Session Objectives Examination of the root causes of motor vehicle crashes provide evidence that driver behaviors contribute more significantly than driver knowledge or lack of skill. Drivers make behavioral choices that increase the risk of a crashes that include following other vehicles with less than the recommended following distance, driving while impaired, driving distracted, driving while fatigued and driving aggressively. Training, in general, has shown to have less impact on behavioral choices than point-in-time systemic factors. People make decisions on the basis of perceived need weighed against perceived risk. This indicates that driver training, in and of itself, should not be expected to have significant effect on the behaviors that contribute to crashes when system influences point to needs met by those behaviors. This paper and our presentation will address comparing liability crash frequency to similar operations and incorporating behavioral or organizational practices concepts into fleet safety programs. This will allow a company to compare their operations to others and identify ways to strengthen their fleet safety programs. Crash Benchmarking Crash benchmarking is an approach to comparative assessment of the impact and effectiveness of a fleet safety program. Most crash benchmarking compares the number of crashes to the number of vehicles or the miles driven. This is more effective when used to compare companies or locations that use similar vehicles, operate them in similar ways, and within the same industry. Most benchmarking studies have historically not taken the state of operation into account. This can create distorted comparisons when more vehicles are used in areas with higher crash rates. Data comparisons by the authors suggest that expected crash rate is influenced by three main variables: industry, type or size of vehicle, and the state of garaging. Considering these three variables allowed calculation of expected crash frequency. Including company size, based on total premium, in the analysis revealed differences between larger and smaller operations.

Overview Improvements to contractors' HSE standards and performance can be ensured by continuous monitoring and review of their HSE performance. To achieve this, an objective HSE Performance Evaluation (HPE) framework is necessary & essential. Although there are various conventional methods of HSE performance evaluation are available in the industry; however, a more comprehensive HPE framework with pertinent HSE parameters will aid to systematic monitoring approach. In line with this, a comprehensive HPE framework, which takes into account all HSE parameters pertinent to a contracting organization (Business Partner) and its project, has been developed & followed at West Kuwait Directorate (one of three main important assets of Kuwait Oil Company (KOC). Such kind of approach and analysis give better insight and will give an opportunity to Subject Matter Experts (SME's) of the organization to deliver appropriate & effective professional outcome out of it. In this HSE Performance Evaluation, the pertinent factors are critically analyzed, recorded the compliance & deviations w.r.t. the applicable procedures / standards, prepared "SWOT analysis" and suggested the appropriate recommendations appropriate to the risk-based gaps besides benchmarking. This analytical framework of HSE Performance Evaluation (HPE) model can be applied for all business partners, which would facilitate the benchmarking process. Introduction Role of Contractors (Business Partners) in industrial development especially in oil & gas sector is very vital. Industrial sector cannot develop with the current growing demand without the assistance of proper contracting agencies. The contractors are key players in the sustainable oil & gas sector projects from predesign and design, through construction and commissioning & project closeout. They also provide immense support in operation & maintenance of some production facilities also. In this context a question arise in our mind that, how do the performance (especially on HSE compliance) of a contractor is monitored effectively? Our Company's procedure prescribes some of the monitoring processes to ensure HSE compliance / performance of the contractors through Management Site Verification Visits (SVV's), Leadership HSE Visits, audits, etc. In order to bring the effectiveness of these monitoring tools, HSE West Kuwait (WK) team of KOC had done brainstorming exercise critically and developed a pragmatic method of HSE Performance Evaluation (HPE) framework for all contractors working under WK Directorate. It is not only an analysis, but also goes beyond doing the analytical study of the strength, weakness, with prevailing threats & available opportunities for each of the contractor and suggests remedial measures for improvement.

