Chevron Pipe Line
Radical Change
to Improve
Safety
IPLOCA 44th Annual Convention
October 1, 2010
John Truhe
© Chevron 2008
Objectives
 Understand CPL safety emergency and response
 Share nuggets that could apply to other organizations
© Chevron 2008
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In 2007, CPL was in a Safety Emergency
 Numerous people had been hurt on the job from
January to August which includes
•
•
•
First Aids
OSHA recordable injuries
Several people were not able to immediately return
to work (DAFW)
 Several of the OSHA recordable injuries had the
potential to be very serious
 MVC’s were recorded
 Several incidents could have resulted in fatalities
© Chevron 2008
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CPL Workforce DAFW
Benchmarking in Sept 2007
Other CVX Business Units

Incidents at rate in excess of other
comparable CVX Business Units

Analysis indicated 75% of incidents
were short service workers
CVX Rate
CPL Rate
2004
© Chevron 2008
2005
2006
2007
4
The Bottom Line
 Safety is a core value for Chevron
 If we can’t manage safety, we can’t manage our
business
© Chevron 2008
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2007
Timeline of Events
2007
Safety Road
Show
Immediate
Actions Taken (August ‘07)
OCT – DEC
2007
Safety
Road Show
 Formed Safety Task Force
 Personal Safety Action Plan
OCT – DEC 2007
 Visible Leadership
 Corporate OE Peer Assist
Safety Roadmap to World Class & IFO
Peer Assist Modified
3rd – 4th Quarter
2007
Stage 1
MSP
• Task Force complete Gap
Assessment and Safety
Improvement Plan (focus on
critical few)
Leadership
• Safety Imprv Plan road show
• Recognize IFO behavior
• Seize non-IFO opportunity
• Reinforce core values
• Slow 2008 Capital program
• Launch FTL network
1st – 2nd Quarter
2008
Stage 2
MSP
• Assure rigor of selfassessment particularly
regarding CSM
Leadership
• Slow pace of non-essential
OE processes
• LT scheduled, collective visits
• Build relationship during visits
• Increase weight of safety
results in LT PMP rating
Safe Operations
• Require onsite JSA
• On boarding and mentors
(Constr. Reps, Inspectors,
Field Engrs.)
CSM
• Adv Supplier Relationship
• Modify & use A & B
rating to qualify bidders
• Weigh safety in contr select
• CSM scorecard acctbility
• Require a work order for all
field maintenance work
© Chevron 2008
Stage 3
2009
Stage 4
2010
Stage 5
Leadership
• Re-clarify roles and
responsibilities, dotted line
accountabilities; esp HES TL,
FTL, Ops Mgr
CSM
• Redeploy CSM
• Develop master resource
schedule and sourcing plan
• Contractor Leaders in CSLT
• Area Safety Committees with
contractor HES Specialists
• Culture & field effectiveness
incl in contractor evaluation
Safe Operations
Reliability
• Team to eval limiting LPS/IPS
• Adopt peer-to-peer BBS
CSM
• Begin consolidation of
Contractors
• Increase CSM coverage
Reliability
Reliability
© Chevron 2005
3rd – 4th Quarter
2008
• Enforce use of SAP PM
throughout CPL
•Consistent Maint planning role
• Utilize CMMS to prompt proc,
JSA, MOC
• Morning Operations work
coordination mtg
Incidents
• Standardize on why tree &
utilize ETC training
• Sr Mgr IIR fluency and own
investigation & action
CPL102005.ppt
6
Timeline of Events
Project
JAN – SEP 2Re008
Safety Improvement Project
Teams Organized
JAN – SEP 2008
Safety Road Show
MAY − JUN 2008
Leadership
Short Service Employees
Lost Prevention System Replacement
Project Safety
Third Party Services
© Chevron 2008
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Take Away Nuggets
 Observation process
Field Observation
Observations
2,000
1,500
1,000
500
0
May
June
July
August
2008
© Chevron 2008
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Take Away Nuggets
•Job Safety
Analysis
•Contractor Safety
on Projects
•Short Service
Employees
© Chevron 2008
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Key Success Factors and
What We Learned Since 2007
 Visible leadership and frequent communication
 Safety improvement project focused on adapting
standard processes
 Involving field personnel created ownership
 Declaring a safety crisis raised awareness and
“Created Safety Buzz”
 Employee ownership in developing – Behavioral Base
Safety, Job Safety Analysis, Job Safety Site Plan,
Contractor Health Environmental and Safety
Management, Near Misses, etc.
© Chevron 2008
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CPL Workforce DAFW
Benchmarking – 2004 thru July 2010
© Chevron 2008
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Safety – It’s For Life
To Date, Chevron Pipe Line achieved over 10 million
man hours without any days away from work!
© Chevron 2008
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