Journey Management56
Journey Management56
EDITION 1
REVISED May 2015
RELEASE DATE July 2015
ENDORSEMENT
ACKNOWLEDGEMENT
ABOUT ENFORM
Enform is the upstream oil and gas industrys advocate and
leading resource for the continuous improvement of safety
performance. Our mission is to help companies achieve their
safety goals by providing practices, assessment, training,
support, metrics and communication.
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DISCLAIMER
This document is intended to be flexible in application
and provide guidance to users rather than act as a
prescriptive solution. Recognizing that one solution is
not appropriate for all users and situations, it presents
generally accepted guidelines that apply to industry
situations, as well as recommended practices that may
suit a companys particular needs. While we believe that
the information contained herein is reliable under the
conditions and subject to the limitations set out, Enform
does not guarantee its accuracy. The use of this document or
any information contained will be at the users sole risk,
regardless of any fault or negligence of Enform and the
participating industry associations.
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Table of Contents
1.0
2.0
3.0
Introduction ............................................................................................................................................. 5
1.1
1.2
2.2
2.3
Communications.......................................................................................................................... 11
3.1.1
3.1.2
3.1.3
3.1.4
3.1.5
3.2
3.3
3.4
4.0
5.0
Summary .............................................................................................................................................. 23
Preface
Purpose
The purpose of this guideline is to help organizations in the oil and gas sector design and implement
an effective journey management program. The goal of the guideline is to assist in assessing journey
risk exposures and in minimizing unnecessary trips.
Audience
The intended audience of this document includes oil and gas industry supervisors, managers, health
and safety personnel, senior management and executives, journey management committees,
stakeholder groups and all others responsible for designing and implementing a journey management
program.
Regulations
A well-established occupational health and safety
regulatory framework has been established in Canada.
The OHS legislation provides the framework and defines
the responsibilities for workers, supervisors, and
employers to work safely and follow safe work practices.
Applicable Regulations
Other regulations that apply to journey management include:
Alberta:
British
Columbia:
Saskatchewan:
Canada:
It is the employers legal obligation to ensure compliance with current regulatory requirements, which
includes the required qualifications of all supervisors and workers. Legislation impacting the broad
topic of journey management varies based on the makeup of each organization, but may include
working alone legislation, cargo securement rules, vehicle and equipment regulation, hours of service,
labour standards and driver licensing. This is in addition to any requirements that exist between client
and contractor and legislated prime contractor responsibilities.
Revision Process
Enform Guidelines are developed by industry for industry. Enform acts as an administrator and
publisher.
Each guideline is reviewed on a three-year cycle. Technical issues or changes may prompt a reevaluation and review of this guideline in whole or in part. This is the first edition. For details on the
creation and revision process, visit the Enform website at www.enform.ca.
Revision History
Edition
Release Date
July 2015
Scheduled Review
Date
2018
n/a
Contributors
The following individuals helped develop this guideline through the Journey Management Committee
(2015). Enform is grateful for each participants efforts and acknowledges the support of their
employers.
Name
Company
Affiliation
Matt Broughton
SAExploration
CAGC
Chris Davis
Enform
Program Manager
Shawn Furlong
CAPP
Jason Kumagai
Atkins
Consultant
Dave Kruger
Welltec
PSAC
Neil Looker
Alberta OHS
James Linnell
Precision
CAODC
Gary Lyster
Akita Drilling
CAODC
Joy Piehl
WorkSafeBC
Julian Serfontein
Shell
CAPP
Chris Williams
Schlumberger
PSAC
Jason Winsor
Encana
CAPP
1.0 Introduction
It is important that every journey be managed in a way that will optimize safety and reduce
transportation-related risks. Companies are encouraged to understand the need and scope of journey
management and develop a program scaled and fit-for-purpose to their specific organization.
Claim Count
Vehicle
Injuries
%
Vehicle
Injuries
%
Lost Days
Vehicle
Injuries
%
In addition to the above, costs associated with vehicle related injury claims over the same
period are 2 times greater than the average injury claim.
1.1
$12,000
$9,000
$6,000
$3,000
$0
Transportation
Injuries by
Vehicle
All Injuries
Recognizing the need to help reduce the number of serious road traffic incidents and fatalities,
the International Association of Oil and Gas Producers (IOGP) developed a journey
management guideline. The guideline provides guidance on how to implement land transport
safety elements in a management system (OGP, 2011a). IOGP recommends that oil and gas
companies develop and implement journey management procedures.
