A&A Asia Logistics Road Transportation Guidelines

A&A Asia Logistics HSSE
Road Transportation Management Guidelines
First edition: August 10, 2006
Table of Contents
Introduction ........................................................................................................................... 4 Executive Summary of the Key Elements ..................................................................... 5 Driver Management ............................................................................................................. 6 1.1 Drivers Recruitment......................................................................................................... 6 1.2 Drivers Salary and Reward .............................................................................................. 7 1.3 Driver Training ................................................................................................................ 8 1.4 Driver Passport System ..................................................................................................10 1.5 Drivers Monitoring ..........................................................................................................11 1.6 Seat Belt Policy..............................................................................................................11 1.7 Mobile Phone Policy ...................................................................................................... 12 1.8 Drug and alcohol policy ..................................................................................................13 1.9 Drivers Day Program ........................................................................... Journey Risk Management ..............................................................................................15 Vehicle/equipment Management....................................................................................16 3.1 Vehicle Management ......................................................................................................16 3.2 Safety Equipment .......................................................................................................... 17 HSE Management System of Transporter ...................................................................18 4.1 Leadership and Commitment ......................................................................................... 18 4.2 Policy and Strategic Objectives ...................................................................................... 19 4.3 Organization and Resource ...........................................................................................20 4.5 Planning ....................................................................................................................... 23 4.6 Implementation and monitoring ...................................................................................... 25 4.7 Audit and Review .......................................................................................................... 27 4.8 Management Review ......................................................................................................28 Contractor Management...................................................................................................29 5.1 Contractor Selection Process ............................................................... 5.2 Contractor Induction Process ......................................................................................... 29 5.3 Monitor Contractor Performance .......................................................... 5.4 Sub-Contracting Management ............................................................. Appendix ..............................................................................................................................41 Appendix 1.1-2 Driver Medical Assessment (SPA Doc No. 1-01) ............................................... 41 Appendix 1.1-1 LGV On-Road Assessment Guideline (Group Guidelines) ................................... 41 Appendix 1.2-3 Drivers Rewarding and Penalty System .................................. Appendix 1.4-1 Specimen of Passport used in BP Zhuhai Chemicals ......................................... 41 Appendix 1.5-1 Road Surveillance Check List ....................................................................... 41 Appendix 1.5-2 Working Hours Log sheet ............................................................................. 41 Appendix 1.5-3 Toolbox Meeting and Safety meeting.............................................................. 41 Appendix 1.9-1 Example of the Drivers Day Program .............................................................. 41 Appendix 2-1 Journey Risk Management (SPA Task Doc. No. 1-02) .......................................... 42 Appendix 2-2 Route Map Essentials .................................................................................... 42
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Appendix 3-1 BP Group Vehicle Minimum Specifications ......................................................... 42 Appendix 3-2 Gap Analysis Tools (BP Group) ....................................................................... 42
.......................................................... 42 Appendix 3-4 Pre-trip Check List ........................................................................................ 42 Appendix 3-5 Tire Safety Brochure ..................................................................................... 42 Appendix 4.3-1 Roles and Responsibilities of Road Safety Advisor ............................................ 42 Appendix 4.4-1 Risk Assessment Example ........................................................................... 43 Appendix 4.6-1 Near Miss Reporting Form ........................................................................... 43 Appendix 4.6-2 Incident Investigation Report/Lessons Learned Report Template ......................... 43 Appendix 4.6-3 Incident Root Cause Analysis Tools ............................................................... 43 Appendix 4.6-4 HIPO Announcement Template ..................................................................... 43 Appendix 5-2 Contractor Performance KPI ........................................................................... 43
Appendix 3-3 Vehicle Maintenance Checklist examples Appendix 5-3 A&A Asia Logistics Code of Practice (Hazardous Chemical Road Transportation in Asia) 43 Appendix 5-4 Subcontracting Guidelines (SPA Doc. No.1-03) ................................................... 43
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Authors
The guidelines are prepared for A&A Asia Logistics by the SPA Task Force members.
SPA Task Force Membership

