OSHA 2014: Cartasite and ConocoPhillips

IVMS Implementation – Key IssuesPeter R. RybackiPrincipal Consultant, HSE

ConocoPhillips, IncCell: (832) 904-6723

Email: [email protected]

Lynelle Bautista VP, Strategic Accounts

Cartasite IncCell: (303) 886-5071

Email: [email protected]

mailto:[email protected]

mailto:[email protected]

December 2-3, 2014

December 2-3, 2014

http://stateimpact.npr.org/texas/2014/04/22/traffic-fatalities-still-on-the-rise-in-west-texas-as-drilling-surges/

December 2-3, 2014

• Management champion / safety committee

• Goals / Metrics

• Risk Assessment / Driving JSA

• Vehicle Specifications

• Driver Record Review

• Policy on use of Phone / Radios / GPS

• Standards for New Driver

• Guideline for Fatigue Management

• Driver Training

• Inspect/Maintenance Program

• Foul Weather Travel Restrictions

• Journey Management Plans

• Project Transportation Plans

• Transportation Safety Specialists

• In-Vehicle Monitoring System

Journey Management

December 2-3, 2014

History of IVMS

10+ Years Ago

• Big, expensive, high maintenance, & basic data

2006: Cartasite’s innovative system adding accelerometer information

2010 to date: Cartasite’s ROVR

5 Years Ago

• Much smaller, cheaper, easier to install, gathering more data required to assess risk

December 2-3, 2014

Case Study

December 2-3, 2014

ConocoPhillips Lower48Performance since Implementation

94.0

94.5

95.0

95.5

96.0

96.5

97.0

97.5

98.0

Aug-13 Oct-13 Dec-13 Feb-14 Apr-14 Jun-14 Aug-14

OverallSafetyScore

December 2-3, 2014

ConocoPhillips Lower48Driving Behavior

0.00

0.20

0.40

0.60

0.80

1.00

1.20

1.40

1.60


AvgEventsperHourDriven

Speeding

HardBraking

RapidStarts

December 2-3, 2014

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

Aug-13

Sep-13

Oct-13

Nov-13

Dec-13

Jan-14

Feb-14

Mar-14

Apr-14

May-14

Jun-14

Jul-14

Aug-14

%C/DDrivers-Overall

%C/DDrivers-Speeding

0%

5%

10%

15%

20%

25%

30%

35%

40%


%A+Drivers-Overall

ConocoPhillips Lower48Outlier Drivers

December 2-3, 2014

To Ensure Successful

Implementation You Need a Well

Thought-out Strategy?

December 2-3, 2014

• Identify a Management Champion

• Commitment to building better

driving skills and reinforcing safe

drivers

• Commitment to teach supervisors

and drivers how the system works

• Your goal is not to “catch” drivers

doing something wrong

• Ensure that the proper resources are

made available to administer the

program.

Align the organization around program

objectives.

December 2-3, 2014

• Develop/distribute written

information to all employees

• Schedule face-to-face sessions to

explain to drivers what is about to

happen and program objectives

• Establish clear roles and

responsibilities and make sure

drivers know where to go if they

have questions

• Prepare FAQ response so that the

message is consistent

Develop a clear Communications Plan

December 2-3, 2014

• Use data developed during

your pilot in the broader roll-

out.

• Run your pilot for a minimum

of 3 months

• Use the pilot to build

confidence in the accuracy and

reliability of the device

• Use the pilot to test key

messages and your

communication plan

Start with a Pilot Program

December 2-3, 2014

Case Studies & Lessons Learned

1. What is the impact of having (and not having) a

well thought IVMS strategy?

2. What is the impact of enforcing it (or

reinforcing) it?

3. Can an IVMS implementation strategy impact

results?

• Who & where to start? (AKA “pilot”)

• What about idling?

December 2-3, 2014

Question 1

What happens with no IVMS Strategy?

Company A had “1-800 Bad Driver” program in

place. Central IVMS Administrator monitored

extreme events and communicated to supervisors,

who occasionally talked to drivers.

• No direct feedback to drivers

• Inconsistent supervisor intervention

• No clear expectations & consequences

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

May-13 Jul-13 Sep-13 Nov-13 Jan-14 Mar-14 May-14 Jul-14


DrivingBehavior

Speeding

HardBraking

RapidStarts

December 2-3, 2014

Company A

Lots of investment of

time & resources with no

positive impact on risk.89.0

90.0

91.0

92.0

93.0

94.0

95.0


OverallSafetyScore

0%

5%

10%

15%

20%

25%

30%

35%

40%


PoorPerformers

%C/DAnyMetric

%C/DDrivers-Speeding

December 2-3, 2014

Question 2

What happens if I don’t

continually support my IVMS

strategy?

