ISO 39001:2012 - Road Traffic Safety Management

Requires reaction to nonconformities and incidents, evaluation of the need for corrective action, and implementation of changes.

• Lessons learned reports
• Root cause analysis records
• Innovation maturity reassessment
• Updated process documentation

• Root cause analysis stops at symptom level
• Feedback loops from operations back to strategy missing
• Improvement register stale, items older than 12 months unactioned

Requires continual improvement of the suitability, adequacy, and effectiveness of the RTS management system.

• Continual improvement register
• Feedback loop documentation
• Improvement initiative business cases
• Updated process documentation
• Root cause analysis records

• Lessons learned stored but never reused
• Feedback loops from operations back to strategy missing
• Corrective actions closed without verifying effectiveness
• Maturity reassessment skipped year over year
• Nonconformities not logged or trended

Requires understanding the organization's role within the road traffic system and identifying internal and external factors affecting road safety.

• Stakeholder map with innovation interests
• Market and technology radar
• Innovation maturity baseline assessment
• Competitor innovation benchmark

• Innovation maturity baseline never established
• Stakeholder map omits external innovation partners (universities, startups)
• Trend scanning is ad hoc and undocumented

Requires identifying interested parties and their requirements related to road traffic safety.

• Innovation context register
• Interested-party requirements log
• Strategic intelligence brief
• IMS scope statement signed by leadership
• PESTEL/SWOT analysis covering innovation landscape
• Trend and foresight scan report

• Trend scanning is ad hoc and undocumented
• Stakeholder map omits external innovation partners (universities, startups)
• Context analysis treated as one-off, not refreshed annually
• Strategic intelligence not feeding into innovation decisions

Requires defining the boundaries and applicability of the road traffic safety management system.

• Trend and foresight scan report
• Innovation context register
• IMS scope statement signed by leadership

• Innovation maturity baseline never established
• Strategic intelligence not feeding into innovation decisions
• Context analysis treated as one-off, not refreshed annually

Requires establishing, implementing, maintaining, and continually improving the RTS management system.

• Trend and foresight scan report
• Innovation maturity baseline assessment
• Competitor innovation benchmark

• IMS scope undefined or inconsistent across business units
• Trend scanning is ad hoc and undocumented
• Stakeholder map omits external innovation partners (universities, startups)

Requires top management to demonstrate leadership and commitment to the RTS management system.

• RACI for innovation roles
• Innovation governance framework
• Leadership innovation commitments register

• Governance forum lacks decision-making authority
• Culture barriers to risk-taking not addressed by leadership
• No clear accountability for innovation outcomes
• Innovation policy not formally approved or communicated

Requires establishing a road traffic safety policy that provides a framework for setting RTS objectives.

• Board minutes referencing innovation strategy
• Strategic alignment matrix linking innovation to business goals
• Executive innovation charter
• Innovation council terms of reference

• Roles and responsibilities for innovation undefined
• Innovation strategy disconnected from corporate strategy
• Executive sponsorship limited to lip service, no time committed
• No clear accountability for innovation outcomes

Requires assignment and communication of relevant roles, responsibilities, and authorities for RTS.

• Innovation vision and strategy document
• Culture assessment results
• Board minutes referencing innovation strategy
• Executive innovation charter
• Leadership innovation commitments register
• Strategic alignment matrix linking innovation to business goals

• Innovation strategy disconnected from corporate strategy
• Governance forum lacks decision-making authority
• Executive sponsorship limited to lip service, no time committed

Requires identifying risks and opportunities related to road traffic safety and planning actions to address them.

• Innovation portfolio dashboard
• Action plans tied to innovation objectives
• Risk treatment plan
• Innovation roadmap
• Resource allocation plan

• Innovation objectives lack measurable targets
• Initiative prioritisation done by HiPPO not criteria
• Portfolio biased toward horizon 1 incremental projects
• Risk treatment plans absent for high-uncertainty bets
• Opportunities and risks tracked separately with no link to objectives

Requires identifying RTS performance factors that the organization can influence, such as speed, vehicle condition, and road use.

• Portfolio balancing model (horizons 1/2/3)
• Innovation portfolio dashboard
• Opportunity and risk register
• Risk treatment plan

• Opportunities and risks tracked separately with no link to objectives
• Roadmap not updated when strategy changes
• Portfolio biased toward horizon 1 incremental projects

Requires establishing measurable RTS objectives with targets, responsibilities, timeframes, and resources.