The oil and gas industry recognizes journey management as an effective risk management
strategy for reducing vehicle incidents and developing plans to respond effectively when
incidents take place.
When evaluating the business case for journey management, companies are encouraged to
examine historical incidents, associated costs, regulatory requirements and client / contractor
expectations.
This guideline outlines key considerations for developing a journey management program in the
upstream Canadian oil and gas industry.
1.2
business trips
Examples from the oil and gas industry include the movement of crews to and from worksites. Often
rig crews must commute to and from service and drilling operations in remote areas. This can add
significant hours to both ends of a work shift and requires attention and understanding from all
stakeholders to manage the travel and fatigue risk effectively.
This guideline describes the following key elements to consider:
3. Undertaking the
trip
1
4. Completing the
trip
2.1
10
2.2
2.3
Communications
All personnel including contractors need to be informed of the journey management program.
Stakeholders should be consulted during development. Relevant documents should be
distributed to those who need them and documentation should be maintained.
Formal communication structures should be in place to ensure risk assessment results can be
effectively shared, evaluated and approved. Communications protocols should be established
to ensure pre-trip and post-trip briefings are conducted.
Necessary training should be identified. This may include sessions to communicate the goals
and benefits of journey management, manager, supervisor and worker education and
competency evaluations specific to each role. The program should identify on-going training
needs and develop strategies to implement the training.
11
12
hazard assessment
risk controls
approvals
assessment date
assessor
start point
end point
13
number of vehicles
number of passengers
inspections
A hazard register may be used to capture specific details of the hazards, as well as the
corresponding controls. The register may include details such as:
controls
comments
Road Hazards
The route should be clearly defined and mapped. It is important to consider the following road
conditions for the selected route:
road conditions e.g. unpaved, loose packed gravel, poor drainage, frequent mud, overgraded shoulders, frost heaving, runoff, etc.
other road users: recreational (campers, cyclists, ATVs), work operations (over
dimension loads, logging trucks, farming operations), school areas (children)
weather conditions
temperature
hazardous areas e.g. intersections, crossings, merging lanes, road work projects,
speed changes, weight restrictions on roads / bridges
IOGP has produced a recommended practice for land transportation safety, which provides an
14
example of a road hazards assessment tool (OGP Guidance Note 1 Road Hazard
Assessment, 2011b).
A road hazard analysis example and links to on-line resources can be found in Appendix 1.
Driver Considerations
Driver suitability includes the following:
competency do the drivers skills match the assigned task? (e.g. towing a trailer,
travel off-highway)
experience
conflicting priorities e.g. crew change, client demands, job deadlines, personal
schedules
fit for duty - consider possible alcohol or drug impairment, fatigue, low alertness,
sickness and health / wellness, as well as how this can or will be evaluated
Fatigue has been recognized as a risk for drivers in the Oil and Gas industry. The drivers
schedule should, as required, be compliant with hours of service regulations align with accepted
fatigue management practices (North American Fatigue Management Program:
www.nafmp.com/en).
A detailed hazard assessment may also consider:
travel duration
15
16
Vehicle Considerations
The type of vehicle must be suitable for the terrain, trip conditions and task. The risk
assessment should consider:
traction conditions controls may include 4 wheel drive, tire chains and winter tires
trailer towing although rated to tow, is the tow vehicle of appropriate size and
properly equipped (brake control, hitch) to handle a trailer in these conditions? (steep
grades, off-highway)
does the vehicle have the proper communications equipment and frequencies for the
area of travel? (GPS, two-way radio, satellite phone)
Consider the makeup of your organizations fleet. In some cases, temporary rental or contract
vehicles will be utilized in the execution of work and may not be suitably equipped.
Environmental Considerations
Environmental conditions should also be considered:
traffic
security risks
animal activity
current road conditions snow, ice, wet surface, ruts, mud, potholes
17
Risk controls must consider regulatory compliance and industry best practice. Regulations
governing hours of service for commercial drivers may also be helpful in developing risk
controls and limits to a workday for non-commercial drivers.
