This paper explains how an oilfield services company developed a site site-specific, risk-based improvement plan for the activity of driving, applying both the traditional control measures and innovative local initiatives while taking into account behavioral factors and operational needs. It also shows the excellent results of the plan after more than one year of implementation.


Driving is one of the activities with the highest associated risk faced today by humanity. Driving-related accidents account for millions of deaths and major traumas every year globally every year; it is the leading common cause of fatalities in the oil & gas industry.

Traditional industrial approaches to driving accident prevention often include driving policies and standards, defensive driving training, maintenance systems, journey management procedures, and driver performance monitoring, and driver counseling. Mitigation measures are generally focused on the use of seat belts, the condition of the vehicle, rollover rollover-protection devices, air bags, anti-block (and [spell out ABS] ABS) breaking braking systems, and proper emergency response plans.

These measures usually control the risk until the system reaches a plateau level of performance. Experience showed that in real life, generic preventive and mitigation measures are extremely valuable. However, to move further in the quest for zero-loss due to vehicular events, Management management should analyze risk factors of each particular location and tailor plans to reduce the risk to acceptable levels. A key factor to the site-specific plan is addressing the attitude of the drivers sitting behind the wheel.

This paper shows a practical example of a typical oilfield operation in which traditional risk risk control measures did not result in an acceptable driving performance, having experienced several crashes and some high high-potential accidents. This aspects, combined with a dramatic increase in the exposure (miles driven), due owing to a growing level of activity, represented a challenge for the management team.

Thise paper attempts to explain how the organization faced the challenge through a risk-based improvement plan. Innovative solutions were sought that would take into account both operational and personal need, with the aim of ensuring a long-term sustained improvement.

The starting point of the risk-based improvement plan was an assessment of the initial risk while recognizing the risk risk-control measures that were in place. A deep analysis of the fleet movement trends, drivers, and employees' needsthe needs and preferences of the employees and preferences was done performed to better understand the requirements. Included in the review of personal requirements was the consideration for the families of ex-patsexpatriots.

Included in the plan was active interaction with the entire population involved in the process to ensure the following::

  • Commitment of the employees to support the initiatives and provide feedback for further reduction of the risk.

  • Buy-in of the drivers to improve their behavior.

  • Commitment of the management team to provide the required resources.

Finally, before the implementation, an assessment was performed for to define the residual risk and residual gaps.

The risk-based improvement plan was implemented in Qatar this location [?which location?] in 2004. All performance indicators have been improved, including the automotive accident rate (the lowest of the least three years) and associated losses.

A Managementmanagement review of the plan will be conducted before the end of 2005 to define specific actions to sustain the achieved performance and to further improve the risk control measures.

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