Abstract HSE professionals and caring leaders, we all work hard on the safety and risk systems to do the best for our employees and companies. However, no matter how strong the system is, it gets trumped when the culture overwhelms it. Even companies renowned for the strength of their risk and safety management systems continue to experience large and significant incidents, and in some cases catastrophes. It is only when leadership, culture and systems work in complete harmony that the resilience of an organization to manage its significant risk is at an optimal level. And even then, it is a precarious balance to maintain that optimal mindset in the organization. In this presentation, a case study is presented that shows where the maturity of the company's risk systems and safety culture have been benchmarked against a global data base of companies. The risk maturity model and the scientific basis of measurement of culture are presented. The case study will demonstrate the practical application of the approach, and how the outcomes of the study provide input to leadership to make the necessary changes to the culture and the risk systems. And this can be done before significant events strike. It will also highlight how the process provides input to build systems that are less vulnerable. Within the presentation, Ewan will discuss a case study of a large South American miner, and highlight their efforts to perform a deep dive into their leadership, culture and risk management systems. The presentation will appeal to those who want to use culture and risk system maturity as a benchmarked key leading indicator to maximize the performance of their risk and safety management systems. Building and Executing an Effective Risk System for the Mining Industry As human beings, we have managed risk since the dawn of the ages, and have been adept at doing so. In order to survive, we hunted or gathered. If we did not take enough risk, we died. If we took much risk, we died. As individuals and tribes, risk had to be optimized to maximize our chances to thrive, as individuals and as tribes. (Figure 1)

Introduction Very few companies know how much it costs them when one of their employees is injured. Even fewer companies recognize the significant impact a fatality or catastrophic accident can have on its brand, its stock price and its profitability. This session will examine the hidden costs and corporate impact of a poor safety program and how to protect your company's image and bottom line. Many times, safety and risk management fail to communicate those costs in methods that management recognizes. Methods to measure and compare cost of accidents and risk vs. financial performance elements such as gross revenue; gross profit, net profit and pennies per share will be discussed. This session will also explain how safety professionals can articulate to corporate officials and directors the importance of safety and how it can be a profit center as well as achieve operational excellence for the company. The program will discuss best practices and strategies to avoid or quickly recover from business losses and bad publicity as a result of a catastrophic accident occurring at your work place. Learning Objectives Understand the hidden costs associated with a catastrophic accident and the true cost of an injured employee How to effective deal with fatalities and catastrophic accidents and return the facility back to normal operations Understand best practices and strategies for protecting and restoring your company's brand and stock price after a fatality or catastrophic accident Be able to speak the C Suite language to demonstrate the importance of safety on the company's image and bottom line

How did a heavy equipment manufacturing facility transform its safety culture, resulting in an 89% reduction in Recordable Injury Frequency in four years? This isn't a riddle and luck isn't the answer. It was the product of a proven process, by which the perception, skill and experience of front line employees were leveraged to improve existing safety processes and create new programs. Supervisors were empowered through training on effective communication and recognition techniques. Employees at every level of the organization, from the general manager to the newest shop floor employee, had clearly defined safety-related tasks that were designed by cross-functional continuous improvement teams. These leading indicators were embraced by leadership and tied to performance ratings, just like quality and velocity metrics. The safety department's responsibility shifted from creating and leading change to facilitating and supporting the improvement efforts. This required the EHS Department Manager to also go through a personal transformation, from being the secretly skeptical, compliance-focused front man to a passionate employee advocate and eventual consultant to organizations across North America. Each component of this Zero Incident Performance (ZIP™) process steered away from an after-the-incident reactionary culture and toward an environment where engaged employees recognized each other for positive behavior and participation in improvement. The North Little Rock, Arkansas, Caterpillar facility employs approximately 500 employees and manufactures Motor Graders for distribution throughout the globe. Production began in June 2010. In the first full year of production (2011), the facility had a Recordable Injury Frequency (RIF) of 5.12 with 20 recordable injuries. Of 68 manufacturing facilities in the enterprise, North Little Rock (NLR) ranked number 65. Caterpillar Safety Services, a consultancy group within Caterpillar Inc., was enlisted to help assess and improve the safety culture through its Zero Incident Performance (ZIP™) process. Key performance improvement initiatives included a Safety Perception Survey of all employees, Leadership Roundtable and the formation of a cross-functional Safety Steering Team which commissioned multiple Continuous Improvement teams. At the end of 2014, the facility had achieved an 89% reduction in RIF, with better than world class performance of 0.58.