Anthony Ng, A&A Asia Logistics HSSE Advisor Dong Jiyang, A&A Asia Logistics HSSE Advisor Sarbini Zaharuddin, BPCM Logistics Superintendent Wu Malone, BP Zhuhai Traffic Safety Advisor Nurjawan Maruapey, PT AMI Logistics Supervisor Lam Wan Choi PTA BU HSSE Manager
Exclusion of Liability
Whilst every effort has been made to ensure the accuracy of the information contain in this guidelines, neither BP, nor SPA Task Force nor any of its members will assume liability for any use made thereof.
Acknowledgement
Champion by Paul Lo, PUL, PTA Asia
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INTRODUCTION
Background
Road Transportation has been a major contributor to incidents in BP operations. In 2004, BP launched a group wide Driving Safety Standard to tackle these risks. However, different site has different practices in the detailed handling of Road Transportation HSSE issues and implementation of the BP Group Driving Safety Standards. Sponsored by the PTA Asia BU Leader, a SPA Task Force was created to collects, benchmark and consolidate best practices among three A&A Asia sites and to develop an implementation Manual for wider sharing and to assist operating sites in the implementation and management of Road Transportation. The SPA Task Force was set up with members from the Operating sites, Regional Logistics HSSE and advice from outside consultants. The SPA Task force members meet through teleconference and face to face workshops to ensure that best practices are shared and collectively reviewed.
Purpose and Scope
This Manual has been developed thru; Leveraging practical best practice among the three operating sites in road transportation safety management; Provides :best in class toolkits applicable for used in A&A SPU and beyond; This manual provides steps to steps instructions for BP operating sites and/or its Contractors who wish to use this manual the best practices in developing and implementing of the BP driving safety standards, including assurances processes and toolkits in monitoring compliance to BP Driving Safety Standards.
Structure of the Documents
This Manual describes the guiding principles, management practices and best practices examples for each of the key elements of the Road Transportation HSSE management. The manual are structure into
6 key components.
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SUMMA RY
OF THE KEY
COMPONENTS
Key Components Drivers Management Addressing Elements related to drivers, which include the drivers recruitment, training, performance monitoring, evaluation, behavior change etc. Journey Risk Management Elements related to the routes used for the delivery and it associated Risks and mitigation actions. Vehicle Specifications Elements related to the vehicle specifications, the various stages of inspection, fit for purposes and maintenances program. HSSE Management Elements related to the business System strategy plan, which include Implementations, assurance and KPI for continuous improvement. Contractor Management Elements related to contractors pre-qualification, selections and performance management. Appendixes Related toolkits, which includes; checklists, guidelines and protocols.
The Key Components
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1
1.1 Drivers Recruitment
DRIVER MANAGEMENT
1.1 Drivers Recruitment
1.1.1 Objectives Road Transporters shall have a policy and procedure in place to address the requirements in recruiting new drivers and to recruit the best driver available. 1.1.2 Scope Applicable for the recruitment of new drivers in Asia Dependant on the National regulations, the requirements in the policy and procedures shall includes age, physical applicability, medical check, educations, previous employment background, knowledge test, road assessment, probations period etc. 1.1.3 Recommended Best Practices Age: 25-45 License: Valid and fit for the class of vehicle licensed. Experience: at least 3 years similar to the class of vehicle driven. Educations: able to read and write. Previous Employment: Violations/criminal screening, references and feedbacks. On-road driving assessment: As part of recruitment process and on road assessment to be conduct by a qualified trainer. Appendix 1.1-1 LGV On-Road Assessment Guideline Pre-employment Medical Check: the candidate shall complete a relevant Medical check and the Company Doctor takes the role to make the decision whether the candidate is fit for driving or not. For details, please refer the Appendix 1.1-2 Driver Medical assessment guideline. Documentations: All documentation in relation to the candidates recruitment process shall be kept in the Drivers personal database/ file upon completion and selection exercise.
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1.2 Drivers Salary
package.
1.2.1 Objectives Drivers behavior and performances is largely dependant on its remuneration and motivation. As such, the salary package shall not structure in a way encouraging drivers violations, to work or drive beyond the specific hours. 1.2.2 Scope Individual drivers is monitored and measured in the specific measurements as attached and ranked based on its safety behavior and performance. 1.2.3 Recommended Best Practices Composition of the Salary Package: Base salary (35%) + Benefit (15%) Performance (25%) + proactive safety performances (25%) Measurements: package breakdown as attached.
C:\Documents and Settings\Ng Koon Len
Safety rewards: On top of the above pay structure, the operating sites shall set aside incentives as rewards to the drivers on a monthly/ quarterly and yearly basis, based on the drivers performances and ranking matrix, i.e. (best driver of the month/ quarterly/ yearly). Example attached.
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1.3 Driver Training
1.3.1 Objectives A system in place to ensure that the training needs of Drivers are identified and satisfied in an appropriate and adequate manner so that operations are carried out competently and safely. The driver shall be trained based on the characteristics of the work activities. The training shall be delivered by approved trainer and shall be properly assessed and recorded. 1.3.2 Scope A yearly training plan and systems in place to ensure that the training needs and effectiveness are review on a regular basis. A training matrix should be in place to determine what training will be delivered by whom, what is the frequency etc.
Training must take account of any statutory regulations but should also reflect industry codes or standards relevant to the work. A designated person within the company to co-ordinate and manages the provision of training and maintains appropriated training records.
1.3.3 Recommended Best Practices Safety trainings expected to be delivered: Training Items Trainer Frequency BP Driving Safety Company During Induction Standard Approved Defensive Driving BP Within 6 month employment Approved and refreshed every 3 years Fatigue & Tiredness BP Within 6 months employment Approved and refreshed every 3 years. Vehicle Roll over Company Yearly awareness training approved First Aiders Local Within 6 months employment Authority and refreshed every 3 years Approved Personnel Protective Company Yearly Equipment Approved Fire Fighting Company Yearly approved Journey Risk Company Prior to the initial delivery for Management Plan for Approved the route and review on the specific route yearly basis.
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Induction/Orientation Checklists and documentation familiarization.. Near Miss and Incident Reporting Loading and customer sites familiarization Product handling training. Tire inspections and safety training Toolbox meeting
Company Approved Company Approved Company Approved Company approved Company approved Company approved Company approved
Prior to commencement of the employment Immediately after employment. Yearly Prior to initial loading and unloading operations. Refresher yearly. Prior to initial operations. Refresher yearly. 3 yearly. Weekly
Emergency Response
Company Approved
Yearly
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1.4 Driver Passport System
1.4.1 Objectives The Drivers Passport is used as tool to identify drivers who have attended and passed the relevant trainings. The passport manages the drivers Personnel Information, Training records, Violations details, annual Medical Check result and Emergency contacts etc. 1.4.2 Scope. Each driver driving for BP business will be issued with a Driver passport upon completion of the relevant training and tests. The passport shall be carried with the driver at all the time whilst driving for BP. Only drivers with the passport are allow entry into BP operating sites or contracted sites for BP businesses. BP reserved the right to revoke the driver passport at any time should the driver found violating critical safety behaviors. 1.4.3 Recommended Best Practices Please see the Appendix 1.4-1 Specimen of Passport used in BP Zhuhai Chemicals.
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1.5 Drivers Monitoring
1.5.1 Objectives The company shall have a formal system and procedures to monitor and promote safe driving behavior and performance. Unsafe behavior and traffic violations shall be counseled and disciplinary actions taken on repeated offenders. 1.5.2 Scope Undertake by Road rangers/ contract supervisor, Monitoring are carried out through VDR data analysis, Road surveillance audit, Driver log, drug and alcohol random testing, etc. 1.5.3 Recommended Best Practices Appendix 1.5-1 Road Surveillance Check List Appendix 1.5-2 Working Hours Log sheet Appendix 1.5-3 Toolbox Meeting and Safety Meeting VDR anaylsis. Violation counseling process
1.6 Seat Belt Policy
1.6.1 Objectives Seat belts in vehicle are mandatory installation and use by all vehicle occupants in vehicles performing transportation services for BP Business. 1.6.2 Scope: Seat belts for front seat occupants and outboard passengers shall be of the 3-point configuration, preferably incorporating automatic retraction and deceleration activated emergency locking mechanisms, often referred to as inertia reels. It is recommended that belts incorporate pre-tensioners wherever possible. Where there are more than two seats in a row (with the exception of front seats), lap belts are acceptable for center seat passengers. In vehicles equipped with sleeper berths, if the berth is to be used while the vehicle is in motion, an approved restraint shall be provided and used at all times the vehicle is in motion.
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company business should be consistent with the above requirements. Vehicles that is not capable of doing more than 16 km/hr may be exempted. Use of spot hire vehicle not properly fitted with seat belts for all passenger shall be avoided when alternatives are available. Assurance Method: Regular engagement with users to promote use of seatbelt. Regular road surveillance shall be performed to ensure seat belt are used by drivers and passengers Daily Pre-trip check of the vehicle includes seat belt to ensure seat belts are in function properly all the time.
1.7 Mobile Phone
Policy
1.7.1 Objectives The used of mobile phone whilst driving is identified as a contributing factor in road accidents. Drivers shall not initiate nor answer a mobile phone call whilst the vehicle he is driving is in operations. 1.7.2 Scope The scope includes all drivers, driving on BP business. Driver must not initiate or answer a call (including text messaging or hand free) whilst the vehicle is in operations, including a call stopped at a traffic light. The best recommended practice is Engine on- phone off 1.7.3 Best Practices Whereas Engine on Phone off may not be possible in some operating sites, mobile phone are allowed to be left on during a journey, however the driver shall not initiate or answer a call unless the vehicle has been stop and parked at the designated safe rest area. This also applies to the used of two-way communication radio including communication with base stations. The exception to this is for the use of two-way radios for use during emergency situations. Radio use in these circumstances should be kept to the minimum necessary to communicated and control the hazards and risks of the journey being undertaken.
Personal vehicle used on
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of all the driver phone number. Regular road surveillance carried out to ensure that mobile phone is not used all drivers during a journey. Regular calling test to verify if driver answer calls whilst driving. If possible, review drivers telephone bill statement to verify if calls are being initiated or received whilst driving. In the event of any incident, telephone statements may be used as evidence to verify the used of mobile phone whilst driving.
1.8 Drug and alcohol policy
1.8.1 Objectives In most countries that conduct measurements of intoxication levels, up to one quarter of all road accident fatalities have been found to be associated with alcohol. Alcohol reduces the ability to drive safely because it impairs coordination, upsets judgments and leads to longer reaction times. Even a small amount of alcohol upsets the ability of drivers to assess their own performance. Drivers shall not operate a vehicle while under the influence of alcohol, drugs, narcotics or medication that could impair the operators ability to safely operate the vehicle. 1.8.2 Scope
BP believes that in respect of any road transport operation, consumption of alcohol or the abuse of illicit drugs or medicines cannot be tolerated. We also expects any driver that is required to take medication that is recognized as having the potential to affect driving performance to report the matter to his management immediately. BP expects that each carrier will have in place a Drugs, Alcohol and Substance Abuse Policy which has been formally advised to all directly employed or sub-contracted personnel.
1.8.3 Best Practices Following is the principles of tests in the form of spot checks to assure the policy are properly implemented.
Assurance Methods Transporter companies to keep an updated record
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random basis, with at least 10% of the screened on a monthly basis.; in specific circumstances, such as after an accident or incident, the driver must be tested; Testing the particular person reporting to work with a drinking symptom. Random testing of visiting drivers who drives inside the plant site. At least 5% shall be screened on a monthly basis. The screening rate shall be increased after major festival/team buildings events. Medicine: Drivers asked for non drowsy medicine or inform doctor of their profession should they are provided with medicine for normal consultation. 1.9.1 Objectives Regular drivers forum shall be organized to communicate and engage driver in promotion on safety performance. These include sharing of personal challenges, recognition of best performed driver and etc. 1.9.2 Best Practices Appendix 1.9-1 Example of the Drivers Day Program
1.9 Drivers Forum
Alcohol & Drug: Testing of the driving related workforce on a
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JOURNEY RISK MANAGEMENT

