b p a u s t r a l i a p t y l t d

B P A U S T R A L I A P T Y L T D

NATIONAL PACKAGING COVENANT

Round 2 – Action Plan

2006 - 2008

BP AUSTRALIA PTY LTD National Packaging Covenant Action Plan

2

FOREWORD

The management of BP Australia Pty Ltd supports the principles of the National Packaging Covenant and commits the company to achieving the goals we have set ourselves in the following action plan and reporting upon them.

The Covenant is recognised as an excellent vehicle to achieve environmental benefits quickly and to provide a platform to launch other sustainability initiatives throughout our retail network to differentiate our offer to customers.

The focus of this action plan is on consumer packaging that directly relates to BP’s Retail Service Station, Convenience Store and Food Network. Our lubricants business is currently working to reduce the impacts of its packaging through a separate action plan with the Australian Institute of Petroleum.

While retail is seen to be the primary opportunity to manage and reduce generation of packaging waste we expect that the lessons learned will be able to be applied to other parts of our business.

…………………………………..

Gerry Hueston President of BP Australasia

1. EXECUTIVE SUMMARY ...........................................................................4

2. INTRODUCTION .......................................................................................6

3. COMPANY DESCRIPTION........................................................................7

4. COMMITMENT TO THE ENVIRONMENT ................................................7

5. CONVENIENCE RETAILING OVERVIEW ..................................................8

5.1 BP Brands ....................................................................................................... 10 5.2 Non BP brands ............................................................................................... 11

6. BP RETAIL SALES AND PACKAGING ....................................................12

6.1 Bulk Fuels ....................................................................................................... 12 6.2 Food Safety & Hygiene................................................................................. 12 6.3 BP Branded packaging .................................................................................. 13 6.4 Supplier branded packaging ......................................................................... 13 6.5 Sources of Waste .......................................................................................... 14 6.6 Waste Process ............................................................................................... 14

7. STRATEGIC APPROACH ........................................................................15

8. ACTION PLAN (2006 – 2008)..................................................................15

8.1 Inputs ...................................................................................................17 8.2 Processes.............................................................................................19 8.3 Outputs ................................................................................................21

9. MONITORING AND REPORTING ...........................................................22

10. CONTACT DETAILS ............................................................................22

APPENXDIX 1 – KPI REPORTING ..................................................................23

APPENDIX 2 – SUMMARY OF COMPLIANCE TABLE ..................................25


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1. EXECUTIVE SUMMARY

The nature of BP’s retail business in Australia has historically focussed on the sale of bulk fuel products. Packaging has largely been eliminated from fuel transactions with customers. Fuel is manufactured at refineries and transported through pipelines, rail, tankers and bulk road vehicles to underground bulk storage facilities at retail sites throughout the country. Approximately 80% of BP’s annual retail turnover comes from the sale of these products with no packaging at all. Of recent times the nature of our business has changed to provide a broader customer offer through convenience stores at our retail sites. Subsequently, the majority of products and packaging in our stores are inherited from suppliers. Whilst the sale of packaged products represents a small part of our total retail business, we are committed to the implementation of a three year action plan, with annual reviews under the Packaging Covenant. BP’s consumer lubricant businesses are also undertaking a number of key activities as a joint signatory under the Australian Institute of Petroleum (AIP) action plan. Under the definition of the Covenant, BP’s retail business falls into the categories of both a Brand Owner with products such as those from our food offer and part of the ‘Packaging Supply Chain’ in that it retails non-BP branded products. Under the first action plan BP has strived to reduce packaging waste in line with its covenant commitments. Actions under this program have included:

• Working with both company owned and franchise sites to implement recycling programs

• Undertaking waste assessments and recycling trials on its retail sites

• Implementing paper/cardboard recycling on company owned and operated retail sites

• Trialling alternatives to single use plastic bags at retail sites

• Changing from polystyrene to paper cups in retail stores

• Developing a draft procurement guideline for purchasing

• Working with suppliers to reduce packaging during its upgrade of retail outlets and implementing recycling of construction waste on site

• Improving its environmental rating on the Reputation 100 index from an E4 rating in 2003 to an E3 rating 2004.

• Including environmentally friendly requirements in sourcing of its retail packaging.


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• Under its green office program, reducing waste to landfill by 84% at head office.