Introduction Zero injuries: a noble objective or false hope? Competing agendas, resource demands, poor decision-making, and the variable skills and abilities of those assigned to reach this goal can interfere with the successful execution to reach a zero injury status. Although U.S. work-related fatality and injury rates show declines in recent years, many companies use the phrases such as "zero injury" as the building blocks of their safety initiatives. How do these firms reconcile this with their workforce realities, since occupational injuries do occur? This paper will offer readers background on the science behind the illusive yet desirable goal of "zero injuries". This paradox will be reviewed along with tactics safety professionals can use when balancing the needs of corporate budgets, initiatives, and front-line employee safety. In addition, the paper will offer real-world examples of how a balanced approach is successfully executed. Zero Injuries and Statistical Probability For the past several years, safety professionals have begun to embrace the concept of "Zero Injuries", a goal that suggests that zero injuries/accidents in the workplace is possible to obtain. On the surface this concept appears to be noble and worthy of praise. If doable, the processes, tools and strategies developed to implement and maintain this achievement must be shared, and specifically, adopted by all organizations seeking to be "best in class" from a safety perspective. Zero injuries are used to promote workplace safety initiatives, so it makes sense that many safety professionals have jumped on the bandwagon. However, others are puzzled by this concept because the definition of zero injuries leans toward ambiguity. While most organizations have no compunctions with regards to striving for such an achievement, these organizations also recognize that a zero injury goal is no more than an appealing slogan and not mathematically possible. Edwards Deming and other quality experts have warned against the use of slogans, pledges and campaigns. When such pledges and campaigns are implemented in the workplace organizational leadership is required to seek "buy-in" from employees, requiring endorsements in the form of pledges and/or campaigns. Employee buy-in is then assumed and acknowledged by employees to work safely and to also become their brother's keeper - watching out for each other's safety. These experts argue that the slogans such as "zero defects/accidents" may lead to unintended consequences and could have a negative impact on the culture of an organization. They could also impede real effort to drive continuous improvement.

Introduction Global industry trends indicate a continued growth of outsourcing non-core business activities to third-party contractors, ranging from construction and maintenance activities to security and catering functions. This "contractorization" of operations has become a key strategy pursued by both private and public sectors and is even embraced by the military in some countries. Decades of data compiled by the International Association of Oil & Gas Producers on the Upstream Oil and Gas industry 1 , for instance, indicates that while employee work hours have doubled over the past 25 years, contractor work hours have increased more than sevenfold. Outsourcing services to third-party entities inevitably comes with risk exposure, which may include harm to human beings, the environment, property, business reputation and continuity as well as to nearby local communities. Data from several industries show that contractors and subcontractors have higher incident rates than employees of the outsourcing company. The 2010 incident in the Gulf of Mexico is a stark reminder that responsibility for health, safety and environmental stewardship cannot simply be transferred to third-party contractors. It remains the prime duty of the client company to ensure that operations are undertaken in a safe and sustainable manner, and only qualified contractors are identified, selected and utilized throughout the life of a project. Despite this, contractorization in itself is not necessarily a negative trend for safety and sustainability. Contractorization allows for more qualified, competent, well-equipped and specialized contractors to undertake tasks or projects in a much safer and sustainable manner than could be achieved when simply relying on in-house resources. The challenge and opportunity lies in establishing a robust contractor management strategy to effectively mitigate risk exposures from contractorization, while allowing the client company to streamline its operations and focus on its core competencies. The following attributes are essential elements to assist to make that happen.

