Road transportation mangement_guideline_version_for_spa_taskforce_comments

Road Transportation Management Guidelines

A&A Asia Logistics HSSE

Road Transportation
Management Guidelines

First edition: August 10, 2006

Page 1


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 ................................................................................. 错误！未定义书签。
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 .................................................................... 错误！未定义书签。
5.2 Contractor Induction Process.................................................................................................. 29
5.3 Monitor Contractor Performance................................................................ 错误！未定义书签。
5.4 Sub-Contracting Management ................................................................... 错误！未定义书签。
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 ......................................... 错误！未定义书签。
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
Appendix 3-3 Vehicle Maintenance Checklist examples ......................................................................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 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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The guidelines are prepared for A&A Asia Logistics by the SPA Task
Authors 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.

Champion by Paul Lo, PUL, PTA Asia
Acknowledgement

Page 3


INTRODUCTION

Road Transportation has been a major contributor to incidents in BP
Background 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.

This Manual has been developed thru;
Purpose and Scope 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 This Manual describes the guiding principles, management practices
and best practices examples for each of the key elements of the Road
Documents Transportation HSSE management. The manual are structure into 6
key components.

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SUMMARY OF THE KEY
COMPONENTS

Key Components Addressing
Driver’s Management Elements related to drivers, which
The Key Components
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.

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DRIVER MANAGEMENT
1 1.1 Drivers Recruitment

1.1.1 Objectives
1.1 Drivers
Road Transporters shall have a policy and procedure in place to
Recruitment 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 candidate’s
recruitment process shall be kept in the Drivers personal database/
file upon completion and selection exercise.

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1.2.1 Objectives
Driver’s behavior and performances is largely dependant on its
1.2 Drivers Salary remuneration and motivation. As such, the salary package shall not
structure in a way encouraging drivers violations, to work or drive
package. 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.


Composition of the Salary Package:
Base salary (35%) + Benefit (15%) Performance (25%) + proactive
safety performances (25%)

Measurements: package breakdown as attached.

C:Documents and
SettingsNg 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 driver’s performances and
ranking matrix, i.e. (best driver of the month/ quarterly/ yearly).
Example attached.

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1.3.1 Objectives
A system in place to ensure that the training needs of Drivers are
1.3 Driver Training 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.

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 Company Prior to commencement of
Approved the employment
Checklists and Company Immediately after
documentation Approved employment.
familiarization..
Near Miss and Incident Company Yearly
Reporting Approved
Loading and customer Company Prior to initial loading and
sites familiarization approved unloading operations.
Refresher yearly.
Product handling Company Prior to initial operations.
training. approved Refresher yearly.
Tire inspections and Company 3 yearly.
safety training approved
Toolbox meeting Company Weekly
approved

Emergency Response Company Yearly
Approved

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1.4.1 Objectives
1.4 Driver Passport The Drivers Passport is used as tool to identify drivers who have
attended and passed the relevant trainings. The passport manages
System the driver’s 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.

Please see the Appendix 1.4-1 Specimen of Passport used in BP
Zhuhai Chemicals.

Page 10


1.5 Drivers 1.5.1 Objectives
The company shall have a formal system and procedures to monitor
Monitoring 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.


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 1.7.1 Objectives
The used of mobile phone whilst driving is identified as a contributing
Policy 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 driver’s 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.

1.8.1 Objectives
1.8 Drug and alcohol In most countries that conduct measurements of intoxication levels, up to
one quarter of all road accident fatalities have been found to be associated
policy 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 operator’s 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.

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
1.9 Drivers Forum consultation.

1.9.1 Objectives
Regular driver’s 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.

Appendix 1.9-1 Example of the Drivers Day Program

Alcohol & Drug:

Testing of the driving
related workforce on a

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JOURNEY RISK MANAGEMENT
2 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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VEHICLE/EQUIPMENT
3 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

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 3.2.1 Objectives
Guidance on the minimum protective clothing and safety equipment
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
4

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.

4.2.1 Objectives
Transportation companies must have an HSSE policy, which indicate
4.2 Policy and the company commitment, HSSE targets and safety responsibilities
for individuals throughout the company.
Strategic
4.2.2 Scope
Objectives 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 organisation’s 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.

