The value of a well-organized emergency response plan in conserving life and property is generally recognized throughout industry. Historically, those businesses with an emergency response plan are more likely to survive a business interruption, such as that resulting from a fire or a natural event, like a hurricane or wildfire. When the emergency comes, proper action can make the difference between a minor incident and a major catastrophe. 

An effective emergency plan needs the sustained interest and guidance of management. It is beneficial to ensure that responsibilities are clearly defined, that good communication is maintained, that rosters are kept up-to-date, and that all members periodically receive proper training. An emergency response plan should be periodically reviewed and updated as applicable.

The plan should address the major perils of fire, explosion, flood, the winter hazards of freezing and roof collapse, windstorm and earthquake. The emergency response plan team should begin by conducting a site-specific analysis of the potential hazards to their facility. The local authorities having jurisdiction should be included in the preparation of the emergency response plan. Specific training may be generated based on the site-specific hazard and who is most qualified to respond.

Creating the plan

• Prompt and effective communication to the appropriate personnel and authorities is critical. A contact list should be created and reviewed periodically for updates and should include all telephone numbers (both land lines and mobile), and email. The contact list should include the applicable local authorities. Only trained and qualified personnel should respond to the event.
• Periodic meetings and training should be conducted, particularly when new staff are part of the emergency plan.
• When an emergency plan includes the need for emergency equipment (such as pumps for water removal) the purchase should be preapproved.
• Emergency plans for locations with tenants should include both the owner and all tenants in emergency planning.
• Formal evacuation plans should be practiced with designated team leaders and gathering areas assigned for accountability.
• Evacuation procedures should include review of alarms and public address systems.
• Locations with special hazards such as flammable liquids or processes, should have a site-specific plan that includes local authorities.
• The chain of command on the plan should include backup personnel that are also trained to implement the plan.

When a disaster occurs

• Emergency procedures should include monitoring the weather to initiate preparation steps if a weather event is predicted.
• Designated facility personnel should be prepared to respond to an emergency to monitor electrical, ventilation, or other applicable utilities as warranted for safety purposes. For instance, facility personnel may be required to see that automatic sprinkler control valves are functional and fire pumps operating properly after a freeze event.
• Computer servers should be backed up and off-site designated locations assigned.
• A salvage team should be created to clean equipment and stock after an event. If the event has involved water from floods, sprinklers, or other events, water should be removed and a drying out process conducted. Priority should be given to the major production equipment or process.
• Security is an important component after an event or in preparation for potential civil unrest.
• Local authorities should be contacted for support as it pertains to threats and appropriate emergency procedures.
• Maintenance personnel should have a prearranged plan for all events. For instance, when preparing for a hurricane, preparations may include securing of the windows, roof coverings, and provision of backup power for lighting.
• Weather emergencies may require knowledgeable personnel capable of shutting off gas supplies or securing outside tanks.
• In the event a flood is expected, critical machinery may be moved to a higher elevation or floor. Perimeter openings should be provided with watertight doors or sandbags.

Preparation is the key. Management should confer with local authorities as well as their Hanover Risk Solutions Consultant. Contact your professional agent for more information regarding your insurance coverage.

This material is provided for informational purposes only and does not provide any coverage or guarantee loss prevention. The examples in this material are provided as hypothetical and for illustration purposes only. The Hanover Insurance Company and its affiliates and subsidiaries (“The Hanover”) specifically disclaim any warranty or representation that acceptance of any recommendations contained herein will make any premises, or operation safe or in compliance with any law or regulation. By providing this information to you. The Hanover does not assume (and specifically disclaims) any duty, undertaking or responsibility to you. The decision to accept or implement any recommendation(s) or advice contained in this material must be made by you.

LC 2021-544

Size up your fall exposures

Consider where your workers will be exposed to heights.

• Ladders, scaffolds, lifts
• Near unprotected floors and openings
• On formwork
• Walking on narrow surfaces
• Where falling objects may expose workers below to injury.

Eliminate fall hazards

• Determine where guardrails and covers can be used to eliminate floor and roof opening exposures.
• Determine where scaffolds and lifts can be used to eliminate the use of ladders.
• Determine where stair towers or stairways can be installed to eliminate the need for access ladders.