2.1 Objectives A Journey risk management plan is in place taking into account National and Local authority on routing of hazardous substances. To identify risks and restrictions on the road that might be imposed by tunnels, bridge regulations. Within the constraints imposed above, select the routes that offer the minimum traffic hazards. Process in place to identify temporary road hazards, including engagement of the drivers in sharing these hazards and mitigation actions. 2.2 Scope
The scope shall include a details classroom study of all the routes to customers taking into considering the constraints and risks associated with the routes. Once it is decided, that a particular routes are to be used, a physical route assessment shall be carried out, with route cards highlighting the hazards and mitigations actions for these risks. The route cards shall also include details on approved rest areas and prominent land mark (fire brigade, hospital and etc along the routes). The details information of the routes and it mitigations actions shall be communicated to relevant drivers through training, toolbox meeting.
2.3 Best Practices Appendix 2-1 Journey Risk Management Appendix 2-2 Route Map Essentials
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3 VEHICLE/EQUIPMENT MANAGEMENT
3.1 Vehicle Management
3.1.1 Objectives A system shall be in place to ensure all equipment are appropriate for the products to be stored, handles and transported. All equipment must comply with the relevant legal requirements and BP group minimum standard. The equipment must be maintained in good conditions and fit for purpose. Put in place a system to capture and report defective equipment, which include the criteria in correcting these defects. 3.1.2 Scope Gap analysis shall be conducted per the BP group minimum vehicle specifications on all vehicles used. The vehicles shall be maintained per the manufacturer recommendations as a minimum. The vehicle shall be checked prior to the trip on a daily basis. The company must have tire policy, which include tire inspection procedure, change and management. Tire Inspections and replacement frequency. Tire types and use on specific axle. Twining of tires (checks regarding equal wear on each tire) Regulations of tire pressures Rules regarding repair and re-treading 3.1.3 Best Practices Appendix 3-1 BP Group Minimum vehicle Specifications Appendix 3-2 Gap Analysis Tools (BP Group) Appendix 3-3 Vehicle Maintenance Checklist examples Appendix 3-4 Pre-trip Check List Appendix 3-5 Tire Safety Brochure
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3.2 Safety Equipment
3.2.1 Objectives Guidance on the minimum protective clothing and safety equipment required to be carried on all heavy goods vehicle transporting company products, and the provision of such equipment. 3.2.2 Scope It is the responsibility of Operating sites through arrangements with Transportation companies to ensure that all the necessary protective clothing and safety equipment is provided to drivers 3.2.2 Minimum Safety Equipment List
Certain items of equipment are required irrespective of load:
One scotch (wedge) of a size suitable to the weight of the vehicle and to the diameter of the wheels. Two self-standing warning signs (e.g. reflective cones or triangles or flashing amber lights that are independent from the electrical equipment of the vehicle) A suitable warning vest or warning clothing for the driver. One Intrinsically safe or explosive proof hand lamp Two fire extinguishers (5kgs) First Aid Box Filled eyewash bottle Safety helmet General purpose industrial gloves
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HSE MANAGEMENT SYSTEM
HSSE Management model