• Initiative prioritisation scorecard
• Action plans tied to innovation objectives
• Risk treatment plan
• Opportunity and risk register
• Innovation roadmap
• Change management plan for innovation initiatives

• Initiative prioritisation done by HiPPO not criteria
• Roadmap not updated when strategy changes
• Innovation objectives lack measurable targets
• No resource plan tied to portfolio priorities
• Opportunities and risks tracked separately with no link to objectives

Requires determining and providing resources needed for the establishment, implementation, and improvement of the RTS system.

• IP register and assignment agreements
• Partnership and collaboration agreements
• Resource and budget plan for innovation

• Partnership agreements lack IP and confidentiality clauses
• Knowledge from past projects not captured or reused
• Strategic intelligence siloed in one team

Requires ensuring persons performing work affecting RTS performance have the necessary competence.

• Strategic intelligence repository
• Competence matrix for innovation roles
• IP register and assignment agreements
• Document control register for IMS
• Knowledge repository / lessons learned database

• Innovation budget not ring-fenced from operating budget
• Competence requirements for innovation roles not defined
• Time allocation for innovation crowded out by BAU
• IP register incomplete, ownership disputes likely
• Knowledge from past projects not captured or reused

Requires persons performing work under the organization's control to be aware of the RTS policy and their contribution.

• Resource and budget plan for innovation
• Training records and learning paths
• Document control register for IMS
• Time-allocation policy (e.g., 10% innovation time)

• Innovation budget not ring-fenced from operating budget
• Knowledge from past projects not captured or reused
• Partnership agreements lack IP and confidentiality clauses
• Tools and methods inconsistent across teams

Requires determining internal and external communications relevant to the RTS management system.

• Knowledge repository / lessons learned database
• Innovation tools and methods catalogue
• Communication plan (internal/external)

• Tools and methods inconsistent across teams
• Knowledge from past projects not captured or reused
• Innovation budget not ring-fenced from operating budget

Requires creation, updating, and control of documented information required by the RTS management system.

• Innovation infrastructure inventory
• IP register and assignment agreements
• Resource and budget plan for innovation
• Strategic intelligence repository
• Communication plan (internal/external)
• Innovation tools and methods catalogue

• Time allocation for innovation crowded out by BAU
• Tools and methods inconsistent across teams
• Partnership agreements lack IP and confidentiality clauses

Requires planning, implementing, and controlling processes needed to meet RTS requirements and implement actions from planning.

• Setpoint and operating window register
• Shift handover logs covering energy
• Change management records affecting energy

• Operating criteria not documented for SEUs
• Maintenance focused on uptime not energy
• Setpoints drift between shifts
• Outsourced providers have no energy obligations
• Change management bypasses energy review

Requires establishing and maintaining processes for potential emergency situations and responding to actual emergencies on roads.

• Specification checklist for energy efficient equipment
• Commissioning records validating energy performance
• Design review minutes covering energy
• Design brief template with energy criteria
• Capex business case template requiring EnPI impact

• Design briefs silent on energy
• Commissioning does not verify energy performance
• No life cycle cost analysis

Requires determining what needs to be monitored and measured to evaluate RTS performance and system effectiveness.

• Innovation KPI dashboard
• Performance evaluation criteria document
• Benchmarking study results

• KPIs measure activity (idea count) not outcomes (revenue, adoption)
• Evaluation criteria differ across portfolio without rationale
• Management reviews skip innovation as an agenda item
• Benchmarking against peers absent

Requires conducting internal audits at planned intervals to confirm the RTS management system conforms to requirements.

• Performance evaluation criteria document
• Innovation KPI dashboard
• Management review minutes and actions

• Customer feedback not systematically captured
• Benchmarking against peers absent
• Lagging indicators only, no leading indicators

Requires top management review of the RTS system for continuing suitability, adequacy, and effectiveness.

• Balanced scorecard for innovation
• Audit nonconformity log
• Innovation KPI dashboard
• Management review minutes and actions
• Internal audit programme and reports
• Innovation analytics report

• Internal audits of IMS not scheduled
• Customer feedback not systematically captured
• KPIs measure activity (idea count) not outcomes (revenue, adoption)
• Evaluation criteria differ across portfolio without rationale

Determine external and internal issues relevant to the RTS management system, including road traffic environment and stakeholder concerns.

