Cpl Csmplan20050103

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ChevronTexaco Pipeline CompanyOperational Excellence Process Documentation

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18 Contractor Safety Management Program

OE Process:Contractor Safety Management Plan

Expectations Met: 6.1, 6.2 Third Party Services

Linkages to other OE Processes:

PLT Sponsor: Marty Bowin

Process Owner: Eileen McGrath

Document Control Provide the following information: Author: Eileen McGrath

Date Documented: July 2, 2003

Date Revised: J anuary 31, 2005

Date Issued:

Status: No / Min. Process Process Developed

Process Deployed Process Reviewed

BIC / WC Process

Process Design:(definitions)

Good

Satisfactory

Less Than Satisfactory

Summarize current process design:

Process Effectiveness:(definitions)

Good

Satisfactory

Less Than Satisfactory

Summarize current process effectiveness:

A new process is currently being implemented to meet the OE requirements for Third Party Services.Deficiencies in the previous program were identified, and a new Contractor Safety Management (CSM)Program has been developed. This was rolled out to contractors and employees in late 2004. Trainingwill continue in the first quarter of 2005. The program was rolled out to a small group of contractors(34) that were identified in a risk ranking conducted by the team that put together the CSM Program.

These contractors perform the high and medium risk work and have high to medium spend. Thesecond phase of the roll out will occur in late 2005. The second phase of contractors will be high riskand low spend. These are the only contractors that will be included in the CSM program at this point.Each year the list of contractors will be evaluated to be sure the needs are being met.

The following document outlines the details of the CSM program that have been developed. CTPC iscurrently in the process of implementing this program. This process is being used in other business

units within CVX and has proven to be successful.

Resources (Person/Yrs): 2 Person-Years per year (CTPC)Resources ($Ms): $250,000Comments:

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Scope, Purpose and Objectives

ScopeThe area of coverage is the Pipeline Company. This document is applicable when any

affected contractors are being considered for work and are part of the CSM Program.This document covers how the contractors involved in the CSM Program will behandled. There are many contractors who will be exempt from the CSM Program andtheir current procurement contractual obligations will continue to apply.

PurposeThis document describes how ChevronTexaco Pipeline Company (CTPC) will evaluate,select, monitor and communicate their Health, Environment and Safety (HES)expectations to the contractor workforce. This process, when fully implemented, willcreate focus and drive step change improvement in contractor safety performance.

Objectives:

The objective of the Contractor Safety Management Program is the development of anincident free work environment, by creating a systematic approach to managingcontractors and making them aware of the risks associated with working on CTPCproperties. This is an accomplished implementing the following systematic programthat; identifies the required involvement and accountability of contractor managementand their employees.

OE Processes Procedures

Procedures Overview or SummaryThe Contractor Safety Management Plan is intended to set forth the procedurespursuant to which CTPC evaluates the HES performance of independent contractorsperforming services at CTPC locations as well as the tools to provide general guidanceto our contractors regarding job safety. Contractors, however, remain responsible forperforming their day-to-day operations safely with all due regard for people, propertyand the environment. Information and guidance provided by ChevronTexaco personnelare intended to supplement, not replace, the contractors' own safety and environmentalpolicies and programs.

The safety of our employees and contractors is a core value at CTPC. We wanteveryone who comes to a CTPC site to understand our commitment to their safety andthe environment. This program is a foundation for establishing how CTPC will work withour contractors to achieve our goal of Incident Free Operations. The followingProcedure section outlines the facets of the CSM Program.

Procedures Details

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All aspects of the Contractor Safety Management program are documented in detail inthe CTPC Contractor Safety Management Plan. This document includes theLeadership and Accountability for the CSM Program, and the four steps that comprisethe framework of the CSM program. The four steps that make up the framework of theCSM program are listed below:

1. Planning2. Qualification and Selection3. Pre-job planning and work in Progress4. Post job

This document resides on the CSM web-site, with the following link.

http://www-ctpc.chevrontexaco.net/csm/process_documents/csit%20stripped%206_5_04rev4.doc

Practices: (if applicable)

Resources, Roles and Responsibilities:

People:

Many CTPC employees have a role in the CSM Process as part of their regular jobresponsibilities. However, there are job responsibilities that exist in CTPC that specificto the CSM Program

CSM Coordinator:The CSM Coordinator is responsible for the overall management of the CSM program.They will be interfacing with the contractors management and safety personnelconcerning compliance with safety procedure and standards and company safetypolicies and initiatives. They will manage the list of contractors and interface with theCSLT. They will collect, monitor and analyze contractor safety performance data andwork with the contractors to improve their safety rating. This person is responsible forthe day to day support of the CSM application and program management. This personwill facilitate and participate in the CSLT meetings.

Contractor Safety Management Team (CSLT):The CSLT is responsible for the governance of the CSM program. They will make alldecisions on changes to the program. They will be responsible for addressing anyspecific issues that arise with the contractors, and will monitor the working relationshipportion of the contractors grade. CSLT will determine the metrics for which thecontractors will be held accountable. The CSLT will forecast work load requirement and

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contracting needs for the following year. They will review all the details surroundingmisleading data supplied by contractors. This team will meet quarterly.There will be a CSLT Liaison who will participate on both the CSLT and OELT.