Control your fall exposures

• Identify what areas of the project will require the use of personal fall arrest systems (PFAS) — will proper anchor points be available?
• Identify what PFAS (shock absorbing lanyard/self-retracting lanyard/lifeline) will be required to control falls based on anchorage point availability/location.
• Determine if different sized full body harness will be needed based on height/weight of workers. Most standard harnesses are limited to total worker weight of 310 lbs. Equipment for heavier workers is available.
• Consider developing a dropped objects/tools plan that includes the use of tool lanyards to protect workers below.

Identify management controls

• Create and issue jobsite responsibilities for supervisors detailing expected performance (frequency of inspections, safety meetings, preplanning of work).
• Create an inspection checklist based on the expected fall exposures at the jobsite.
• Consider performing a job hazard analysis of common work activities. This can aid in training and identifying equipment necessary to complete the work safely.
• Designate a competent person to oversee the implementation of the fall protection program/plan and act as a company resource.

Provide training

• Workers should be trained about the expected fall hazards during the performance of their work and the proper use, inspection, location of all fall protection systems that will be used.
• Supervisors should be trained on how to preplan for fall hazards, use, inspection and installation of PFAS, guardrails, covers, scaffolds, ladders, lifts.

Write the plan

• Develop a job-specific plan that identifies the areas on the project where fall hazards are expected and the methods that will be used to eliminate or control fall hazards.
• Determine rescue procedures based on location/available equipment and local EMS capability.
• Distribute the plan to all supervisors who will be working on the project with clear instructions about their performance expectations, how to request equipment, guidelines for removing fall protection systems.

Review the plan

• Set up a review schedule to determine that the plan continues to be effective and performance expectations are met.
• Update the plan when necessary, such as when new fall exposures are expected, or new equipment will be used.

This material is provided for informational purposes only and does not provide any coverage or guarantee loss prevention. The examples in this material are provided as hypothetical and for illustration purposes only. The Hanover Insurance Company and its affiliates and subsidiaries (“The Hanover”) specifically disclaim any warranty or representation that acceptance of any recommendations contained herein will make any premises, or operation safe or in compliance with any law or regulation. By providing this information to you, The Hanover does not assume (and specifically disclaims) any duty, undertaking or responsibility to you. The decision to accept or implement any recommendation(s) or advice contained in this material must be made by you.

LC DEC 2018 2016-149
171-10008 (5/16)

Too many accidents occur because drivers are “surprised” at the top of an incline. Dangers such as a stalled car, an intersection or a child may await you.

Approaching an incline

As you approach an incline:

• Expect conflict. Somebody is likely to be at the top of the hill.
• Look for signs, markings and characteristics of the area which will tell you what to expect at the top of the hill.
• As you get closer to the top, the contour of the road reduces your view. This means less distance to react... and stop.
• As you proceed over the crest:
  • Release pressure on the gas pedal and be ready to brake
  • Move to the right
  • Leave an out.
• Should you have to stop, check to the rear and immediately communicate your action to vehicles behind with brake lights and/or hand signals.

Top off the crest of every hill in the manner described above and avoid “surprises” that could result in an accident — one which is preventable by you.

This material is provided for informational purposes only and does not provide any coverage or guarantee loss prevention. The examples in this material are provided as hypothetical and for illustration purposes only. The Hanover Insurance Company and its affiliates and subsidiaries (“The Hanover”) specifically disclaim any warranty or representation that acceptance of any recommendations contained herein will make any premises, or operation safe or in compliance with any law or regulation.  By providing this information to you, The Hanover does not assume (and specifically disclaims) any duty, undertaking or responsibility to you.  The decision to accept or implement any recommendation(s) or advice contained in this material must be made by you.

LC NOV 2018 11-389
171-1134 (10/14)

Ask professional drivers to identify major driver errors, chances are they will indicate, “too many fail to signal.” Ask any police officer the phrase heard most often when investigating traffic accidents and the comment “the other driver didn’t signal,” will often be at the top of the list.

Clear, understandable signaling between drivers is absolutely essential on today’s high-speed expressways and congested streets. Otherwise, we would have complete mayhem on our roads.

As a professional driver, you have a responsibility not to allow yourself to be classified with bad mannered and foolish drivers. Instead, you should set an example for every other driver to follow.