Introduction Safety professionals are generally aware of and engaged with both OSHA regulations and their company policies regarding employee safety and health. However, awareness and engagement with the worker's compensation programs may not be as common. Safety professionals can favorably influence not only the safety and health of the employees within their company, but also can have a major impact on the success of their worker's compensation program by being integrated with their worker's compensation team. Knowledge of the company worker's compensation program by safety professionals also enhances their ability to manage employee safety and health by providing additional insight into the risks that are creating losses within their organization. This paper not only offers insight into the design and function of worker's compensation programs, but also offers some compelling reasons for safety professionals to consider regarding the potential impact that they can have on the performance of their organizations worker's compensation program. As safety professionals know more about worker's compensation claims and the factors that lead to these claims, the more they can contribute to the successful control of employee safety and health hazards and the risk of occupational injury and illness. In 2013, the National Institute for Occupational Safety and Health (NIOSH) created the NIOSH Center for Worker's Compensation Studies (CWCS). NIOSH was created to go along with the Occupational Safety and Health Act of 1970. This integrated approach is the same approach safety professionals need to take. The NIOSH Center for Worker's Compensation Studies was established to help us better predict and manage risk, to save money for companies. The findings of this initiative have demonstrated the need for occupational safety and health professionals to expand their base of knowledge and increase their informational resources in order to increase the impact of their professional efforts.

Introduction The Occupational Safety and Health Program at the School of Health Sciences at Oakland University used a benchmarking study as an effective tool in its pursuit of transforming the program from "Good" to "Great". The study became the foundation upon which the Safety and Health laboratories of the new Health Sciences building were built in 2012. Relying upon data collected from the study, program director Dr. Charles McGlothlin was able to document the need and substantiate the funding necessary to create the new lab experience for Oakland University students. This study was credited for its effectiveness in emulating what other outstanding safety programs are doing throughout the nation and how it can apply to Oakland University. Using benchmarking programs as examples for how to improve all aspects of education in Occupational Safety and Health, from communication between students and educators in the classroom, to having well-equipped laboratories, will be helpful for Safety and Health educators. This paper will help with the understanding of what it takes to utilize a benchmarking program.

Introduction The new risk management standard ANSI/ASSE Z690.2 [ identical to ISO 31000 ] now allows an organization of any size and business activity to assess the maturity and adequacy of its risk management system (RMS). Many organizations currently have at least informal management practices and processes which include the fundamental components of risk management as detailed in Z690.2. However, confidence and assurance that those practices and processes are adequate, mature, and effective is often lacking. Even if an organization has not already adopted a formal risk management process for particular types of risk or business circumstances, it can and should decide to carry out a regular critical review of its existing RM practices and processes in the light of the new standard's requirements. This paper details how assessment tools are constructed and used to review/assess/even audit how well the organization conforms/complies with the standard and hence provides a measure of maturity and adequacy of the organization's own system. The process is best called a Conformity Assessment .

Facilities governed by the OSHA Process Safety Management Standard, 29 CFR 1910.119, are required to implement a Mechanical Integrity Program. Equipment used to process, store or handle highly hazardous chemicals covered under the standard must be designed, constructed, installed and maintained to minimize the releases of such chemicals. The Mechanical Integrity Program must include the following types of PSM-covered equipment: Pressure vessels and storage tanks Piping systems and components such as valves Relief and vents systems and devices Emergency Shutdown systems Controls (monitoring devices, sensors, alarms and interlocks) Pumps Elements of a Mechanical Integrity Program include: Identifying and categorizing PSM-critical equipment and instrumentation Equipment manufacturers' recommendations and mean time to failure rates Inspection and test methods and rationale for inspection frequencies Criteria for acceptable inspection and test results Maintenance procedures Training of maintenance personnel Recordkeeping In this session we will focus on techniques for improving the quality of Mechanical Integrity audits. Good audits "peel the onion" several layers deep to identify strengths and weaknesses of the program. The goal is to drive continuous improvement.