4.3.1 Objectives
An overall management structure for road transportation and its
4.3 Organization and relation to the implementation of the transport policy within the
organisation should be in place whose have an active responsibility
Resource 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

Appendix 4.3-1 Roles and Responsibilities of Road Safety Advisor

Idea road transport organisation with roles and responsibilities.

4.4.1 Objectives
4.3 Evaluation and A thorough and comprehensive hazard identification and risk
assessment of road transportation operations should be performed at
Risk the earliest opportunity and at suitable intervals thereafter, by
experienced and suitably qualified personnel. This exercise should
Management of cover an assessment of all hazards that could occur within the land
transport of personnel, goods or materials in every aspect of the
Road planned operations

Transportation
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.

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
company’s 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 HSE-critical
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.


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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activities. A monitoring system must be in place to ensure that the
4.6 Implementation management system is effective and that procedures are followed.

and monitoring 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 company’s 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.

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 4.7.1 Objectives
Planned and systematic audits of land transport operations together
Review 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 Management shall carry out review on the land transport safety
aspects of the management system at appropriate intervals to ensure
Review 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 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 driver’s 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 HSE MANAGEMENT
PROGRAMME

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 BP’s
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. Letters to Contractors (attachment 2a&b)
2. Self-assessment questionnaire (attachment 3)
3. Risk ranking models (attachment 4)
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.
BP’s contractors are responsible for their sub-contractors (if any) meeting
BP’s 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 Contractor’s 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.

5.4.2 Self-assessment: This questionnaire is completed by the Contractor,
and sent back to the person in the BU who is

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accredited contractor register. The questionnaire asks for objective
information and data. Refer to Attachment 3 for a Performa
self-assessment 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. Review of the results of the self-assessment questionnaire.
b. 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.
c. Other sources of information within the BU or industry
contacts, cross-BU or cross-stream enquiries, and references.
d. 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.
e. 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.
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 CAM’s
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

Page 32


people at all levels of the organization
• Builds trust and respect
• Understands the Contractor’s 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 BU´s 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 CAM’s training
is contained in Attachment 6 – Relationship Management.

• Develops a
working
relationship with
the Contractor’s
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. Consider commercial and legal implications of changing the
contract, then:
ii. 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

Page 34


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):
2. Baseline audit
3. Scheduled audit – compliance and continuous improvement
4. Routine inspections and spot audits focusing on specific issues
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
Contractor’s operations. Low
risk activities may be

Page 36


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

Page 37


Contractor

Stage 1 Section 4 Notification of broad expectations
Vet Attachments Self-assessment
& 2, 3, 4, 5 Risk Assessment
Select Core HSE Expectations

Plan

Relationship Management
Section 5
Stage 2 Communications Packs
Attachments
Engage Contracts
6, 7, 8, 9, 10
Base-line audit

Perform

Section 6
Stage 3 Audit program
Attachment
Audit Knowledge management
11

Measure

Stage 4 Assess audit outcome
Section 7
Monitor Feedback / Action Plan / Milestones
Attachments
& Performance review
6, 8, 12
Evaluate 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

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Attachment 3a &b – Self assessment checklist

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Attachment 4 – Risk Assessment

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Attachment 5 – Core HSSE expectation

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Attachment 6 – Relation Management

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Attachment 8 a & b – Contract clauses.

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Attachment 2A – Letter to
existing contractor

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contract

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Attachment 10 – Orientation meeting checklist

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Attachment 11 – Types of audit and references

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Attachment 12 – Group HSSE standard – Road Safety.

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Attachment 9 – Breaking a

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APPENDIX
Appendix 1.1-2 Driver Medical Assessment guideline (DSS)

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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)

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Appendix 2-2 Route Map Essentials


Appendix 3-1 BP Group Vehicle Minimum Specifications

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Appendix 3-2 Gap Analysis Tools (BP Group)


Appendix 3-3 Vehicle Maintenance Checklist examples

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Appendix 3-4 Pre-trip Check List


Appendix 3-5 Tire Safety Brochure

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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

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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

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Appendix 5-2 Contractor Performance KPI

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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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