Keep your signaling habits sharp

Here’s a quick review of the methods you have for communicating with other drivers:

Horn — Use in daytime passing situations to communicate with the driver being passed. Also for use in fog or inclement weather to notify others of your presence.

Brake lights — By pumping your brakes you can warn a driver who is following too closely. The pumping procedure also can be used to warn a following driver well in advance that you are preparing to stop.

Turn signals — Use well in advance to indicate a change of lanes as well as warning others that you are turning. When changing lanes, use turn indicator, check rear view mirror, slow down and glance over the shoulder toward the lane change. When you see a motorist ahead, use signals and slow down until he or she has completed their maneuver.

Hand signals — Even with today’s automatic turn signals, there are times when you may be compelled to or when it is advisable to also use a hand signal. The hand signal can be beneficial to indicate a slowing down maneuver.

Conclusion

Communicating with other drivers is more than just extending courtesy. When you fail to signal properly you are failing your responsibility as a driver. The driver who fails to signal, and is rear ended, will likely share a degree of responsibility for the accident.

Accidents are costly. Don’t ask for trouble by failing to signal.

This material is provided for informational purposes only and does not provide any coverage or guarantee loss prevention. The examples in this material are provided as hypothetical and for illustration purposes only. The Hanover Insurance Company and its affiliates and subsidiaries (“The Hanover”) specifically disclaim any warranty or representation that acceptance of any recommendations contained herein will make any premises, or operation safe or in compliance with any law or regulation. By providing this information to you, The Hanover does not assume (and specifically disclaims) any duty, undertaking or responsibility to you. The decision to accept or implement any recommendation(s) or advice contained in this material must be made by you.

LC NOV 2018 11-389
171-1133 (10/14)

Keeping a safe following distance is crucial to defensive driving. Learning how to avoid tailgating and maneuver safely when others do can help avoid the common crashes that happen when cars follow too closely — sometimes at high speeds.

Don’t be a tailgater

The defensive driver needs to keep a safe interval between their vehicle and the vehicle ahead. The “timed interval” theory, can help the driver make a more accurate judgment of what that means at different speeds, in fair weather and foul.

The timed interval

The “timed interval” can be used at any speed. It is based on the distance a vehicle will travel in a given period of time. A three-second interval should allow an adequate stopping distance for passenger cars and two-axle trucks with normal driving conditions.

The “timed interval” should be increased to four seconds or more for larger axle combinations. Add an extra second of following distance for any unsafe conditions as you drive (poor road conditions, low light, bad weather, blocked visibility ahead due to a large vehicle, etc.). Because conditions may vary so much, these timed intervals should only be used to indicate one thing, “that you are following too closely.”

The countdown plan operates this way:

1. Focus on the vehicle ahead as it reaches a fixed object such as a tree or traffic marker alongside the road.
2. At that moment, begin counting at a medium pace — “1,000 and 1, 1,000 and 2, 1,000 and 3, etc.,” until your vehicle reaches the fixed object. (Each count will be about a second.)

If your vehicle passes the object before the end of the suggested following distance time interval count, you’re following too closely!

What to do when someone’s tailgating you

The quicker you spot a tailgater and take defensive action, the more likely you’ll prevent trouble. Here are some refresher tips on how to avoid one of driving’s pet peeves.

Recognizing a tailgater

If you can’t see the entire vehicle in your rear view mirror, the vehicle is a tailgater.

If the vehicle is closing the gap rapidly, has no “out,” and must continue forward, it’s a tailgater.

Getting rid of a tailgater

• Move to the right and let the vehicle pass — if you can.
• Encourage passing by slowing down and waving the vehicle on.
• If the vehicle won’t pass or drop back, pull off the road in a safe location or signal early and make a legal turn — this individual may require so much of your attention that you will miss an important traffic cue up ahead.

How to neutralize a tailgater

• Slow down gradually as traffic permits.
• Flash brake lights several times.
• Use proper arm signal.

Be sure to watch what’s going on up ahead – don’t let tailgaters hypnotize you.

How to deal with the special tailgater

• The creeper —  keeps getting closer and closer and closer. This requires constant reference to your mirrors to spot this character.
• The gangbuster —  in a hurry. If you see one coming in someone else’s lane, watch out. After trying to push the other driver, you may be next.
• If they want through —  help them. You can keep a better eye on them if they’re out in front.