4.1 Leadership and
Commitment
4.1 Leadership and Commitment

4.1.1 Objectives Senior management should demonstrate their commitment to managing land transport operations in a safe, healthy and environmentally responsible manner 4.1.2 Scope Leadership and commitment is demonstrated visibly when management at all levels: Set a good example in terms of their own attitude and driving performance Allocates the necessary resources to land transportation and related logistics issues;
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safety matters high on the agenda of meetings, including board meetings Communicated clearly that road transportation safety standards are an important company requirements Provides appropriate training and assessment for all drivers involved in land transport operations; Encourage safety promotions and employee suggestions for measures to improve safety performance and commends safe practices Sets plans and targets, and measures vehicle safety performance of all employees and Insist that transport contractor operations meet all requirements. Buddy ride program.
4.2 Policy and Strategic Objectives
4.2.1 Objectives Transportation companies must have an HSSE policy, which indicate the company commitment, HSSE targets and safety responsibilities for individuals throughout the company. 4.2.2 Scope The policy statement should include some or all of the following elements. Policy shall prominently display in the company in appropriate local languages. Demonstrate the organisations commitment to strive continuous improvement in land transport safety performance by minimising risks; Clear, concise and motivating message that road transportation is as important as other business objectives and that transport incidents are avoidable; Promote openness and the participation of all individuals in improving safety performance; Highlight the importance and relevance of an effective organisation to manage transport operations and indicate that line management are responsible for road transportation safety at all levels; The policy statement: Provide to each employee by their line manager and the implications of the policy fully explained in practical terms Displayed on notice boards, transport staff offices, drivers
Puts road transport

