Implementation of Transport Safety Management

At Sakura Kotsu Co., Ltd., all employees are united in engaging in the following to ensure transport safety based on Transport Safety Management.
[1] Basic Transport Safety Policy
(1) With an awareness that ensuring transport safety lies at the heart of business management, the Representative Director will play a leading role within the company in ensuring transport safety. The Representative Director will listen seriously to any opinions about safety on the ground and, with a firm grasp of the situation on the ground, thoroughly instill in employees the awareness that ensuring transport safety is of paramount importance.
(2) We will be tireless in our endeavors to improve transport safety through the steady implementation of the PDCA (Plan, Do, Check, Act) cycle on transport safety. We will also actively release information regarding transport safety. At Sakura Kotsu, all employees will work as one to ensure transport safety with the safety philosophies of “Top priority on safety,” “Compliance with legislation,” and “Pursuit and continuous improvement of safety.”
[2] Priority measures for transport safety
(1) Under the Basic Policy on Transport Safety, we will carry out the following.
[1] We will thoroughly instill an awareness of the importance of ensuring transport safety and comply with the provisions of relevant laws and regulations and Safety Management Regulations.
[2] We will actively and efficiently conduct expenditures and investments regarding transport safety.
[3] We will conduct internal audits of transport safety and implement corrective and/or preventive measures if necessary.
[4] We will establish systems for communication of information related to transport safety and communicate and share necessary information within the company.
[5] We will formulate and appropriately implement specific plans for education and training on transport safety.
(2) We will cooperate closely with the holding company and other companies under its umbrella, striving together as one to improve transport safety.
(3) When using sub‐contractors for management services, we will not behave in any way that would impede the sub‐contractor from ensuring transport safety. Further, if in a close relationship with the sub‐contractor, such as concluding a long‐term contract, we will endeavor to improve the transport safety of the sub‐contractor as far as possible.
[3] Accident statistics (HY2017 accidents as stipulated in Article 2 of the Rules for Reporting of Automobile Accidents)
Accidents causing injury or death    0
Accidents causing damage to property    0
Vehicle breakdowns    23
Due to health issues    0
[4]Transport Safety Targets and State of Achievement of Targets
In FY2017, our target was achieved, with no reports of serious accidents made to the Transport Bureau.
Regarding insurance payouts under optional accident insurance, our target for FY2017 was ¥7 million or less, which is 50% of FY2016 results. Payouts in FY2017 totaled ¥6.88 million, so our target was achieved.
Regarding vehicle breakdowns, we failed to meet our target of 8 incidents, with the number of incidents climbing significantly to 23.
Elimination of deaths and injuries due to road traffic accidents Total number of accidents per 300,000 km traveled
Vehicle breakdowns
50% reduction compared to previous financial year
1 or less
Elimination of deaths and injuries due to road traffic accidents Insurance payouts due to accidents Vehicle breakdowns
50% reduction compared to previous financial year
Target:0 ¥7 million or less Target: 8
Incidences ¥6.88 million 23
[5]Transport Safety Targets
At Sakura Kotsu, all employees are united in engaging in the following initiatives to achieve our transport safety targets.
[1] Elimination of deaths and injuries due to road traffic accidents (Target: 0 serious accidents) In the previous financial year, there were four injuries causing injury or death (all such accidents, major or minor, whether as primary or secondary party, etc.), but there were none reported to the Transport Bureau as serious accidents, so our target was achieved.
However, there were accidents in which our buses were caught in collisions on expressways, collisions with bicycles on community bus routes, and accidents on board the bus. There was also a first incident for a Group company in which a bus was a primary party in a fatal accident. The elimination of accidents remains a major challenge.
This financial year, we will continue with our ongoing initiatives, such as onboard surveys, curbside guidance, and calling on passengers to board safely. We will also establish a Safety Day, in our united aim to achieve zero serious accidents and onboard accidents.
[2] Reduce accident incidence to one (1) or less per 300,000 km traveled
Last financial year, total accidents increased to 76, but the total of insurance payouts was ¥6.88 million, enabling us to stay below target. (Annual distance traveled: Approx. 1,116,000 km / total number of buses: 158)
Large payments for physical damage due to buses colliding in the depot or damage to buildings were conspicuous. Given the risk of major damage at times other than driving on roads, we have implemented further preventive measures.
Because the distance traveled per accident in FY2017 was 146,000 km, this financial year, we have set a target of distance traveled per accident with the aim of halving the accident incidence rate. We will further enhance our hazard prediction training initiatives, using near misses close to home and examples of accidents. To reduce careless driving and lack of caution due to familiarity, we will expand our instructional programs, with an emphasis on follow‐up.
[3] 12 vehicle breakdowns (50% reduction compared to previous financial year)
Last year, there were 23 breakdowns, which was significantly above the target of 8.
14 of those 23 breakdowns occurred in imported vehicles. Breakdowns involving plastic and rubber parts were particularly noticeable.
This financial year, particularly for imported vehicles, we have established a more frequent regular parts replacement cycle, particularly for imported vehicles. Continuing from last financial year, for undercarriage parts and rubber hoses, replacements will be made as necessary in line with three‐monthly maintenance inspections and mandatory shaken inspections.
We will also continue to promote the introduction of new vehicles, speeding up the replacement of older vehicles. This will lead to the further reduction of breakdowns.