The following examples demonstrate the use of risk controls:
EXAMPLE: As a risk control, Akita incorporates a 45 minute rule for land travel between
accommodations and the work site. If travel exceeds 45 minutes controls are implemented
such as extra personnel, drivers, or overnight accommodations. Distance is not used as the
sole determining metric because some roads are slower driving (lease road or radio
controlled road / gravel roads / paved roads).
For each trip, hazards and risks will be identified that may have controls developed within the
company based on previous trips. Keeping records of these previously developed controls
will provides an aide e.g., Risk Control Matrix that can be used to improve the development
and application of controls for future trips.
EXAMPLE: As a risk control, Schlumberger adopted the term Geo-zones to assist with
categorizing trips. Geographical zones were established for areas where trips are routine and
less controls were considered necessary. Geo-zones may also be used to provide guidance
for non-routine routes where risk assessments and controls can be standardized.
Convoys may be considered a risk control by controlling speeds, moving a crew in the correct
sequence and ensuring assistance is readily available in case of need. A convoy may be two
or more vehicles travelling to the same destination. Larger convoys may be split into two or
three smaller convoys to minimize their impact on other users of the roadway.
18
Depending on the level of risk and controls put in place, the plan may require approval and
signatures of the driver and an appropriate level of supervisor or journey manager. An example
journey management form can be found in Appendix 1.
The following is an example of a trip risk assessment form:
EXAMPLE: The Trip Risk Assessment phase of Schlumbergers journey management process
involves the completion of a journey management form. This form is completed prior to trips and
is used to capture the trip description, the associated hazard assessment, and trip approvals as
required. A total hazard score is calculated from the assigned point values of different hazards.
The level of risk identifies the approval limits required for the trip. An example of the sign-off
portion of the form is provided below.
3.2
19
cargo is secure
It is also important to confirm the drivers fitness for duty or fatigue level that may result in
reduced alertness. Workers should understand their duty to refuse unsafe work as it relates to
journey management. Plans should include contingencies for situations where changing
conditions may result in a work refusal.
3.3
fuelling
Drivers need to monitor risks throughout the trip. Periodic communication should occur with the
journey manager at pre-determined and agreed to intervals. These intervals may be
customized based on the level of risk and the needs of the organization. Workers must self-
20
monitor their alertness and utilize any fatigue countermeasures to maintain alertness while
driving. Integrated journey management programs that direct drivers to use rest locations and
obtain restorative rest to manage fatigue-related risk can be of considerable benefit.
Although technology offers many benefits to control risks, plan to avoid distractions while
driving. Drivers should know their contingency plans and emergency response plans to ensure
they are prepared for problems that might occur during the trip. These may include:
location and contact information for nearest medical facility (hospital, camp medic)
Supervisors or journey managers can assist the driver by monitoring weather and road
conditions and informing drivers of changing conditions. Dispatch or call centres can also assist
with monitoring and managing aspects of trips and may be the designated journey managers
for the trip. These resources can check trip compliance, risk levels, share information and track
trip status/location. Dispatch or call centres can also provide resources to follow-up with missing
or late drivers, or assist with incident/panic alerts.
In-vehicle monitoring systems (IVMS) can also assist with journey management. IVMS
technology can bring the lone worker closer to supervision through:
alertness monitoring
Although IVMS can be a useful tool, it is important to note that the use of IVMS technology
alone does not, in itself, constitute a journey management program. Those wishing to further
evaluate IVMS programs may find useful information in the OGP IVMS document referenced in
Appendix 1.
3.4
21
aggressive acceleration
hard braking
abrupt turns
seatbelt use
speeding
idling
In addition to auditing driver performance, IVMS data can be used to provide feedback to
stakeholders including drivers and supervisors with the goal of continuous improvement and
behaviour change.
22
a meaningful analysis process with evaluation criteria based on overall program goals and
specific performance objectives
Through feedback captured during periodic reviews, areas of the program that are not working can be
revised and continuous improvements can be made.
5.0 Summary
Land transportation is recognized as one of the most hazardous activities for the oil and gas industry.
Implementation of a journey management program is a widely accepted approach to reduce motor
vehicle incidents, injuries and delays. This guideline introduces the concept and program elements to
consider when developing and implementing a journey management program. The journey
management guideline and other information sources referenced will help build effective risk-based
programs that are scalable to suit your specific operational capabilities.