This material is provided for informational purposes only and does not provide any coverage or guarantee loss prevention. The examples in this material are provided as hypothetical and for illustration purposes only. The Hanover Insurance Company and its affiliates and subsidiaries (“The Hanover”) specifically disclaim any warranty or representation that acceptance of any recommendations contained herein will make any premises, or operation safe or in compliance with any law or regulation. By providing this information to you, The Hanover does not assume (and specifically disclaims) any duty, undertaking or responsibility to you. The decision to accept or implement any recommendation(s) or advice contained in this material must be made by you.

LC DEC 2018 11-389
171-1123 (10/14)

The driver qualification process is a key component of any modern fleet safety program regardless of the fleet size or nature of operation.  A company’s adherence to driver selection criteria has a tremendous impact on overall fleet safety.  Here we discuss several key components that comprise a successful driver screening process for both regulated and non-regulated fleets.

Best practices for all fleets

Fleet application form

Non-DOT regulated fleets should consider adding a driver addendum to their job application form that requests the following information:

1. A copy of the most recent driver’s license
2. Driving experience
3. Crash record
4. Traffic violation convictions
5. Criminal history*
6. Transportation related training
7. Authorization to investigate the applicant's background

Fleet operation job analysis

Employers should establish written job requirements for drivers of company vehicles.  This will provide clarity, eliminate occupational ambiguity and further allow performance benchmarking and standard comparisons, such as those associated with a telematics system. 

Driver interview process

The driver interview is the time to answer any questions that arise during the background check screening process.  This will also allow the opportunity to determine if the applicant has the proper license class, endorsements or restrictions.

Reference checks

A check with previous employers allows for screening of the information provided by the job applicant and information on their overall character and professional ability.  The information obtained during this process should be added to the driver file.

Motor vehicle record

Both initial and ongoing driver motor vehicle records should be obtained and included in the driver file.  It is recommended that MVR’s are obtained at a minimum annually and kept within the driver qualification file for future reference.  In the event of a serious motor accident, this information will show that drivers’ history is collected.

Physical qualifications

A DOT medical card requirement allows your organization to evaluate the physical fitness of an applicant prior to hire.  This requirement can also be instituted for non-regulated fleets.  Ongoing reevaluation of employees allows for the tracking of health conditions affecting motor vehicle operations such as eye sight, hearing or other medical conditions. 

Road test

A road test will allow employers the opportunity to view the applicant while they are operating equipment similar to that required by the job.  A driver’s attitude, skill set and road rule compliance are all subject to evaluation during the test.  The test should include roads that are the same or similar to that which they will encounter if awarded the driving position.

Regulated fleet requirements

Commercial motor vehicle ― driver qualification file requirements for CDL holders

Federal Motor Carrier Regulations, Title 49 – Transportation, Part 391 list the following requirements for drivers requiring Commercial Driver’s Licenses.  Under FMCSA (Federal Motor Carrier Safety Administration) provisions, individual driver files must be kept and maintained.  At minimum, each file should contain the following:

1. Application for employment
2. Copy of driver’s license
3. Copy of current medical card for CDL drivers (make a copy of the actual card that the drivers carry)
4. Copy of current drug/alcohol test
5. Current year MVR
6. Certificates (copies) of any driver training
7. Copies of road test summary
8. Accident information specific to the driver

FMCSA link to a driver qualification file checklist is found here: https://csa.fmcsa.dot.gov/safetyplanner/documents/Forms/Driver%20Qualification%20Checklist_508.pdf

Summary

Fleet operations with no CDL drivers should consider maintaining items 1, 2, 5, 6, and 8 from the above (as applicable).  Medical card obtainment is often required even if the 26,001 GVW isn’t applicable, such as commercial combination loads in excess of 10,001lbs, or for-hire passenger transportation.

The driver qualification process is a key component of any modern fleet safety program regardless of the fleet size or nature of operation.  While additional information such as credit and criminal history may also be obtained, following these listed criteria is the cornerstone of any safety conscious fleet program. 