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Given to contractors as part of any tender documentation; Included in drivers handbooks Discussed and explained on training courses and Regularly reviewed by management on its intents, scope and adequacy.
The Road Transportation Safety Policy provides the starting point for establishing strategic road transportation objectives, which aims are: Reduce the number of incidents and fatalities Establish driver selection, testing and training programmes Establish and support safe road transport working procedures and practices and to strive for an incident-free activities Ensure that the company will employ only transport assets, facilities and equipment which conform to acceptable standards and that they are maintained in a safe, secure and operational condition; and Specify the need to develop and emergency response capability in cooperation with authorities and emergency services.
4.3 Organization and Resource
4.3.1 Objectives An overall management structure for road transportation and its relation to the implementation of the transport policy within the organisation should be in place whose have an active responsibility for land transport management, and should state what those responsibilities are. All employees who make use of, or are affected by road transport should continually be made aware of their individual responsibilities. Management should ensure that adequate resources are made available in a timely manner to fulfil the strategic objectives set out in the company management plan. 4.2.3 Scope Road transport safety is a line management responsibility with safety officers assisting in the development, implementation and maintenance of the programme. The following are general but fundamental points concerning road transport organisation:
meeting rooms and other prominent locations;
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responsibility, authority and accountability for coordinating implementation and maintenance of the road transportation elements of the management system; All employees involved in road transportation should be made aware of their individual role, accountabilities and responsibilities; Management should ensure that personnel performing specific assigned HSSE activities and tasks are competent; Management should ensure and increase competence through the identification of training needs and the provision of appropriate training for its personnel, both drivers and supervisors; Ensure its contractors operate and ahs in place a road transportation management system. Visits to contractors to support at regular intervals during the contract period to assist them with the integration of road transportation elements into their management system. Joint reviews at regular intervals should occur to ensure that land transport management objectives are achieved; and 4.3.3 Best Practices Appendix 4.3-1 Roles and Responsibilities of Road Safety Advisor Idea road transport organisation with roles and responsibilities.
4.3
Evaluation and Risk Management of Road Transportation
4.4.1 Objectives A thorough and comprehensive hazard identification and risk assessment of road transportation operations should be performed at the earliest opportunity and at suitable intervals thereafter, by experienced and suitably qualified personnel. This exercise should cover an assessment of all hazards that could occur within the land transport of personnel, goods or materials in every aspect of the planned operations 4.4.2 Scope
The hazards information gained from the risk evaluation should be documented and incorporated into the management system which should demonstrate that
Management representatives should be assigned
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transportation have been identified; The likelihood and consequences of an incident have been assessed Controls to mitigate significant risk and emergency response measures to mitigate incidents are in place. Procedure should be in place to select, evaluate and implement measure to reduce risks. Emphasis should be placed on preventative measures such as enhancing driver performance, security of vehicles and cargo, and proactive environmental protection wherever practicable. Mitigation measures should include steps to prevent escalation of any incidents that do occur though effective emergency response. 4.4.3 Best Practices Evaluation of health and safety risks and effects should include, where appropriate, consideration of: Fire and explosion Impact and collisions Drowning, asphyxiation and electrocution. Chronic and acute exposure to chemical, physical and biological agents Roll over Heat stroke Fall from high Evaluation of acute and chronic environmental effects should include, where appropriate, consideration of: Chemical Spill Generation and disposal of solid and other wastes. Noise, odour, dust, vibration Appendix 4.4-1 Example of Risk Assessment
All foreseeable hazards associated with road
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4.5 Planning
4.5.1 Written Procedures Activities, for which the absence of written procedure could result in infringement of the HSSE policy or breaches of legislative requirement or performance criteria, should be identified. Documented procedures or standards should be prepared for such activities, defining how they should be conducted-weather by the companys own employees, or by others acting on its behalf to ensure technical integrity and of transfer knowledge effectively. A Journey management system should be operated to ensure each journey is necessary, properly organised and supported. The company should maintain procedure to ensure that HSEcritical facilities and equipment which it designs, procures, operates, maintains and inspects are suitable for the required purpose and comply with defended criteria. 4.5.2 Management of Change Any changes in the personnel, vehicles, processes and procedures of land transport in the company have the potential for adverse effects on health, safety and the environment. All changes should be considered in this light. Changes which may be critical to the management of safety of road transportation should be reviewed prior to implementation. 4.5.3 Emergency Response The company should have an emergency plan for responding to any accident. This emergency plan should contain: Actions to be taken in case of different types of emergencies Individual responsibilities Arrangement for handling incoming emergency calls Arrangements for 24 hours coverage. Training requirement of responsible personnel The specific arrangements required by individual customers. A list of different parties to be informed with their contact details (customers, authorities..) Exercised should be held at appropriated intervals to test communications and practical response Ownership of the Emergency Response plan should rest with a nominated person, who should be responsible for ensuring that the
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plan is kept up to date, that individuals are trained as required, that training records are kept, that emergency equipment is regularly checked for completeness and continued suitability and that exercises are held at appropriate intervals. 4.5.4 Best Practices The company maintain within its overall work programme, plans for achieving HSSE objective and performance criteria. These plans should include: A clear description of the objectives Designation of responsibilities for setting and achieving objectives and performance criteria at each relevant function and level of the organization The means by which they are to be achieved; Resource requirements; time scales for implementation Programmes for motivating and encouraging personnel toward a suitable HSSE culture; Mechanisms to provide feedback to personnel on HSSE performance; Processes to recognise good personal and team HSE performance (eg. Safety award schemes) Mechanism for evaluation and follow up.
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4.6 Implementation and monitoring
activities. A monitoring system must be in place to ensure that the management system is effective and that procedures are followed. The road transport activities should be conducted in accordance with the plan and procedures which have been developed at the transport planning stage and be consistent with the companys road transportation safety policy and related strategic objectives.
Procedures should be in place for both active and reactive monitoring.
The company should maintain procedures for the internal recording and reporting and investigation of incidents which affected or could have affected HSE performance so that the relevant lessons can be learned and appropriate actions taken to avoid its reoccurrence. 4.6.2 Scope Active monitoring provides information on the extent to which land transport safety requirements are being complied with, and objectives and performance criteria are being met.
VDR Data analysis; Road Surveillance Customer feedback Performance KPI review
Reactive monitoring provides information from the investigation of vehicle incidents (including near misses, ill-health of drivers, vehicle/ assets / environment damage and safety statistics) that have occurred and provide insight into the means to prevent similar incidents in the future. 4.6.3 Best Practices There should be a written procedure to ensure the proper logging of accidents and incidents, and their finding communicated to all parties concerned. The system should be well understood by all personnel and by all subcontractors, if any to ensure that all incidents/ accidents are reported. Each accident or incident should be investigated. In addition to the identification of the immediate cause, the root cause of the 4.6.1 Objectives There should be written procedures for all safety road transportation
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prevent a recurrence of similar events. Appendix 4.6-1 Near Miss Reporting Appendix 4.6-2 Incident Investigation/Lessons Learned Report Template Appendix 4.6-3 Root Cause Analysis Tools Appendix 4.6-4 HIPO Announcement Template
accident or incident should be ascertained. Corrective actions should be identified to
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4.7 Audit and
Review
4.7.1 Objectives Planned and systematic audits of land transport operations together with management reviews of performance should be established and maintained as a integral part of the land transport operations. 4.7.2 Scope The audit plan should identify specific areas to be audited, the frequency of those audits and the responsibilities for auditing specific activities/areas. Audit frequency should be determined by the degree of risk and the results of previous audits and inspections. Audit protocols should be established which ensure that adequate resources, personnel requirements and methodologies are in place for the audit, together with procedures for reporting audit findings and tracking the implementation status of audit recommendations.