Bad news: It will delay the realization of

benefits.

Good News: Improvement can be gained at

any time.

December 2-3, 2014

Company B:

Worldwide Oil & Gas

Services Provider

• Created &

communicated IVMS

policy upon

implementation

• Consistent upper

level & field level

management

support began May

2012

86

87

88

89

90

91

92

93

Nov-11

Dec-11

Jan-12

Feb-12

Mar-12

Apr-12

May-12

Jun-12

Jul-12

Aug-12

Sep-12

Oct-12

Nov-12

OverallScore

December 2-3, 2014

Question 3

Can an IVMS implementation strategy

impact results?

Who & where to start? (AKA “pilot”)

Approach 1: Traditional

• Pick a geographical location with supportive management

• Execute and communicate thoughtful IVMS strategy at

implementation

• Rollout to all drivers – leadership and rank & file

December 2-3, 2014

Company C: Worldwide Oil & Gas Producer

• Began with 3

months

traditional pilot

in one

geographic area

• Sustained

improvement

over several

months

• Regression to

bad behavior

• Improvements

return with

consistent

management

support

18 months post implementation

0

0.5

1

1.5

2

2.5

3

Apr-10

Jun-10

Aug-10

Oct-10

Dec-10

Feb-11

Apr-11

Jun-11

Aug-11

Oct-11

Dec-11

EventsPerHourDriven

DrivingBehavior

Speeding

HardBrakes

RapidStarts

December 2-3, 2014

Question 3


impact results?

Who & where to start? (AKA “pilot”)

Approach 2: Management sets example

• Start with leadership in all locations

• Team learns with and through management’s experience

December 2-3, 2014

Company D:

Worldwide Oil &

Gas Producer

• Implemented with

Leadership for 3

months

• Immediate and

sustained results

• Accelerated driver

buy-in

0.00

0.20

0.40

0.60

0.80

1.00

1.20

Jun-13

Aug-13

Oct-13

Dec-13

Feb-14

Apr-14

Jun-14

Aug-14


DrivingBehavior

AvgSpeeding#Events/Hr

HardBraking

RapidStarts

0%

10%

20%

30%

40%

50%

60%

70%

93

94

95

96

97

98

Jun-13

Aug-13

Oct-13

Dec-13

Feb-14

Apr-14

Jun-14

Aug-14

OverallSafetyScore

%A+DriversOverallScore

SafetyScore

December 2-3, 2014

Question 3


impact results?

What about idling?

• Management loves reducing fuel bill

• Field workers hate talking about idling

• Reduction in idling is often used to cost justify

the initiative

December 2-3, 2014

• No strong correlation between Idling & Temperature (except

January to March)

• Idling is generally a habit

• Measure, monitor, and decide on policy

0

10

20

30

40

50

60

70

80

0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

January

February

March

April

May

June

July

August

September

October

November

December

AverageOutdoorTemperature(degF)

AvgId

lingHrsperVehiclePerMonth

AnnualIdlingTrendDJBasin-CO

CompanyA:OpCompany CompanyB:ServiceCompany AvgHighTemp

December 2-3, 2014

Case Studies & Lessons

Learned- Summary

1. Prepare, execute, and reinforce a thoughtful

IVMS strategy that is appropriate for your

company culture and safety needs.

2. As part of that plan, determine an

implementation strategy that is appropriate

for your organization.

3. Consider just measuring and monitoring

idling initially to determine best approach

for idling information.

December 2-3, 2014

• Use those that were part of your

pilot in the rollout

• Keep technical support available

as drivers begin to use the device

• Be ready and available to support

as people get started

• Keep administrative support

available as drivers and

supervisors begin to receive

reports

• Focus reporting on good drivers

and reinforce and reward

When you’re ready to roll…

December 2-3, 2014

Your IVMS data is providing you with the data you need

to build a leading indicator related to driving

performance.

Speeding events per hours driven x 50%+ Braking events per hours driven x 30%+ Acceleration events per hours driven x 20%

= Safety Score

Driving – Leading Indicator

December 2-3, 2014

OSHA 2014: Cartasite and ConocoPhillips

Technology

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