Additional commercial motor vehicle driver file related information may be obtained using this link: Electronic Code of Federal Regulations (eCFR)

*Consult an attorney regarding requests for a criminal history information. Criminal background requests are subject to local jurisdictions’ regulations.

This material is provided for informational purposes only and does not provide any coverage or guarantee loss prevention. The examples in this material are provided as hypothetical and for illustration purposes only. The Hanover Insurance Company and its affiliates and subsidiaries (“The Hanover”) specifically disclaim any warranty or representation that acceptance of any recommendations contained herein will make any premises, or operation safe or in compliance with any law or regulation. By providing this information to you. The Hanover does not assume (and specifically disclaims) any duty, undertaking or responsibility to you. The decision to accept or implement any recommendation(s) or advice contained in this material must be made by you.

LC 2021-433

It’s a common enough scenario: an employee using their own vehicle or a vehicle the employee leased to run a quick trip to the store or business on company time might end up costing your business money as result of a vehicle crash. The end result: employee injury (possibly resulting in a workers’ comp claim), damage to vehicle(s) or property, general liability (GL) claims, negative company publicity, lawsuits, possible negligent entrustment, the list of difficulties goes on.

The use of a personal vehicle or leased vehicle for business purposes may in some states expose the company to liability claims as the result of an incident or collision involving others while on company business. (e.g., a trip to the post office, business visit, driving to or from a jobsite, or other errand). This is commonly known as the “non-owned” exposure.

Non-owned is defined by IRMI as “described in commercial auto policies as an auto that is used in connection with the named insured's business but that is not owned, leased, hired, rented, or borrowed by the named insured.”^[1]

“Negligent entrustment claims arise when an unlicensed, incompetent, or reckless driver causes damages while driving a motor vehicle [regardless of ownership]. A party injured by such a driver must generally prove five components of this tort: (1) that the owner entrusted the vehicle to the driver; (2) that the driver was unlicensed, incompetent, or reckless; (3) that the owner knew or should have known that the driver was unlicensed, incompetent, or reckless; (4) that the driver was negligent in the operation of the vehicle; and (5) that the driver's negligence resulted in damages” (Amaya v. Potter, 94 S.W.3d 856 [Tex. App. 2002]).^[2]

In order to help reduce your exposure, there are a few administrative controls that can help minimize risk:

• Make sure all drivers have a valid driver’s license
• Monitor motor vehicle registrations (MVRs) for all drivers (include all non-owned fleet employees in your existing MVR monitoring program)
• Always require employees who use a non-owned vehicle to provide a copy of a certificate of insurance (COI) that shows that an insurance policy is in force and active (in the event of an incident, this would be the primary coverage the business would typically be secondary).
• Include all non-owned fleet employees in your fleet safety program.

Periodic review of the driver owned/leased vehicle would also be encouraged to ensure that it is being properly maintained. Bottomline: all drivers involved with company business using personal/leased or company provided vehicle should be required to follow your fleet safety company policy. Qualifying driver(s) is important and helps prevent negligent entrustment issues as mentioned above. Those that don’t qualify or can’t meet your company fleet safety guidelines should not be allowed to drive for company business.  

Key controls to consider:

• Approval to operate personal non-owned/leased vehicle on company business
• Have a valid driver license for the state operated in
• Include in MVR monitoring program and driver qualifications like those for company vehicle
• Provide copy of COI or declaration page with valid dates, policy limits (typically meeting your company limits), rated for business use on policy, and under/uninsured motorist limits.
• Follow company fleet safety policies
• Proper maintenance on vehicle
• Include driver safety training
• Review all incidents/collisions as part of your accident investigation process
• Share the information you learn from investigation with others within the company to help make your team better drivers in the long run.

For additional assistance, please reach out to your Hanover Risk Solutions consultant or agent.

References

1. International Risk Management Institute, Inc. (IRMI) https://www.irmi.com/term/insurance-definitions/nonownedautomobile#:~:text=Nonowned%20Automobile%20%E2%80%94%20described%20in%20commercial,borrowed%20by%20the%20named%20insured.