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4.8 Management Review
Management shall carry out review on the land transport safety aspects of the management system at appropriate intervals to ensure its continuing suitability and effectiveness for the ongoing operations. The review should include audit findings and the status of audit recommendations as well as report from incident investigations. It should also consider the continuing suitability of land transport policy, any changes in recognizing hazards and assessing risks and any changes to the system or procedure since the last review.
The management review should be recorded.
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CONTRACTOR MANAGEMENT
5.1 Objectives Contractors and suppliers are keys to our business performance, and we will assess their capabilities and competencies to perform work on our behalf. We will work together with them to ensure our HSE Expectations are aligned. We will monitor contractor and partner HSE performance, and ensure our procurement and management processes contain the rigor to deliver our HSE Expectations. The focus of the Road Transport Contractor HSE Management Programme is to provide the right people, equipment and supportive environment so that the contract driver is an engaged, safe driver, making a difference on the road. Throughout this programme we should continually ask ourselves does this have a positive impact on the drivers behaviors and performance. 5.2 Scope This Contractor HSE Management Programme is primarily aimed at term contractors and more specifically term contractors with agreements with BP of greater than 12 months. While BP does not manage distributors, we should be setting expectations and assuring ourselves that they are meeting those expectations. In this sense many of the tools and processes described can be used. While long-term agreements and the associated enhanced relationship between BP and the contractor is preferred and encouraged, many BP businesses make use of spot contractors. To ensure the best possible result where spot contractors are used, the key elements of the Contractor HSE Management Programme should be applied as described below. 5.3 STAGES OF THE CONTRACTOR MANAGEMENT PROGRAMME HSE
The Road Transport Contractor HSE Management Programme consists of several stages that enable BU management to work with the Contractor to effectively plan and complete work in a way that is consistent with BPs HSE expectations. This pack contains guidelines including a number of attachments. The attachments contain flowcharts, templates, checklists, proforma and examples of good practice that the BU may utilize / amend as it sees fit. Some activities / understandings are considered to be so important, that they have been designated as key elements and are strongly recommended to
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be part of any contractor management programme. These are found in the following attachments: 1. 2. 3. 4. Letters to Contractors (attachment 2a&b) Self-assessment questionnaire (attachment 3) Risk ranking models (attachment 4) Core HSE Expectations (attachment 5)
Prior to implementing the Programme, the BU should have established a set of Contractor Road Safety Policies, Standards and Procedures (PSP). These PSP would include standards and expectations for Drivers, Light Vehicles, Heavy Good Vehicles, Driving Hours, Emergency Response, Fork Lift Truck, Maintenance Processes and Reporting Guidelines, among others. PSP should be fit for purpose, considering the risks involved and may differ between BUs. BPs contractors are responsible for their sub-contractors (if any) meeting BPs expectations. Some BUs may, for business reasons, insist on giving written approval before a subcontractor can be used
5.4 VETTING AND SELECTION
The vetting and selection process is about deciding whether the BU wants to consider doing business with a new Contractor, or remain doing business with an existing Contractor not presently subject to HSE assurance. At this point the Contractor is not being asked to bid on or conduct any work for the BU. A review of a Contractor's previous HSE experience and performance is a valuable source of information. At the end of this stage, a decision will be made whether to place the Contractor on the accredited Contractors register, which will permit the Contractor to bid on work. The same process can be applied for both existing and new Contractors. 5.4.1 Notification of Broad Expectations: A letter containing our basic HSE expectations, and attachment/s such as gHSEr, Global Driving Safety Standards and the self-assessment questionnaire (see point 5.4.2), etc. The letter will be slightly different for existing vs. new Contractors. Refer to Attachment 2 for Performa letters, and a list of suggested attachments to the letter. Self-assessment: This questionnaire is completed Contractor, and sent back to the person in the BU who is by the
5.4.2
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accredited contractor register. The questionnaire asks for objective information and data. Refer to Attachment 3 for a Performa selfassessment questionnaire, and guidance on interpretation. 5.4.3 Compile available information: A number of steps (some of which may be conducted in parallel) for organizing and understanding the data: a. b. Review of the results of the self-assessment questionnaire. Consultation with local intelligence e.g. local staff whose have used the Contractor before, or may know of them or their reputation through local knowledge. Other sources of information within the BU or industry contacts, cross-BU or cross-stream enquiries, and references. Using the information collected in steps a., b., and c., places the Contractor on a simple risk rank model to determine whether the likely activities or Contractor (organization) would be placed in low, medium or high risk categories. Samples of simple risk rank models are included in Attachment 4. Following data gathering (self-assessment questionnaire) and risk assessment (Attachment 4), a verification visit to the Contractor must be conducted to assess Contractor facilities, HSE systems and operations. The verification visit should be fit-for-purpose. An extensive audit is not necessary at this point. This visit can also be a good starting point for the engagement process.
c. d.
e.
5.4.4
Make selection decision: Does it feel right? The manager responsible for the location / business hiring the Contractor makes the determination of a Contractor's ability to work safely. The same process is applied whether the Contractor is new or existing. If the Contractor passes the vetting and is selected, it will be entered onto the accredited Contractor register.
considering putting the Contractor on the
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process of Engagement begins. This process is a targeted communications effort to engage the Road Transport Contractor and, ultimately, the Driver on whom the transport movement depends. An important ingredient for the engagement process to be successful is that BU management must demonstrate clear and consistent leadership in the area of contract road transport. Some examples include: Driver ride-alongs ASA related to road safety Leading by good example (e.g. seat belt use and proper use of mobile phones) Recognizing good behaviors and demonstrating constructive intolerance of bad behaviors This type of leadership will create a positive and supportive environment for BU staff to work with the Road Transport Contractor to successfully implement this program. Additionally, the BU can demonstrate their interest in Contractor operations by designating a BP Representative with the authority to manage the contractor relationship, including the authority to suspend or terminate Contractor activities in accordance with the contract. As an example of good practice in use in BP, a Contractor Account Manager (CAM) process is described below. BUs can choose to implement this or similar programs, depending on the nature and requirements of their specific business. For example, a BU might use a team of individuals to manage the CAMs responsibilities described in the next section. The Contractor Account Manager (CAM) plays a critical leadership role in setting the tone and leading the engagement process with the Contractor. The CAM: 1. Owns the relationship with the Contractor: Is primary focal point within BP for all road safety issues with the Contractor
5.5 ENGAGEMENT
Once the BU has vetted and selected a Contractor, the
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people at all levels of the organization Builds trust and respect Understands the Contractors business, including challenges
2. Engages the Contractor using conversation, positive actions and passion, with the goal of influencing the development of a positive safety culture within the Contractor organization, promoting safety culture and a safe working environment. 3. Conducts a gap analysis, with the Contractor, using the standards and expectations as outlined in the BUs Road Transport Standards and Expectations and agrees an action plan with milestones. 4. Coordinates regular monitoring and performance reviews and audits. The CAM plays a key role regarding the assurance of safety commitment and the performance of the Contractor.
5. Consistently reinforces to the Contractor the consequences of not complying with the requirements of the program, including awareness of the disciplinary process. If necessary, the CAM constructively administers disciplinary action (e.g. investment in training).
6. Is able to provide assurance (testify) on behalf of the Contractor to the BU organization. The CAM will be the main sponsor of the Contractor for the BU regarding their attitude, record, infrastructure and assurance of the Road Transport Program Standards & Expectations. In summary, the CAM is responsible for ensuring that the Road Transport Contractor has a full understanding of our HSE expectations, and for forging mutual agreement about how those expectations will be applied in a contractual relationship covering the actual work that the Contractor will perform. CAMs need to receive specific training considering they will play a critical role of leading the engagement process with the Contractor. CAMs will be given guidance as to how the Program is conducted for Contractors of various sizes and levels of sophistication. An outline of the framework, training program, and checklist of supporting material for the CAMs training is contained in Attachment 6 Relationship Management. Develops a working relationship with the Contractors senior management, and
