring systems among employees and passengers to learn about employees which are or may seem fatigued while working. To do this successfully, all employees must feel that their reporting of such incidents will not be met with punitive consequences but rather with positive, proactive efforts. Your ability to manage effectively largely rests with your ability to know fatigue related issues in your workplace.

Fourthly, be proactive with those employees whose work schedules include working through the nighttime hours or working at different times on consecutive days while on trips. Be attentive to them, reminding them of the increased need for them to get quality rest and to adjust to their work schedules. Don't be afraid to ask them how they are accomplishing their quality rest, even though you cannot legislate it. Remember, constantly showing that you care will keep them sensitive to their need to care about themselves.

Fifth, eliminate potential fatigue producing situations as often as you can. Keep itineraries for tours and charters as consistent as possible throughout the course of the trip. Eliminate nighttime driving where possible.

Sixth, remind employees of the need for proper nutrition and regular exercise. Offer incentives for staying in shape and keeping ones' weight at acceptable levels. Remaining healthy is fundamental toward reducing fatigue.

Driver fatigue is not an issue that will simply go away. Instead, it is an issue that will continue to impact you and the motorcoach industry. What you do now will influence how you are affected by changes in the future. A thorough and consistent management strategy is needed. Develop and use one now. You, your employees, and your customers will benefit from it.

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