Road Transportation Mangement Guideline Version for SPA Taskforce Comments

8/12/2019 Road Transportation Mangement Guideline Version for SPA Taskforce Comments

1/44

Road Transpor tation Management Guidelines

Page 1

A&A Asia Logistics HSSE

RRooaaddTTrraannssppoorrttaatt iioonn

MMaannaaggeemmeennttGGuuiiddeell iinneess

First edit ion: August 10, 2006


2/44


Page 2

TTaabblleeooffCCoonntteennttss

Introduct ion .............................................................................................................. 4Executive Summary of the Key Elements .............................................................. 5

Driver Management.................................................................................................. 6

1.1 Drivers Recruitment ..................................................................................................................6

11..22DDrriivveerrssSSaallaarryyaannddRReewwaarrdd.......................................................................................................7

1.3 Driver Training...........................................................................................................................8

11..44DDrriivveerrPPaassssppoorrttSSyysstteemm ..........................................................................................................10

1.5 Drivers Monitoring................................................................................................................... 11

11..66SSeeaattBBeellttPPoolliiccyy....................................................................................................................... 11

1.7 Mobile Phone Policy ...............................................................................................................12

11..88DDrruuggaannddaallccoohhoollppoolliiccyy...........................................................................................................13

1.9 Drivers Day Program ................................................................................. Journey Risk Management ................................................................................... 15

Vehicle/equipment Management........................................................................... 16

33..11VVeehhiicclleeMMaannaaggeemmeenntt ..............................................................................................................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

44..33OOrrggaanniizzaattiioonnaanndd RReessoouurrccee..................................................................................................20

4.5 Planning ..................................................................................................................................23

4.6 Implementation and monitoring...............................................................................................25

4.7 Audit and Review ....................................................................................................................27

44..88MMaannaaggeemmeennttRReevviieeww ..............................................................................................................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 ................................................................................................................ 41Appendix 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


3/44


Page 3

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


4/44

Road Transportation Management Guidelines

Page 3

AAuutthhoorrss

EExxcclluussiioonnooffLLiiaabbiilliittyy

AAcckknnoowwlleeddggeemmeenntt

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

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


5/44


Page 4

BBaacckkggrroouunndd

PPuurrppoosseeaannddSSccooppee

SSttrruuccttuurreeoofftthhee

DDooccuummeennttss

INTRODUCTION

Road Transportation has been a major contributor to incidents in BPoperations. 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;

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.

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.


6/44


Page 5

TThheeKKeeyyCCoommppoonneennttss

SUMMARY OF THE KEY

COMPONENTS

Key Components Addressing

Drivers Management 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 vehiclespecifications, the various stages of

inspection, fit for purposes and

maintenances program.

HSSE Management

System

Elements related to the business

strategy plan, which include

Implementations, assurance and KPI

for continuous improvement.

Contractor Management Elements related to contractors

pre-qualification, selections andperformance management.

Appendixes Related toolkits, which includes;

checklists, guidelines and protocols.


7/44


Page 6

111..11DDrriivveerrssRReeccrruuiittmmeenntt

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 theAppendix 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.


8/44


Page 7

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.


Composition of the Salary Package:

Base salary (35%) + Benefit (15%) Performance (25%) + proactivesafety performances (25%)

Measurements: package breakdown as attached.

C:\Documents andSettings\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.


9/44


Page 8

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 trainingshall 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 FrequencyBP Driving Safety

Standard

Company

Approved

During Induction

Defensive Driving BP

Approved

Within 6 month employment

and refreshed every 3 years

Fatigue & Tiredness BP

Approved

Within 6 months employment

and refreshed every 3 years.

Vehicle Roll over

awareness training

Company

approved

Yearly

First Aiders Local

Authority

Approved

Within 6 months employment

and refreshed every 3 years

Personnel Protective

Equipment

Company

Approved

Yearly

Fire Fighting Company

approved

Yearly

Journey Risk

Management Plan for

the specific route

Company

Approved

Prior to the initial delivery for

the route and review on

yearly basis.