Introduction You may not actually see them cutting the lawn, trimming trees, hedging shrubs, pulling weeds, planting new flowers, installing mulch or picking up leaves, but you do recognize that incredible feeling you get when you enter a building or walk around its garden. It may just be the building or landscape design, but many times it is the beauty of the colors and the plant species and the quality of the landscaping. Behind all this beauty, many landscape companies work hard to create such an environment. One of them is TruGreen LandCare, a landscaping service company founded in 1998 and a subsidiary of ServiceMaster. In 2002, with 9000 associates, 2000 vehicles, 101 branches and a cultural make-up of 80% Spanish-speaking associates, TruGreen LandCare became one of the largest, most comprehensive providers of commercial landscape and lawn services in North America. This rapid growth, due to the increased number of acquired companies during the late 1990s and early 2000, created an urgent need for improved safety best practices and bilingual safety communication. Key performance indicators showed that TruGreen LandCare had paid $7 million in claims expenses, and opened over 1,400 combined Worker's Compensation, Automobile Liability. and General Liability claims, and obtained a Total Incident Case Rate of 15.90.

Introduction Liberty Mutual has conducted benchmark and best practice surveys on mid-size truckers since 1996. The purpose of this study was to identify companies with lower crash and injury rates and identify common elements of the well-performing programs. Our 2010-year trucker survey was sent to over 200 truckers with between 50 and 300 power units. The survey time period for exposures and losses was calendar year 2009. Losses were valued as of June 1, 2010. Liberty Mutual provided worker compensation, auto liability or both lines of coverage for these companies. A combination of our loss information, public information from Safer/SafeStat, websites and survey responses were used to obtain data for the analysis. A significant shift in the operations of the truckers in our survey has occurred over the past years. Historically a trucker tended to have one type of operation such as full-load long haul, less than truckload (LTL), flatbed, or heavy haul. etc. We have noticed a larger number of companies with multiple types of operations. This trend had begun before the changes in the economy that started in 2008 but may have increased due to the economy.

Introduction The petroleum industry is an essential element of the Gulf Region and it is vital importance for the health and welfare of the region. By considering the hazardous nature of oil & gas projects / plants, Gulf Countries have promulgated various legislations on health, safety & environment protection and is in the process of its strict enforcement. The Oil & Gas industry operations mainly comprises exploration, development, production of crude oil and its refining involving various operations including drilling, processing, transport and refining. At each stage of activity, companies in the Gulf region engage huge number of Contractors for their Operations and timely execution of Projects. The paper discusses the experience of Kuwait Oil Company in conducting its operations under multi cultural diverse workforce. Kuwait Oil Company is the premier Oil & Gas Company in the Gulf region involved in exploration and production of oil & gas reserves. The company engages number of contractors, who in turn employs workforce from more than 65 countries around the World. The workforce are highly diverse in nature and comes with different background, different languages, different skill set. The Company has established the HSE Management System and procedures based on the international regulations to focus on the health, safety of workers and environment protection. It is altogether, a big challenge for the Company to achieve HSE (Health Safety & Environment) targets. The Company adopts variety of methods in implementing the HSE Management by involving this diverse workforce. I am involved in this process and played a key role. The presentation will share Company experience in achieving HSE targets under diverse workforce. This is part of the best practices sharing among the global HSE community.

Introduction "Facts are ventriloquists' dummies. Sitting on a wise man's knee they may be made to utter words of wisdom; elsewhere, they say nothing, or talk nonsense, Aldous Huxley (English Novelist, Critic, 1894–1963) Facts can be useless unless they are put into method to measure a system against criteria. The wisdom is in constructing a method which easily shows these metrics to achieve the desired results. How can we expect management engagement in EHS activites when performance metrics are hidden or unrelated to other performance criteria? Management may not have ready access to indicators of EHS performance, EHS compliance and safety management system status. Many small companies with limited budgets recognize the need for more than lagging safety indicators (safety statistics) as the only measure of safety performance. Senior management is looking for an initial computer based overview of EHS performance with the ability to review more specific detail using online screens. The initial overview should show blended metrics: leading, lagging, compliance, and financial indicators of EHS performance in a simple visual presentation. There is a requirement for a flexible system for each site or department which can allow for changes each year to meet needs of the organization and show progress on objectives. There is also a requirement to roll up a site's performance into a single consolidated metric. Similarly, EHS program performance indicators need to be rolled up for corporate wide consolidated metrics.