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is simply going onto an approved / accredited Contractor list, an agreement covering potential services and expectations could be executed. a. Pre-bid or pre-work meeting/s: These meetings are critical in setting the context for HSE assurance, and the basis for relationship management going forward. The meeting/s need to include an overview of the Contractor Management Program, and a review of detailed HSE expectations relevant to the scope of work / services to be provided. Once negotiations are completed, the contract will record the agreements and how the ongoing relationship will work. Core HSE expectations for Road Transport Contractors are contained in Attachment 5. A Reference List to various Contractor communications slide packs are available within BP Group. Attachment 8 contains a number of things that can be included in contracts: Sample HSE contract clauses for a variety of different type o Contractors Reporting requirements Termination and Reinstatement procedures b. Verification Visit: A verification visit must be conducted (see section 5.3) as part of the engagement process. Any agreement on action plans and milestones resulting from this visit must be recorded in the contract or related documents. c. Existing Contractors, decision on opening / breaking contracts to add or address HSE: For high risk (and medium if the BU decides) Contractors (see section d), and where HSE aspects are not included in existing contracts, BUs must implement the following process. i. ii. Consider commercial and legal implications of changing the contract, then: If it is decided it is not OK to proceed (i.e. commercial or legal implications are too high), the BU is to define and document (recognize) the risk, including a determination of
Typically it is at this point that a contract would be executed and all of the expectations, commitments (from both BP and the Contractor) and relationships would be documented. If the Contractor
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for issues to consider. iii. If it is decided that it is OK to proceed, the BU works with Contractor to include the relevant HSE clauses / side letter to contract. If Contractor agrees, the contract is executed; if not agreed go to point b. Ensure that the appropriate internal functions are consulted throughout (e.g. legal, procurement, and marketing). d. Existing Contractors without a formal contract: It is recommended that BUs execute a formal contract as soon as possible, proceeding through the Selection and Engagement processes as described above. If the Contractor refuses to sign a formal contract, and the BU wishes to continue using the Contractor regardless, then the BU is to define and document (recognize) the risk, including a determination of how to address HSE. e. Safety Orientation Meeting: This meeting is critical in setting the context for HSE assurance, and the basis for relationship management going forward. The meeting/s need to include an overview of the Contractor Management programs, and a review of detailed HSE expectations relevant to the scope of work / services to be provided. Once negotiations are completed, the contract will need to record the agreements and how the ongoing relationship will work. A sample orientation meeting checklist / format is contained in Attachment 10. The orientation meeting must include the CAM and the Contractor representative directly responsible for the work and HSE. Other operations personnel should also participate. 5.6 AUDIT Once the BU and the Contractor have a documented and understood relationship, regular verification and assurance of progress against the agreement is required. In some cases a BU may decide to outsource the physical assurance activity (audit) to a third party. However, the CAM still has responsibility to ensure that the information is managed. The need for assurance is driven by risk. If the activity or Contractor is high risk, then physical assurance is necessary. This is the only way to
how to address HSE upon contract renewal. Refer to Attachment 9
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addressed through the use of statistical analysis or other minimal impact method. In all cases the focus is on HSE assurance. 1. Type of audit: There are many types of audits that may be applied to a particular road transport contract. During the engagement stage, agreement will be reached on the type and frequency of audits, and the framework in which the resulting findings and recommendations are adopted and managed. A typical audit program could include (all conducted by the CAM unless specified): Baseline audit Scheduled audit compliance and continuous improvement
Routine inspections and spot audits focusing on specific issues
2. 3.
4.
5. Self-audits by Contractor A note on types of Audits, and references for various types of audit checklists are included in Attachment 11.
5.6.1 Prioritize: Where there are a large number of audits to be completed, the risk-ranking matrix to determine in what order contractors will be scheduled for audits and resulting follow-up activities should be used.
Refer to Attachment 4 for examples of risk-rank matrices for schedule planning purposes.
5.6.2 Knowledge management: Auditing has the potential to generate a huge amount of administration, piles of reports and recommendations, and generally be overwhelming and unproductive unless it is well managed. Information management is critical. It is recommended that the BU establish a user-friendly, accessible database to store contract requirements, audit requirements, audit schedules, audit findings and recommendations, follow-up requirements, whether the Contractor is accredited or blacklisted, etc.
5.7 MONITORING and PERFORMANCE EVALUATION Monitoring is closely linked to auditing, but also provides a link back to Selection and Engagement.
ensure that the business really understands what is actually happening in the Contractors operations. Low risk activities may be
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performance / systems / equipment (whatever the audit addressed) is satisfactory, and what gaps exist. This evaluation should be documented. 5.7.3 Feedback / Action Plan / Milestones: It is important to give timely, meaningful feedback to the Contractor, and to agree an action plan and milestones for improvement. If required, the contract disciplinary (sanction) or reward processes may be triggered. 5.7.4 Performance Review: Monthly (or other interval) performance reporting requirements will be spelled out in the contract. This data should be submitted by the contractor, and reviewed by the CAM, with appropriate actions agreed. Review and discuss audit action plans, agreed milestones and KPIs in regular or specially convened meetings. 5.7.5 Post-Contract Performance Review: The documented performance reviews will be used to substantiate the assessment of the Contractor for suitability for future work for the BU. Any changes to the status of the Contractor should be recorded on the accreditation register, or in the relevant database. 5.7.6 Share learning: Refer to knowledge management. BUs should also consider engagement cross-BU, cross-SPU and cross-segment where more than one party may use Contractors across the region.
5.7.2 Assess audit outcome: Once the audit is completed some sort of assessment should be done to determine whether the
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Contractor
Stage 1 Vet & Select
Section 4 Attachments 2, 3, 4, 5
Notification of broad expectations Self-assessment
Risk Assessment Core HSE Expectations
Plan
Relationship Management Communications Packs Contracts Base-line audit
Stage 2 Engage
Section 5 Attachments 6, 7, 8, 9, 10
Perform
Stage 3 Audit
Section 6 Attachment 11
Audit program Knowledge management
Measure
Stage 4 Monitor & Evaluate Section 7 Attachments 6, 8, 12
Assess audit outcome Feedback / Action Plan / Milestones Performance review Group RS Standards
Improve
Note: Subjects in BOLD strongly recommended
Attachment 1 Contractor HSSE Management flow chart
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Attachment 2B Letter to new contractor
Attachment 3a &b Self assessment checklist
Attachment 4 Risk Assessment
Attachment 5 Core HSSE expectation
Attachment 6 Relation Management
Attachment 8 a & b Contract clauses.
Attachment 2A Letter to existing contractor
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contract
Attachment 10 Orientation meeting checklist
Attachment 11 Types of audit and references
Attachment 12 Group HSSE standard Road Safety.
Attachment 9 Breaking a
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APPENDIX
Appendix 1.1-2 Driver Medical Assessment guideline (DSS)
Appendix 1.1-1 LGV On-Road Assessment Guideline (Group Guidelines)
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Appendix 1.4-1 Specimen of Passport used in BP Zhuhai Chemicals
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Appendix 1.5-1 Road Surveillance Check List
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Appendix 1.5-2 Working Hours Log sheet
Appendix 1.5-3 Toolbox Meeting and Safety meeting
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Appendix 1.9-1 Example of the Drivers Day Program
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Appendix 2-1 Journey Risk Management (SPA Task Doc. No. 1-02)
Appendix 2-2 Route Map Essentials
Appendix 3-1 BP Group Vehicle Minimum Specifications
Appendix 3-2 Gap Analysis Tools (BP Group)
Appendix 3-3 Vehicle Maintenance Checklist examples
Appendix 3-4 Pre-trip Check List
Appendix 3-5 Tire Safety Brochure
Appendix 4.3-1 Roles and Responsibilities of Road Safety Advisor
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Appendix 4.4-1 Risk Assessment Example
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Appendix 4.6-1 Near Miss Reporting Form
Appendix 4.6-2 Incident Investigation Report/Lessons Learned Report Template
Appendix 4.6-3 Incident Root Cause Analysis Tools
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Appendix 4.6-4 HIPO Announcement Template
Appendix 5-2 Contractor Performance KPI
Appendix 5-3 A&A Asia Logistics Code of Practice (Hazardous Chemical Road Transportation in Asia)
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Appendix 5-4 Subcontracting Guidelines (SPA Doc. No.1-03)
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A&A Asia Logistics Road Transportation Guidelines