2. The Free Dictionary, https://legal-dictionary.thefreedictionary.com/Negligent+Entrustment.

Copyright © 2021 The Hanover Insurance Group

This material is provided for informational purposes only and does not provide any coverage or guarantee loss prevention. The examples in this material are provided as hypothetical and for illustration purposes only. The Hanover Insurance Company and its affiliates and subsidiaries (“The Hanover”) specifically disclaim any warranty or representation that acceptance of any recommendations contained herein will make any premises, or operation safe or in compliance with any law or regulation. By providing this information to you. The Hanover does not assume (and specifically disclaims) any duty, undertaking or responsibility to you. The decision to accept or implement any recommendation(s) or advice contained in this material must be made by you.

LC 2021-459

The importance of cyber security

It is vital that your company’s computer system is safe and protected from unauthorized users and hackers.  Unprotected computer systems and networks can result in loss of essential data, customer information and important financial data.

It is important to continuously explore how your business is truly protected from impostors or hackers that are looking to steal critical information or to install a computer virus into your system and network. Consider the tips below:

Use strong passwords

• Each authorized user must have their own password. Do not allow “community” passwords for commonly accessed programs or systems by multiple users.
• Require users to change their passwords frequently.
• Strong passwords are usually at least six characters and a combination of letters that are upper and lower case, numbers, and symbols (@, #, $, %, etc.)

Back up critical data

• To prevent data loss, it is essential to conduct regular backups of your company’s data.
• The most common types of backups are full and incremental.
• Full backups are the most basic and will copy all data.
• Incremental backups refer to only backing up files or data that have changed since the last full backup.
• Routine checks or audits of backups should be conducted to verify integrity of the data.

Use virus protection software

• Use virus protection software from a reliable source and reputable company.
• Update the virus protection software daily for any new updates.
• Set automated scans in the virus protection software program to routinely scan your computer.

Install firewalls

• Firewalls are divisions between a private network and an outside network, such as the internet, that manages traffic passing between the two networks. 
• Access points can be setup through firewalls to help limit access to sensitive areas, such as financial information, proprietary information, etc.

Avoid unnecessary connections

• Require authorized users to log-off whenever they are away from their desks. Set an automated time-out to log them off the computer, requiring them to log back in when they return to their desks.
• Power down computers when they are not expected to be in use for longer periods of time. 

Monitor emails

• Be wary of unknown emails, especially those with unusual email addresses or names.
• Do not open emails with spelling or grammatical errors in the subject line.
• Do not open any attachments in emails from someone you do not know.
• Verify the authenticity of the email if it seems legitimate and they are asking for sensitive data, a transfer of financial information, etc. Simply pick up the phone and call the sender to verify the email originated from them.

Keep software and operating systems current

• Routine updates of software and operating systems helps assure “patches” for software vulnerabilities are appropriately installed to minimize a data breach.

Screen employees and others allowed access

• All newly hired employees should undergo background checks with references from prior employers.
• Background screening should also include a detailed criminal history check and to see if there are any serious issues with a prospective employee candidate’s credit history.
• Immediately terminate access for employees who leave the company or are fired.
• Screen contractors who may be provided temporary access. Try to limit the information and data that they may access. Also, immediately terminate their authorization once they have completed the project where their access was necessary.

This material is provided for informational purposes only and does not provide any coverage or guarantee loss prevention. The examples in this material are provided as hypothetical and for illustration purposes only. The Hanover Insurance Company and its affiliates and subsidiaries (“The Hanover”) specifically disclaim any warranty or representation that acceptance of any recommendations contained herein will make any premises, or operation safe or in compliance with any law or regulation. By providing this information to you, The Hanover does not assume (and specifically disclaims) any duty, undertaking or responsibility to you. The decision to accept or implement any recommendation(s) or advice contained in this material must be made by you.

LC 2022-226
 

A government study concluded that driver distraction or inattention is a factor in over 70 percent of accidents. Drivers are two times more likely to be involved in a crash or near crash when talking on a cell phone, and three times more likely when dialing or operating a cell phone or electronic device.

Applying makeup or reading while driving increases the chance of a crash by three times. Inserting a CD doubles the likelihood of an accident. Eating while driving increases odds of an accident by one and a half times. Reaching for a moving object while driving increases chances of an accident by a whopping nine times, according to the National Highway Traffic Safety Administration study.

The study found that taking your eyes off the road for more than two seconds significantly increases chances of an accident. Drowsy drivers are four to six times more likely to be involved in a crash or near crash than drivers who are attentive.