Introduction If certain types of subcontractors or their employees are more likely to have an injury or accident on the job, a contractor should naturally ask themselves, "What can I do about it?" In the world of advanced analytics and massive amounts of insightful data regarding management, employees, and behaviors, this question is being asked more and more. Some think prevention equates to saying "If we knew that about them, we wouldn't hire them in the first place." The easiest road to prevention is avoidance. However, what should one do about employees and contractors who are currently on the team? This article will address safety programs, training, and wellness programs that can have an impact on the frequency and severity of accidents to protect businesses, property and lives. Implementing an Analysis Safety analytics is a detailed modeling approach to identify groups of individuals, processes, or conditions that may create an unsafe event or accident. Safety analytics use external data (ex. area demographics, industry financial data, etc.), as well as observed data points, to provide a powerful tool to gain insights not previously available. Safety analytics gives users the tools needed to assess, measure, and direct an organization to better practices in all aspects of the operation, creating a safer environment for contractors, employees, and potentially customers. This process will help identify jobs, functions, teams, locations, and processes that may have a greater chance of injury or accident. This applies to all industries, including the construction industry. The analysis gives insight, assists in the creation of action plans to reduce or eliminate severity and/or frequency of incidents, and improves the overall work site. Exhibit 1 represents a sampling of the different types of data points that can be used in the analysis. For construction projects, this is an important management tool as detailed history with the employee base might not be available. However, with the power of predictive analytics based on external data, the general contractor can get an understanding of the work force and its specific safety needs before the project begins. The behavioral data and lifestyle indicators, combined with credible and timely observation data, can be a powerful combination in the efforts of prevention. (Figure in full paper) Safety audits have been capturing excellent observation data for many years, but external data has been limited or, in some cases, under-utilized. These data points can be excellent predictive items as managers consider where to direct the specific safety programs. As with any safety effort, the embracing of the program from the grass roots level is essential to its success. Safety analytics can assist in identifying key groups where these efforts need to be directed. Safety Analytics at a Practical Level We have all seen the growing use of analytics in our daily lives, from purchase scans at the grocery store to the online purchase of books. How do suppliers know the public will be interested in books other than the intended purchase?

Introduction Risk is a normal part of doing business. The risk is compounded when outsourcing work to third-party contractors to perform work rather than using permanent employees. The risk can be increased even more by not having a standard, well planned way to evaluate each contractor's health, safety, and procurement information against their past history as well as against their peers in the industry. Mitigating Risk Managing this risk is the most important task in evaluating the safety and viability of a contractor. The amount of data available to perform this evaluation is enormous. Companies must ensure they are able to gather all appropriate data, synthesize the data into information that is usable, and make a decision based on that information. (Exhibit in full paper) There are a variety of ways a contractor can be evaluated. The use of historical and future trend information is often used to evaluate a single contractor. These lagging and leading indicators can be useful in determining the appropriateness of offering a job to a contractor or even keeping them on a job they are already working. Lagging Safety Performance Indicators Historical data is used to determine how well the contractor has performed in the past. This information is useful in evaluating the contractor because the past safety performance is assumed to be indicative of how they will continue to perform in the future. The major key performance indicators (KPIs) used by many companies to evaluate the performance of contractors include health and safety KPIs (TRIR/TRF and DART) as well as insurance claim indicators (EMR). The Total Recordable Incident Rate (TRIR) can be used to determine the rate of incidents that occurred per 100 employees annually. The goal is to achieve a TRIR rate of 0. The Days Away From Work and Restricted/Job Transfer (DART) incident rate is a measure of how often an incident occurred that required the employee to stay away from work, work at a diminished capacity, or required a transfer to a different position requiring a lesser capacity. The Experience Modification Rate (EMR) measures how many claims were made for Workers' Compensation during the previous year. Leading Safety Performance Indicators Improving the safety indicators is what the evaluation and ongoing monitoring of a contractor's safety data is all about. An organization can also take into account leading indicators as part of their evaluation of a contractor. Leading indicators include safety & training programs, job evaluations, and audits. Safety programs are an indicator of the processes and procedures used by a contractor to protect themselves and their employees when exposed to safety, health, and environmental hazards. Having a safety program covering all potential hazards and protection processes is invaluable in determining a contractor's dedication to safe work practices and a safe environment. Training programs indicate commitment to implementing safety practices and educating employees on the valuable information contained in their safety programs.