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A&A Asia Logistics HSSE

Road Transportation Management Guidelines

First edition: August 10, 2006

Road Transportation Management Guidelines

Road Transportation Management Guidelines

Road Transportation Management Guidelines

SPA Task Force Membership

Champion by Paul Lo, PUL, PTA Asia

Road Transportation Management Guidelines

Purpose and Scope

Structure of the Documents

Road Transportation Management Guidelines

The Key Components

Road Transportation Management Guidelines

Road Transportation Management Guidelines

1.2 Drivers Salary

C:\Documents and Settings\Ng Koon Len

Road Transportation Management Guidelines

1.3 Driver Training

Road Transportation Management Guidelines

Road Transportation Management Guidelines

1.4 Driver Passport System

Road Transportation Management Guidelines

1.5 Drivers Monitoring

1.6 Seat Belt Policy

Road Transportation Management Guidelines

1.7 Mobile Phone

Personal vehicle used on

Road Transportation Management Guidelines

1.8 Drug and alcohol policy

Assurance Methods Transporter companies to keep an updated record

Road Transportation Management Guidelines

1.9 Drivers Forum

Alcohol & Drug: Testing of the driving related workforce on a

Road Transportation Management Guidelines

JOURNEY RISK MANAGEMENT

Road Transportation Management Guidelines

Road Transportation Management Guidelines

3.2 Safety Equipment

Certain items of equipment are required irrespective of load:

Road Transportation Management Guidelines

HSE MANAGEMENT SYSTEM

HSSE Management model

4.1 Leadership and Commitment

Road Transportation Management Guidelines

4.2 Policy and Strategic Objectives

Puts road transport

Road Transportation Management Guidelines

4.3 Organization and Resource

meeting rooms and other prominent locations;

Road Transportation Management Guidelines

Evaluation and Risk Management of Road Transportation

Management representatives should be assigned

Road Transportation Management Guidelines

All foreseeable hazards associated with road

Road Transportation Management Guidelines

Road Transportation Management Guidelines

Road Transportation Management Guidelines

4.6 Implementation and monitoring

Road Transportation Management Guidelines

accident or incident should be ascertained. Corrective actions should be identified to

Road Transportation Management Guidelines