10/44


Page 9

Emergency Response Company

Approved

Yearly

Induction/Orientation Company

Approved

Prior to commencement of

the employment

Checklists and

documentation

familiarization..

Company

Approved

Immediately after

employment.

Near Miss and Incident

Reporting

Company

Approved

Yearly

Loading and customer

sites familiarization

Company

approved

Prior to initial loading and

unloading operations.

Refresher yearly.

Product handling

training.

Company

approved

Prior to initial operations.

Refresher yearly.

Tire inspections and

safety training

Company

approved

3 yearly.

Toolbox meeting Company

approved

Weekly


11/44


Page 10

11..44DDrriivveerrPPaassssppoorrtt

SSyysstteemm

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.


Please see theAppendix 1.4-1 Specimen of Passport used in BP

Zhuhai Chemicals.


12/44


Page 11

1.5 Drivers

Monitoring

11..66SSeeaattBBeellttPPoolliiccyy

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.


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

1.6.1 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 beltsincorporate 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.


13/44


Page 12

1.7 Mobile Phone

Policy

Personal vehicle used on

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.

1.7.1 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 radioincluding 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.


14/44


Page 13

11..88DDrruuggaannddaallccoohhooll

ppoolliiccyy

Assurance Methods

Transporter companies

to keep an updated record

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 callsare being initiated or received whilst driving.

In the event of any incident, telephone statements may be usedas evidence to verify the used of mobile phone whilst driving.

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 impairscoordination, 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 operatea 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. Wealso 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 assurethe policy are properly implemented.


15/44


Page 14

11..99DDrriivveerrssFFoorruumm

Alcohol & Drug:

Testing of the driving

related workforce on a

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 drinkingsymptom.

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.


Appendix 1.9-1 Example of the Drivers Day Program


16/44


Page 15

2

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


17/44


Page 16

3

VEHICLE/EQUIPMENT

MANAGEMENT

33..11VVeehhiicclleeMMaannaaggeemmeenntt

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 inspectionprocedure, 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


18/44


Page 17

3.2 Safety

Equipment

3.2.1 Objectives

Guidance on the minimum protective clothing and safety equipmentrequired 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


19/44


Page 18

4

44..11 LLeeaaddeerrsshhiipp aanndd

CCoommmmiittmmeenntt

HSE MANAGEMENT SYSTEM

HSSE Management model

4.1 Leadership and Commitment

4.1.1 Objectives

Senior management should demonstrate their commitment to

managing land transport operations in a safe, healthy andenvironmentally 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;


20/44


Page 19

4.2 Policy and

Strategic

Objectives

Puts road transport

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 driversinvolved 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

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


21/44


Page 20

44..33OOrrggaanniizzaattiioonnaanndd

RReessoouurrccee

meeting rooms and other

prominent locations;

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 operationalcondition; 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

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 inthe 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:


22/44


Page 21

44..33 EEvvaalluuaattiioonnaanndd

RRiisskk

MMaannaaggeemmeennttooff

RRooaadd

TTrraannssppoorrttaattiioonn

Management

representatives should

be assigned

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 shouldoccur 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

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


23/44


Page 22

All foreseeable

hazards associated

with road

transportation

have been identified;

The likelihood and consequences of an incident have been

assessed

Controls to mitigate significant risk and emergency responsemeasures 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


24/44


Page 23

4.5 Planning 4.5.1 Written ProceduresActivities, 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 HSE-criticalfacilities 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


25/44


Page 24

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.


26/44


Page 25

4.6 Implementation

and monitoring

4.6.1 Objectives

There should be written

procedures for all safety

road transportation

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 transportplanning 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.


There should be a written procedure to ensure the proper logging of

accidents and incidents, and their finding communicated to all partiesconcerned. 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


27/44


Page 26

accident or incident should

be ascertained. Corrective

actions

should be identified to

prevent a recurrence of similar events.