[6] Transport Safety Plan
To achieve our transport safety targets, we have formulated the following plan.
(1) To achieve our transport safety targets, at our monthly crew guidance and twice‐yearly comprehensive crew training, we conduct transport safety training that includes discussions with operations managers and directors.
[1] Compliance with relevant laws and regulations (training on Labor Standards Act and Basic Improvement Notification given to all employees)
[2] Education about transport safety (comprehensive training held twice yearly; other monthly crew instruction)
[3] Driver education and health management education with invited external instructors
[4] Snow‐driving training in the field to improve skills in driving on snow and icy roads
[5] Online driver education program (“anzen‐drive” Instruction and Supervision Guidelines Package for bus operators)
[6] On‐site observation and instruction at bus stops, service areas, parking areas, etc.
[7] Evaluation using digital tachographs
[8] All employees to obtain and confirm driving record certificate once a year
[9] Internal audits
[10] Safety management evaluations by external assessment agency
[11] Development, awareness‐raising, and implementation of disaster responses (BCP manual)
(2) To achieve our transport safety targets, we will develop and steadily implement detailed education and training programs to cultivate the human resources we need.
[1] Crew education
i. Monthly crew instruction based on plan
ii. Sharing and use across entire company of near‐miss information and dashboard camera video collected into a database
iii. Crew education (induction training) and regular training (every three years after general diagnosis by NASVA)
iv. Emergency first‐aid training (at least one‐third of all employees)
v. Two‐day practical driver training course conducted by the Central Training Academy for Safe Driving (Approx. 10 drivers across the Sakura Kotsu Group)
vi. Promotion of aptitude testing on NASVA‐Net (to be taken at Group company, Nanko Driving School)
vii. Evaluation of safety and energy‐saving driving using digital tachographs
[2] Operations and maintenance manager education (including directors)
i. Education of executive management (Ministry of National Land and Transport Guidelines Seminar / NASVA Safety Management Seminar, etc.)
ii. Education of operations managers and assistant operations managers (operations management general/basic seminar, seminar on use of aptitude tests, safety management‐related seminars, etc.)
iii. Education of maintenance managers (maintenance manager seminars, etc.)
iv. Maintenance manager meetings (held in conjunction with office head meetings)
[3] Drink‐driving prevention education
i. Cultivation of drink‐driving prevention instructors
ii. Letters to employees and their families asking for cooperation in the elimination of drink‐driving
[4] Health management
i. Sleep Apnea Syndrome (SAS) testing and advice upon results, etc.
ii. Driver brain MRI testing
iii. Blood testing for BNP (brain natriuretic peptide) as predictor for heart failure, such as cardiac infarct
iv. Driver brain MRI testing
v. Controlled substance testing
(3) In addition to designating December 3 as Safety Day, a group‐wide conference will be held, bringing together the top management of the bus companies, executives, and the chief operations managers of each sales office.
These initiatives are being introduced to ensure that the first fatal accident in which a Group was a primary party, which occurred on December 3, 2017, is never forgotten. We will continue to hold this conference every year, with the aim of preventing the same thing from happening again and to promote safe operations through reflections and lessons that will lead to further safety initiatives.
(4) Prompt communication and alerting of accidents that have occurred
When an accident occurs, a flag will be raised at each sales office, to alert everyone at all sales offices simultaneously that there has been an accident in a highly visual way. Through such prompt alerts, we will prevent frequent accidents and implement initiatives to raise safety consciousness.
These flags will be raised in locations where they will be easily visible to crew, such as the entrances and exits of sales offices and depots. The color of the flag will indicate whether the accident involved persons or property and whether it was a serious incident. Such variations in the alerts will increase the effectiveness of this initiative.
[7] Results of internal transport safety audits and measures taken based on those results
Based on the safety management regulations, an internal audit on transport safety was conducted from December 2017 to January 2018. The result of this audit was that no legal violations or other major matters requiring mention were found.
Strict internal audits will continue to be conducted in the future, and other improvements made to further raise safety will be implemented.
[8] Report of outcomes of instruction given by visiting appropriate business instructors on general charter passenger vehicle transportation businesses
Pursuant to Article 43‐3, Item 1, of the Road Transport Act, the Head Office sales office received instruction from a visiting instructor from the Tohoku Charter Bus Appropriateness Center.
Matters Confirmed
1. Business plan 2. Organization, reporting, etc. of intelligence 3. Operation management, etc. 4. Transportation acceptance notes, sales zones and fares, etc. 5. Vehicle management, etc. 6. Labor Standards Act, etc. 7. Optional insurance policies, etc. 8. Complaints handling 9. Transport safety management 10. Other (Posting of transportation charter and fare schedule / Posting of operator name on vehicle, etc.)
Matters evaluated
We were evaluated as conducting appropriate management. At the same time, we were advised to ensure that fares received did not fall below the minimum fare schedules. Based on this evaluation, we will work to continue our appropriate management and toward further safety and improvement of services.
[9]Transport Education and Training Plans
The plans for education and training concerning transport safety are as follows.
[10] Transport Safety Organization and Command Structure
The organization and command structure for education and training concerning safety are as follows. Organizational Chart
[11] Reporting and communication frameworks regarding accidents and disasters, etc.
The reporting and communication frameworks regarding accidents and disasters, etc. is as follows.
[12] Safety Management Rules
The safety management rules are as follows.