23
24
http://ccmta.ca/en/publications/resourceshome/item/addressing-human-factors-in-the-motorcarrier-industry-in-canada
www.enform.ca
www.enform.ca
http://hse.gov.uk/pubns/indg382.pdf
http://www.cdc.gov/niosh/nora/comment/agendas/oi
lgas/
http://www.ogp.org.uk/pubs/365.pdf
http://www.ogp.org.uk/pubs/365-1.pdf
http://www.ogp.org.uk/pubs/365-2.pdf
http://www.ogp.org.uk/pubs/365-12.pdf
25
Gas Producers
IOGP (2011d) OGP Land transportation safety
recommended practice, Guidance note 10
Journey management process London (UK):
International Association of Oil and Gas Producers.
http://www.ogp.org.uk/pubs/365-10.pdf
http://www.cdc.gov/niosh/
http://www.rospa.com/rospaweb/docs/adviceservices/road-safety/employers/work-safejourney.pdf
https://www.rospa.com/rospaweb/docs/adviceservices/road-safety/employers/morr-sme.pdf
http://www.woodgroup.com/SiteCollectionDocumen
ts/hse/Wood-Group-Driving-Policy.pdf
http://ccmta.ca/images/publications/pdf/nsc_standar
d_13.pdf
http://ccmta.ca/images/pdf-documentsenglish/cra/NSC_Standard_10__June_2013_English_Final.pdf
http://511.alberta.ca/
http://hotline.gov.sk.ca/en.html
http://www.drivebc.ca/
http://www.safer63and881.com/resources/
https://www.for.gov.bc.ca/hth/engineering/Road_Ra
dio_Project.htm
Policy example: The Wood Group adopted principles of journey management in their driving
policy with reference to risk assessment. The policy aligns closely with OGP RP 365 and
includes key aspects of a Journey Management Plan.
Driving policy - Road journeys should only be undertaken where deemed necessary for the
achievement of business objectives and after any safer options have been excluded (i.e., air,
rail, ferry, and teleconference).
When a road trip is necessary or unavoidable, risks will be assessed. The level of risk
assessment and mitigation will vary; a regular, short or routine journey might warrant only
some personal thought as to the risks. In other circumstances, such as in regions with
security issues or particularly arduous conditions, the driver and the Supervisor will put a
journey management plan in place. The journey management plan will ensure that:
Formal pre-trip briefings are held and documented. This will include a review between
driver and Supervisor of routes, stops, hazards, loads, the requirement for the driver to
report completion of the journey, and contingency plans for en-route emergencies.
Appropriate means of communication between driver and Supervisor are available and a
communications protocol agreed.
The route is clearly defined and mapped.
Potential driving hazards are identified in advance, taking into consideration the terrain,
time of day, weather, known dangerous routes, speed limits and holidays (especially
those that involve fasting or alcohol).
Appropriate vehicles are assigned to the journey.
Only qualified and experienced drivers are assigned with current certification for the type
of vehicles to be used.
Drivers should be physically and mentally fit.
Journey planning should take into account potential fatigue. For example, the number of
hours worked beforehand and prior sleep should be considered. Appropriate rest stops
for food and drink intake should be scheduled.
Vehicles are inspected before the journey begins.
All trips during the hours of darkness or during times of reduced visibility will be
systematically reviewed for risk and may be subject to formal management approval
before they begin. Risk assessment will consider the risk of the terrain, snow, dust,
smoke, fog, heavy rains, security risks, and local driving practices.
Journey planning will consider the risk brought about by the environment, culture and
local wildlife (examples will vary by location, but might typically include livestock, moose,
deer, etc.).
In environments where visibility of the vehicle can be problematic for other people (road
users and pedestrians), and where permitted by local law, vehicles will drive with their
lights illuminated at all times, unless specific risks (e.g., security) determine that such a
practice is not recommended. This includes low beam (dipped) headlights, side marker
lights and tail-lights to ensure vehicles are visible from all directions.
Adequate arrangements have been made for rescue/recovery in the event of a
breakdown.
Risk assessment example: The Primary Risk Assessment phase of Schlumbergers journey
management process incorporates a Road Hazard Analysis. This analysis is completed prior
to trips taking place and is used for frequently travelled, high risk, new project routes.