Appendix 4.6-1 Near Miss Reporting

Appendix 4.6-2 Incident Investigation/Lessons Learned Report

TemplateAppendix 4.6-3 Root Cause Analysis Tools

Appendix 4.6-4 HIPO Announcement Template


28/44


Page 27

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 andtracking the implementation status of audit recommendations.


29/44


Page 28

44..88MMaannaaggeemmeenntt

RReevviieeww

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 auditrecommendations 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.


30/44


Page 29

5

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 theroad. 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 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 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


31/44


Page 30

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.

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 pointthe 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 basicHSE 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 2for 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


32/44


Page 31

considering puttingthe Contractor on the

accredited contractor register. The questionnaire asks for objective

information and data. Refer to Attachment 3for 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.


33/44


Page 32

5.5 ENGAGEMENT

Once the BU has vetted andselected a Contractor, the

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 constructiveintolerance 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 goodpractice 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


34/44


Page 33

Develops a

working

relationship with

the Contractors

senior

management, and

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 positivesafety 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, infrastructureand 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 ofvarious 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.


35/44


Page 34

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 bedocumented. If the Contractor

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 thebasis 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 areavailable within BP Group.

Attachment 8contains 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 plansand 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


36/44


Page 35

how to address

HSE upon

contract

renewal. Refer

to Attachment 9

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 toaddress 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


37/44


Page 36

ensure that the business

really understands what is

actually happening in the

Contractors operations. Low

risk activities may be

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.


38/44


Page 37

5.7.2 Assess audit

outcome:Once the

audit is completed

some sort of

assessment should be

done to determinewhether the

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.


39/44


Page 38

At tachment 1

Contractor HSSE

Management flow chart

Stage 1

Vet

&

Select

Contractor

Stage 2

Engage

Stage 3

Audit

Stage 4

Monitor

&

Evaluate

Section 4

Attachments

2, 3, 4, 5

Section 5Attachments

6, 7, 8, 9, 10

Section 6

Attachment

11

Section 7

Attachments

6, 8, 12

Plan

Perform

Measure

Improve

Notification of broad expectations

Self-assessment

Risk Assessment

Core HSE Ex ectations

Relationship Management

Communications Packs

Contracts

Base-line audit

Audi t program

Knowledge management

Assess audit outcome

Feedback / Action Plan / Milestones

Performance review

Grou RS Standards

Note: Subjects in BOLDstrongly recommended


40/44


Page 39

Attachment 2A Letter to

existing contractor


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.



41/44


Page 40

Attachment 9 Breaking a

contract


Attachment 10 Orientation meeting checklist


Attachment 11 Types of audit and references


Attachment 12 Group HSSE standard Road Safety.



42/44


Page 41

APPENDIX

Appendix 1.1-2 Driver Medical Assessment guideline (DSS)


Appendix 1.1-1 LGV On-Road Assessment Guideline (Group

Guidelines)

C:\Documents andSettings\dongjy\D

Appendix 1.4-1 Specimen of Passport used in BP Zhuhai

Chemicals

C:\Documents andSettings\dongjy\D

Appendix 1.5-1 Road Surveillance Check List

C:\My WorkingDocuments\Logisti


Appendix 1.5-2 Working Hours Log sheet



Appendix 1.5-3 Toolbox Meeting and Safety meeting


Appendix 1.9-1 Example of the Drivers Day Program



43/44


Page 42

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



44/44


Appendix 4.4-1 Risk Assessment Example

C:\Documents andSettings\wum\Desk

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

C:\My WorkingDocuments\HSSE Tr

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)




Appendix 5-4 Subcontracting Guidelines (SPA Doc. No.1-03)


Road Transportation Mangement Guideline Version for SPA Taskforce Comments

Documents

Transcript of Road Transportation Mangement Guideline Version for SPA Taskforce Comments