Common driver distractions

• Cell phones and navigation systems: dialing, entering addresses
• Eating food or drinking a beverage
• Talking and listening to other passengers in the vehicle
• Radio use: changing stations, CDs, etc.
• Smoking: lighting up, putting out, falling ashes
• Looking at billboards, scenic views, searching for an address
• Daydreaming: problems at home, relationships, etc.
• Attending to children or pets

Things to do before driving

• Get plenty of rest before getting behind the wheel
• Take care of grooming (makeup, hair, shaving, flossing, nails, contacts, etc.)
• Be familiar with your vehicle’s controls
• Adjust mirrors, seat and radio
• Safely secure children and pets; stow any loose objects
• Place sun glasses, toll money, etc. within reach

When operating a vehicle

• Drive defensively and always wear your seatbelt
• Do not use electronic devices except in an emergency
• Do not read or write anything
• Do not eat or drink, and avoid smoking
• Do not engage in distracting conversations
• Do not pick up or reach for a dropped or loose object
• Pay attention to the road ahead, stay focused and expect the unexpected
• If you feel tired park in a safe place and take a break

Source: U.S. Dept. of Transportation report “The Impact of Driver Inattention On Near-Crash/Crash Risk” April 2006

This material is provided for informational purposes only and does not provide any coverage or guarantee loss prevention. The examples in this material are provided as hypothetical and for illustration purposes only. The Hanover Insurance Company and its affiliates and subsidiaries (“The Hanover”) specifically disclaim any warranty or representation that acceptance of any recommendations contained herein will make any premises, or operation safe or in compliance with any law or regulation. By providing this information to you, The Hanover does not assume (and specifically disclaims) any duty, undertaking or responsibility to you. The decision to accept or implement any recommendation(s) or advice contained in this material must be made by you.

LC APR 2019 08-71
171-1002 (1/14)

The Occupational Safety and Health Administration (OSHA) requires in Subpart E that all workplaces have an emergency action plan that addresses the foreseeable emergencies and includes reporting methods, egress routes and related protective actions. OSHA also requires in 29 CFR 1901.38(f) that the employer review the elements of the plan with the employees, when the plan is developed, at time of job assignment, when the employee’s responsibilities under the plan change or when the plan is changed. However, emergency response professionals strongly encourage management to go beyond the minimum requirements of OSHA and frequently practice what employees should do during a disaster.

Regular practice sessions and exercises will help employees prepare. Some considerations for planning and practice include:

• Coordinate and practice evacuation and other emergency plans with other businesses in the building or facility.
• Conduct regularly scheduled education and training sessions to provide employees with information, identify needs and develop preparedness skills.
• Include preparedness training in new employee orientation programs.
• Conduct tabletop exercises with members of the emergency management team. This type of exercise can be done in a conference-room setting to discuss individual responsibilities and how each would react to emergency scenarios.
• Schedule walk-through drills where the emergency management team and response teams actually perform their designated emergency functions. This exercise is considered a full-scale drill and generally involves more people and is more thorough than a tabletop exercise.
• Practice evacuating so that all employees walk the evacuation route to a designated area where procedures for accounting for all employees are tested.
• If “shelter-in-place” is part of the emergency plan, then at least annually conduct a drill utilizing that option.
• Evaluate and revise the plan and procedures based on lessons learned in training and exercise.
• Keep training records.
• Consider having a trusted and experienced emergency planner from outside the organization observe and evaluate your exercise.

For additional emergency preparedness resources, visit the OSHA website.

Copyright ©2016, ISO Services, Inc.

This material is provided for informational purposes only and does not provide any coverage or guarantee loss prevention. The examples in this material are provided as hypothetical and for illustration purposes only. The Hanover Insurance Company and its affiliates and subsidiaries (“The Hanover”) specifically disclaim any warranty or representation that acceptance of any recommendations contained herein will make any premises, or operation safe or in compliance with any law or regulation. By providing this information to you. The Hanover does not assume (and specifically disclaims) any duty, undertaking or responsibility to you. The decision to accept or implement any recommendation(s) or advice contained in this material must be made by you.

LC DEC 2018-396
171-10020 (9/16)