Introduction The impact of motor vehicle crashes goes well beyond damage to vehicles. Crashes can injure employees, injure the public, and significantly disrupt your business operations. Taking steps to reduce the human and financial impact on your business is an invaluable investment. The National Highway Traffic Safety Administration Motor Vehicle Traffic Crash Fatality Counts and Estimates of People Injured for 2007 (DOT HS 811 034 September 2008) states that during 2007: 41,059 people were killed in motor vehicle crashes Daytime restraint use was 82% 54% of the passenger vehicle occupants killed were unrestrained (45% daytime & 63% nighttime) Alcohol related crashes were responsible for 12,998 fatalities Speeding related crashes were responsible for 13,040 fatalities Most drivers are aware they should use vehicle restraints, should not operate motor vehicles while impaired and should follow the speed limit. Therefore, a lack of knowledge is not as significant of a factor as behaviors in fatal crashes are. In order to address this, companies should measure crash rates, assess driver qualification standards, compare their crash rates to others, have safety/operating policies and enforce their policies by monitoring driver performance against their policies and expectations. Benchmarking Crash Rates Comparing your results to others with similar operations is a common business practice. Comparing crash frequency between fleets has many challenges. Most crash frequency comparisons use crashes per vehicle per year. Vehicles that pay taxes based on miles are typically measured in crashes per million miles traveled. Vehicle crashes are a result of vehicle use, and exposure to crashes plays a significant role in expected, average or median crash rates. Even within an industry there are likely to be differences based on geography that impact exposures. Some vehicle types have more exposure to crashes because of how they are used. Exposure or use varies by industry and the business need. In addition, crash rates vary by state. Crash benchmarks that can take into account the type of vehicle, industry group and state would provide a more accurate picture of how crash rates compare than just comparing crashes per vehicle across a large group. To assess the impact of the variables (vehicle type, industry and location), Liberty Mutual looked at vehicles insured, crash data and liability insurance premium distribution by state. This allowed the establishment of relativity factors used to calculate an expected frequency based on vehicle type, industry group and state of garaging. Each of the variables had different ranges from highest to lowest and had impact on the expected crash frequency. Vehicle Type: There was a 250% difference between the lowest vehicle relativity and the highest vehicle relativity. Industry: There was a 53% difference between the lowest industry group relativity and the highest industry group relativity. Premium Distribution by State: There was a 650% difference between the lowest state relativity and the highest state relativity. The impact of vehicle type will be influenced by the nature of the work done with the vehicle and being in situations where more crash potential exists.