Management Sponsors:Management Sponsors will have assigned contractors they are required to interact withthat contractors management. The purpose of the Management Sponsor is to work ata Management level to improve the safety performance of the contractor. ManagementSponsors are required to meet with their contractors twice a year, make 4 job site visitsper year and follow up on any incidents. They will be responsible to close out any auditfindings with their contractors.

ProcurementThe Procurement group has several functions. They are responsible for providing theannual spend data for each contractor to the CSLT. They will be responsible for

modifying the contracts of those contractors who will be in the CSM program.

The Roles and Responsibilities of each job function are documented on the web-site atthe following address:

http://www-ctpc.chevrontexaco.net/csm/process_documents/CTPC_Roles_Responsibilities.xls

Leadership Practices and Accountability

Practice Details

Communicate commitment tocontractor safety to employees &contractors

The CTPC President will issue an annual communication.

The CTPC President will issue a letter to core contractors annually.Include at a minimum, statements on vision, expectations, anddesired behaviors.

Conduct periodic reviews ofHES results and activities.

Set annual targets forimprovement of metrics.

The CSLT Liaison will ensure that the Pipeline Leadership Team(PLT) reviews results quarterly at their meetings.

Results and activity indicators to be reported to PLT:a. Workforce TRIRb. Workforce DAFWRc. Leadership involvement

Create a forum forcommunication between allservice contractors andChevronTexaco which will

Each core service contractor (see Attachment C CoreContractors) will be assigned aManagement Sponsor who willfollow the guidance established in Attachment D ManagementSponsor Guidance.

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maintain an ongoing dialoguediscuss concerns, improvementopportunities, etc.

Annual recognition will be established at the Contractor AwardsLuncheon. Award criteria and the process are described inAttachment E Annual Contractor Award Process. This will beginin 2005

Best practice sharing sessions and annual communication ofexpectations occurs at the Annual Engagement Meetings.

Contractor Improvement Teams will be developed and will meet todiscuss OE related issues. Teams are led by a CVX work ownerand have a management sponsor assigned.

A mechanism for anonymous feedback is provided through externalweb site at http://www.chevrontexaco.com/pipelinecsm/

Measurement and Verification

MeasurementThe CTPC CSM Program in being implemented in 2005. An opportunity was identified

to improve the existing system. The effectiveness of the system can not be determineduntil the end of 2005. The following are some measures will be tracked to determinethat this OE Process is effective in meeting its stated Purpose (expected results):

Contractor Days Away from Work Cases and Rate

Contractor Recordable Incident Rate

Average HES Ratings of contractor being used

Number of Field Feedback Forms completed

Number of Audits completed

CSMP training or refresher attendance

RCA Quality Review completion

Number of Management Sponsor visits

VerificationThe following Verification steps will be conducted at the first annual review to ensurethat the Contractor Safety Management Plan is effective in meeting the objectives:1. The Process Owner will review the measurement criteria to determine if the newlyimplemented system met their targets.2. The Process Owner will review, verify, and document that the measures selected areadequate to determine the effectiveness of this OE Process.3. The OE Process Administrator will perform an initial assessment or gap analysis forthis OE Process to ensure all of the five Components are identified and included in thedesign and compliance with Corporate and Pipeline expectations. This initial

assessment or gap analysis will be communicated to the Process Owner.4. A Quality Fitness Review will be conducted on this OE process to determine theeffectiveness.

Continual ImprovementEvaluation

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1. An initial assessment or gap analysis for this OE Process will be performed by late2005 to ensure all of the five Components are identified and included in the design.2. A Quality Fitness Review will be completed after implementation by December 2005to verify that plan is complete and appropriate.

ImprovementThe following Continual Improvement steps will be conducted to identify opportunities toimprove the Components of this OE Process:1. At least annually, the OE Process Owner will review this OE Process and assess itsperformance in meeting its Purpose, Scope and Objectives and identify improvementsin the OE Process. The review will be documented. The OE Process Owner will includeany input from other OE Processes related to this OE Process and results from anyother internal or external OE Reviews. Other reasons for review and possible updateinclude: new and/or changed policies, management of change issues, receipt ofcorporate audit results, undesirable results, and others as appropriate.2. At least annually, the OE Process Owner will meet with the OE Leadership Team to

review the results from the above step.3. Based on the reviews, the OE Process Administrator will incorporate improvementsinto the OE Process and will follow other defined procedures to ensure allimprovements are implemented.

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Attachments are all located on the CTPC CSM Web-site at the following link:

http://www-ctpc.chevrontexaco.net/csm/index.htm

Attachment A Glossary

Attachment B Scorecard ExampleAttachment C Core ContractorsAttachment D Management Sponsor GuidanceAttachment E Annual Contractor Award ProcessAttachment F Contractor Improvement Team CharterAttachment G Contractor Improvement Team ContactsAttachment H Vendor Add ProcessAttachment I Risk Assessment MatrixAttachment J Contractor Audit ProcessAttachment K Contractor Audit ProtocolAttachment L Working Relationship Guidance

Attachment M Mitigation Plan GuidanceAttachment N Contract HES AddendumAttachment O Vendor Reduction and Removal ProcessAttachment P Emergency Contractor Usage FlowchartAttachment Q Drug and Alcohol AddendumAttachment R Project Safety Plan TemplateAttachment S Short Service Employee FormAttachment T SSE Variance FormAttachment U Pre-Tour / Tailgate ChecklistAttachment V HES Representative Guidance

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