Advanced technology on the horizon within the industry is equally exciting and unsettling because of the unknown regulatory impact. In this session, Mr. Doerr will demonstrate how to create management plans as the industry addresses developments in future video accountability, crash avoidance systems and autonomous vehicles. Speaker: Joe Doerr, Specialized Transportation Program Manager, NBIS

1. Insurance For an Uncertain Future
Joe Doerr

2. Insurance for an Uncertain Future
Joseph T. Doerr

3. Impact of new technologies in the transportation
• What new technologies will have a major impact?
• What potential benefits/challenges could arise?
• How to incorporate these new technologies into a
management plan.

5. Autonomous Technology

6. Autonomous Vehicles (Trucks):
A vehicle that is capable of
sensing its environment and
navigating without human
input. Autonomous trucks can
detect surroundings using a
variety of techniques such as
radar, lidar, GPS, and computer
vision.

7. American Transportation Research Institute: Identifying Autonomous Vehicle Technology Impacts on the Trucking Industry

8. American Transportation Research Institute: Identifying Autonomous Vehicle Technology Impacts on the Trucking Industry

10. Cyber Security Concerns???

11. TELEMATICS

12. Accident Causation
Reason Trucks
Decision (Speed, Aggressive) 42%
Recognition (Inattention, Distraction) 35%
Vehicle (Brakes, Tires, Lights) 8%
Performance (Overcompensated) 7%
Environment (Roadway, Weather) 4%
Non-Performance (Sleep, Sick) 3%
Unknown 1%
Source: Large Truck Crash Causation Study, 2001-2003
Large Trucks: Driver –
87% of the Critical Reasons coded to the truck
•Two-thirds are: Recognition
Decision

13. Telematics:
It is the technology of sending,
receiving, and storing
information related to remote
objects, such as vehicles, via
telecommunication devices.

14. Onboard Safety Monitoring Technology
OSM Devices integrate in-vehicle recording technology that
can continuously measure and record driver performance.
 Record performance Through telematics.
 In-Cab Camera Technology

15. Safety
• Speeding
• hard Braking
• Cornering
Fleet Management
• Proactive Maintenance
• Vehicle health
• Fuel Consumption
Productivity
• Dispatching
• Stop Duration
• Route Efficiency
Compliance
• Hours of Service
• State and Federal Laws
• Company policies
Telematics System

16. Added Value
• Driver Exoneration
• Visual Aid for Coaching
• Early Settlements for at-fault accidents
Camera Systems

17. Careful consideration is required when developing,
implementing, and evaluating the SMP program. Each
step of the management program is critical to its
success and includes the following:
Develop a positive safety culture.
Assemble a steering committee.
Define roles and responsibilities
Polices and Procedures
Benchmark risky driving.
Develop performance measures.
Develop an implementation timeline.
Develop accountability.
Develop awareness, education, and training.
Implement the safety management program.
Monitor and evaluate.
Safety Management Program

18. STEP 1: DEVELOP A POSITIVE SAFETY CULTURE
Top Management “Buy-in”
Build Trust
 Encourage involvement from all.
 Seek feedback
 Demonstrate that safety is a value

19. STEP 2: ASSEMBLE A STEERING/SAFETY COMMITTEE
The steering committee responsibilities:
• development of the program;
• oversight of the program once it is implemented;
• necessary support for drivers;
• and the evaluation of the program once it has been
implemented.
Committee
Responsibilities
Policies &
Objectives
Processes &
Procedures
Roles &
Responsibilities
Training &
Communication
Monitoring &
Tracking
Meaningful
Action

20. Develop a Safety Vision
The steering committee’s vision will guide the entire process
of development, implementation, and evaluation. It is critical
to develop the vision first, and then use it in all phases of
developing the OSM program.
1. YOUR ORGANIZATIONAL STATE: What does your current
safety profile look like? (Loss History, CSA Scores, etc.)
2. YOUR TARGET: What Result are you committed to
achieving? What is the outcome?
3. YOUR REASONS: What is your why (purpose)?
4. YOUR MAP: What is the your action plan? What are the
specific actions you need to take in order to achieve these
results?

21. STEP 3: ROLES & RESPONSIBILITIES
 Top Leadership
 Managers
 Dispatcher
 Drivers
 Administrators

22. STEP 4: Policies & Procedures
• define the “what” and “how” of the
safety management program
• Policies establish the guidelines of the
program
• Procedures explain how to accomplish
those procedures

23. SMART GOALS
Objectives should be:
 Written clearly and signed by the executive
accountable for the program;
 Be clearly communicated to all relevant
personnel in the organization;
 Emphasize your commitment to effective
communication and continuous
improvement; and
 Require regular evaluation of the program to
ensure continued effectiveness.

24. STEP 5: DEVELOP PERFORMANCE MEASURES
The key question is, “Is the program working?”
To answer this question, the steering committee
needs to identify which measures will indicate
success and develop accountability for risky
driving.
Two types of Performance Measures:
 Process measures: are performance-based
measures that focus on the behavior, such as
rapid braking.
 Outcome measures: are result-focused and
emphasize the result or a goal, such as improved
CSA scores or zero preventable crashes.

25. Process Measures (within control of the driver)
Some example process measures that may be useful in the OSM program include:
 Number of hard braking events;
 Number of rapid accelerations;
 Number of hard cornering events;
 Number of speeding events;
 Number of severe alerts per week;
 Number of coaching sessions;
 Number of drivers who earned recognition;
 Percentage of time following mobile phone policy (if there is one);
 Percentage of drivers that attended safety meetings each month;
 Percentage of time with a safe following distance;
 Percentage of driving time a safety belt was worn.

26. Outcome Measures
Many of these measures are not in the full control of the driver. Outcome measures are
best used by management to evaluate the overall effectiveness of the OSM program.
 Number of preventable crashes;
 Number of crash-free miles;
 Number of DOT-reportable crashes;
 Number of injuries;
 Drivers’ perceived job satisfaction measured via a questionnaire.

27. STEP 6: DEVELOP AN IMPLEMENTATION TIMELINE
 Start Date
 Milestones
 Completion Date

28. STEP 7: DEVELOP ACCOUNTABILITY
 Managers
 Dispatcher
 Drivers
 Administrators

29. STEP 8: DEVELOP AWARENESS,
EDUCATION, AND TRAINING
A number of communication types can be
used, including, but not limited to:
 Electronic communications (e.g.,
online driver training and websites);
 Companywide newsletters;
 Bulletins;
 Fliers;
 Safety seminars;
 One-on-one, face-to-face meetings;
 Group meetings.

30. STEP 9: IMPLEMENT THE OSM
PROGRAM
Ongoing OSM Program
Communication
Your continued support for the
program helps sustain enthusiasm
and participation in the program.
To ensure employees know you will
continuously support the program,
you should maintain formal and
informal communication channels,
remain active in safety-related
discussions, and actively listen to
and address all program-related
feedback.

31. STEP 10: MONITOR & EVALUATE

32. Summary:
 Autonomous technology and
Telematics will change the way
we do business.
 Having the proper management
system in place will drastically
reduce exposures created by
these new technologies.