• RTS context analysis
• Fleet and route environment summary
• Regulatory landscape review

• Context limited to own fleet, ignores wider road users

Identify interested parties relevant to RTS performance and their requirements.

• Stakeholder register including road authorities, emergency services, drivers, vulnerable road users

• Vulnerable road users omitted

Act on nonconformities including incidents, determine causes, and implement corrective action.

• NC register
• Root cause analyses
• Verified effectiveness records

• Effectiveness not verified

Continually improve the suitability, adequacy, and effectiveness of the RTSMS.

• Improvement initiatives log
• Benchmarking against industry KSI rates

• No benchmarking

Top management demonstrates leadership for RTS performance and the long-term goal of eliminating death and serious injury.

• Safe System / Vision Zero commitment statement
• Board minutes referencing RTS
• Executive RTS sponsor designation

• No explicit long-term goal of elimination

Establish, document, implement, maintain, and continually improve an RTS management system.

• RTS manual or equivalent
• Process map
• Scope statement

• Scope excludes contractor fleets

Plan, implement, and control operational processes needed to meet RTS requirements.

• Journey management procedure
• Vehicle scheduling controls
• Loading and securing procedures

• No journey risk assessment for high-risk routes

Establish processes to prepare for and respond to RTS emergencies including crashes.

• Crash response procedure
• Emergency contact cards in vehicles
• Drill records

• No drills conducted

Monitor RTS performance using output, intermediate, and final outcome indicators.

• KSI rate per million km
• Near-miss reporting data
• Telematics dashboards
• Audit findings

• Only lagging indicators tracked

Investigate crashes and RTS incidents to identify causes and prevent recurrence.

• Investigation procedure
• Case files with root cause
• Corrective action records

• Investigations stop at driver blame

Conduct internal audits of the RTSMS at planned intervals.

• Audit programme
• Reports
• Auditor competence records

• Audits not RTS-specific

Top management reviews the RTSMS at planned intervals.

• Review minutes including KSI trends and actions

• No review of long-term goal progress

Identify RTS performance factors influencing exposure, crashes, and outcomes including safe roads, vehicles, road users, speeds, and post-crash response.

• Documented RTS performance factors mapped to Safe System pillars
• Exposure data (km driven, hours, trips)
• Crash rate analysis

• Only output factors tracked, no risk exposure factors

Establish RTS objectives consistent with the RTS policy and plan to achieve them.

• Objectives register with KSI reduction targets
• Action plans with owners and dates

• Objectives not linked to KSI reduction

Establish an RTS policy reflecting the long-term elimination goal and commitment to a Safe System approach.

• Signed RTS policy
• Distribution records
• Worker acknowledgment evidence

• Policy generic, not RTS specific

Plan and prepare for response to crashes including emergency response, victim support, and investigation.

• Crash response procedure
• First responder training records
• Victim support process
• Crash investigation reports

• No post-crash victim support pathway

Address driver competence, fitness, fatigue, distraction, impairment, and behavior.

• Driver licensing checks
• Fitness-to-drive assessments
• Fatigue management plan
• Mobile phone / distraction policy

• Driver licence checks one-off at hire

Address road and roadside design, layout, condition, and signage as RTS factors.

• Route risk assessment
• Roadside hazard inventory
• Engagement with road authorities

• No route-level risk scoring

Manage speed as a key RTS performance factor including speed limits, in-vehicle monitoring, and compliance.

• Speed policy
• Telematics speed reports
• Speed violation investigation records

• No telematics
• Speeding incidents not investigated

Specify, procure, and maintain vehicles to maximize occupant and other road user safety.

• Vehicle safety specification (NCAP rating thresholds, ADAS requirements)
• Maintenance schedule and records
• Pre-use checks

• No minimum safety specification for procurement

Determine and ensure RTS-related competence for persons whose work affects RTS performance.

• Driver competence matrix
• Defensive driving training records
• Licence category verification

• No periodic refresher

Ensure awareness of RTS policy, contributions, and consequences of non-compliance.

• Driver toolbox talks
• RTS awareness campaign materials

• Awareness only at induction

Communicate and coordinate with internal and external parties on RTS matters including contractors and road authorities.

• Communication plan
• Contractor RTS briefings
• Engagement records with road authorities

• No contractor briefings

Maintain documented information required by the RTSMS.

• Document register
• Version control
• Driver handbook

• Driver handbook outdated