Sample Sidebar Module

This is a sample module published to the sidebar_top position, using the -sidebar module class suffix. There is also a sidebar_bottom position below the menu.

Sample Sidebar Module

This is a sample module published to the sidebar_bottom position, using the -sidebar module class suffix. There is also a sidebar_top position below the search.

The Infrastructure Health and Safety Association (IHSA) in partnership with the Ontario Ministry of Labour has developed a series of free COVID-19 guidelines for the transportation, construction, and utilities sectors, as essential services and industries in Ontario.

The guidance for the transportation sector stresses the importance of practicing physical distancing, ensuring good hygiene like proper hand washing, not sharing items like communications devices, pens, and personal protective equipment, and staying home if feeling ill.

Some additional general best practices include:

• Minimizing the number of vehicles shared by employees where possible to limit the spread of the virus.

• Ensuring drivers have access to appropriate disinfectants, hand sanitizer, personal protective equipment, and other materials needed to clean high-touch surfaces in their vehicles frequently.

• Reducing face-to-face contact as much as possible, and staying in the cab or designated waiting space while loads are handled or during inspections.

• Eating healthy and getting enough rest and exercise to maintain good physical and mental health.

Additional precautions specific to drivers stopping at rest stops and taking breaks have also been included.

Wearing PPE, such as gloves, while refuelling and the use of disinfectant wipes to clean the pump handles and key pads. Packing snacks, just in case regular stops are closed, and avoiding the use of refillable mugs are other recommendations included to help reduce the transmission of the virus.

To support all areas of the transportation industry the IHSA also created job specific guideline documents for shippers and receivers, cleaning and sanitizing vehicles, handling paperwork, as well as mental health and fatigue management.

The health and safety of workers is a top concern amid the global COVID-19 pandemic. During this time, all parties must place an increased focus on health and safety in order to keep transportation companies operating as an essential service to our country’s economy and continuity of operations.

For more information, contact roadsafety@ihsa.ca.

Current News

Retention for the Future of Trucking

As we look ahead, we recognize that retention is a critical component of the trucking sector’s business model and success in retaining a strong workforce. At a point where we have a skilled worker shortage, we cannot afford to lose our assets: our driving force who keep the economy moving and our businesses growing.

We have companies with varied turnover rates and those rates result in dollars lost. We have companies that have varied hiring practices, which inevitably result in varied retention rates.

The reports indicate that the skilled worker shortage will continue to increase as we move toward 2024. It’s time to reinforce our retention practices so we can reduce our turnover rates – resulting in strong retention practices.

It is a topic worth considering. We need to put the same level of effort into retention as we do into recruitment. Why is retention a challenge? What areas are we missing that create this barrier to stronger retention rates? Do we accept high turnover as the cost of doing business?

Let’s take a step back. The loss of one driver can have a potential cost implication of up to $5,000 (this may be low for some companies) to replace the professional driver. Lose 10 drivers and suddenly you are at a loss of approximately $50,000. In a sector where margins are tight, can we afford those types of losses without exploring why and how we can do better?

Understanding why we lose people in our sector can be challenging. Even the best exit survey strategies do not always yield the information we need to remove barriers and retain the individual or offer insight into what we can do differently; however, the survey is an essential tool that provides an opportunity to learn... it just needs to go beyond the surface. We need to go to the beginning at the point of hire.

The first thing I think about when looking at retention is trust. Is there trust being built at the recruitment stage – at a level that can be delivered beyond the promises made at the point of recruitment. Can we deliver the pay, home time, benefits, flexibility and everything else that we have promised?

Trust is a deal-breaker for many of us. If you promise professional development in the first year of an employee’s career and then do not offer it, you have broken trust. If you promise a raise after a three-month probation period and do not provide it, you have broken trust. If you promise a professional driver that they will be able to be home for special occasions and you do not get them home, you have broken trust.

Read more ...