Introduction Every one of us has engaged in benchmarking activities. And for most of us, it has been on a largely informal level. You call or email a colleague and ask "What do you do for…?" or "Do you have experience with…?" or "How do you handle…?" A more formal approach to benchmarking organizes the information you want to collect and identifies strategic contacts; contacts from whom you determine will provide you with the most usable information. Whether formal or informal we are spending valuable time and want to make sure our time is invested wisely. In addition to discussing how to invest our time, this paper will include a few lessons learned made in benchmarking, another tool to save time and money. What is Benchmarking? The Benchmarking Exchange defines benchmarking as: A tool to help you improve your business processes. The process of identifying, understanding, and adapting outstanding practices from organizations anywhere in the world to help your organization improve its performance. An activity that looks outward to find best practice and high performance and then measures actual business operations against those goals. The American Productivity and Quality Center defines benchmarking as: The process of improving performance by continuously identifying, understanding, and adapting outstanding practices and process found inside and outside the organization. Improving performance is the common theme of the definitions from both organizations. Note that this is NOT specific to health and safety. Benchmarking can be applied to any aspect of company performance. The Benchmarking Process How do you go about benchmarking to get the most benefit? As mentioned in the introduction, we want to make sure time is spent wisely. Experience has proven that preparation to organize your efforts before you begin contacting people will help ensure the process is smooth, efficient and yields the desired results. As the old saying goes ‘practice makes perfect’ so use these steps each time, regardless of how formal your benchmarking effort is, and you should be able to obtain usable information. A description of a simple six Step process is given in the following text. This approach has actually been adapted from the five Step process defined by the Health and Safety Executive of the United Kingdom's Health and Safety Commission. After each Step of the process is described, you'll see it applied and used in the description and review of three Case Studies – real experiences by the authors. Here are the steps: Step 1. Identify What You Want to Know About. What is your problem or what do you want to do better? What are the hot buttons? What process do you have that you just know could be done better and more efficiently? What has cropped up as a new issue and you are not sure how to approach it? Focus on the broad topic – but make sure it is not too broad or has too many sub-topics.

Introduction Within an organisation's enterprise risk management process, fleet risk management is now a major risk to be managed in a consistent and holistic manner. Ideally fleet risk management should involve an enterprise-wide process for integrating the risk management of fleet and related risks at strategic, management and operational levels. One that covers risks across a full range of business, commercial, operational and support functions. It needs to identify and assess risks across the whole organisation and its supply chain, within strategic aspects, management support, vehicles, drivers, loads, sites, journey and delivery. The use of fleet and related operations to satisfy supply chain needs has substantially increased over the last ten years. The procurement of goods from overseas has grown significantly, with increasing outsourcing to overseas production. Land based alternatives to road transport have almost disappeared, coastal sea transport has not stepped in to fill the gap, so road based transport methods have become the automatic choice. Additionally, the supply chains of many organisations require the use of fleet and related services to deliver ‘just-in-time’ fulfilment. The growth of the internet and general consumer spending has created a demand for ‘instant customer fulfilment’, both home based delivery and local retailer availability. As a consequence, traffic volumes have grown significantly and congestion is a top-ten concern and reality for many organisations. In turn this has raised concerns about environmental impacts and an increasing discussion about viable alternatives. So, where does fleet risk management sit in this scenario and how can it contribute to valid solutions that maximise opportunities for an organisation, whilst minimising risks. Fleet risk management is often viewed as a pure operational level activity, while other organisational functions – production/operations, finance, commercial, procurement, human resources and quality are only considered in their departmental silos and not fully integrated with fleet activities. Rarely does fleet management receive a high level of management attention and very rarely is it considered as a strategically important corporate risk to be consistently managed as a key aspect of the business. Yet with the importance of fleet transport, ever increasing, this risk area is one that can not be ignored. Initiatives typically deal with driver recruitment and training, human resource issues, vehicle purchasing and allocation, fuel consumption, accident data and post accident management. Resulting control measures normally only relate to the core focus of the initiative. Pressures are increasing to think of new ways to reduce and manage risks and exposures and maximise organisational benefits from improved risk management. Organisations are therefore looking for new ways to identify how they are creating risks across their total operations, whether directly or indirectly managed and how risk management can add new value to business success. Enterprise-wide fleet risk management Enterprise risk management (ERM) enables an organisation to develop and implement a consistent approach to managing risks across its entire organisation. Corporate governance requires the 'enterprise' to identify its risks across its total operations and prepare a strategy to reduce the impact on the business and its stakeholders.