The primary objectives of this new plan are to review our retail business and identify possible further improvements that exist in line with the goals of the Covenant. The commitments for years 2 and 3 will be refined based on the outcomes of the work program undertaken in 2006 and embrace the process of continuous improvement.

“Whatever we might change we need to understand the economic impact on our business and we need to ensure that we are not inadvertently creating another environmental problem elsewhere”


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2. INTRODUCTION

The National Packaging Covenant is the leading instrument for managing packaging waste in Australia, and has been agreed between industry and all spheres of Government. It provides a self-regulatory framework for the management of packaging waste, based on the principals of shared responsibility through product stewardship applied throughout the packaging chain. The goals of the Covenant are to minimise the environmental impacts of consumer packaging waste throughout the entire life-cycle of the packaging product, close the recycling loop, develop economically viable and sustainable recycling systems and ensure that the voluntary process continues. The Covenant and its Schedules set out a number of commitments each signatory is required to undertake. These commitments are designed to be flexible and to reflect sectors having different Covenant responsibilities in the life cycle of a packaged product. Individual signatories are able to determine what actions are appropriate for their organisation to satisfy Covenant commitments. BP Australia signed the packaging covenant in 2002 and has resigned the second round of the Covenant beginning in 2005. In line with these commitments and our dedication to sustainability we are pleased to present this renewed action plan.


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3. COMPANY DESCRIPTION

As one of the largest energy companies, BP has operated in Australia since 1920. Our main activities encompass the exploration and development of natural gas and crude oil in the North West Shelf (upstream) and the refining and marketing of petroleum products (downstream). Our business is also involved in lubricants and the manufacturing of solar power. BP Solar is the largest manufacturing facility of its type in the Southern hemisphere and is Australia’s biggest exporter of renewable energy. We have a capital investment in Australia of AUD$5.1 billion. We contribute approximately AUD$143 million in taxes to the government each year and employ approximately 2200 people across nine business units. These business units are Exploration, Supply, Kwinana refinery, Bulwer refinery, Retail, Lubricants (including Castrol Australia) Aviation, Marine and Solar. 4. COMMITMENT TO THE ENVIRONMENT

At BP our aspirations are – no accidents, no harm to people and no damage to the environment. Wherever we operate we will strive to minimise any damage to the environment arising from our activities. In addition to fully complying with all legal requirements, we will constantly strive to drive down the environmental and health impact of our operations through the responsible use of natural resources and the reduction of waste and emissions. Working to protect the natural environment and the health and safety of the communities in which we operate is a core commitment of our company. We strive to achieve the following:

Health and safety: to ensure that there are no accidents, no harm to people and that no one is subject to unnecessary risk while working for the group.

Environmentally sound operations: to conduct the group’s activities in a manner that, consistent with the board goals, is environmentally responsible with the aspiration of ‘no damage to the environment’. The group will seek to drive down the environmental impact of its operations by reducing waste, emissions and discharges, and by using energy efficiently.

‘Transcending the environmental trade-off’: to contribute to human progress by applying the group’s resources in such a way that the perceived trade-off between global access to heat, light and mobility and the protection and improvement of the natural environment may be overcome.


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Some of our recent initiatives include:

• Offsetting more than 1,000,000 tonnes of greenhouse gas emissions through BP’s not for profit program, BP Global ChoiceTM.

• Launch of BP’s Opal brand of fuel. A low aromatic product designed to reduce incidences of petrol sniffing in remote communities

• Introduction of ethanol blended fuels to Brisbane and Canberra • Construction of an ethanol blend plant at BP’s terminal in MacKay • BP’s Kwinana Refinery winning the Western Australia Golden Gecko

award for Excellence in the Minerals and Petroleum Industries for commissioning a world first filtering device separating solid dust particles from flue gas emissions

• Launch of BP’s cleaner diesel in September 2005 which contains a maximum 50ppm of sulfur.

• Increased production capacity at BP’s Solar facility in Sydney from 40MWH to 50MWH

• Launch of a clean fuels campaign with Clean Up Australia to help motorists make better choices with their fuel and clean up the air by reducing emissions

• Sale of our premium fuel – BP Ultimate which delivers not only superior performance but also less pollution, burning more cleanly and reducing fuel consumption when compared with standard unleaded fuels

• Investing in the first hydrogen powered bus fleet in the Southern Hemisphere

• Both BP’s Australian refineries investing in natural gas powered co-generation facilities which provide energy at twice the efficiency of a coal fired power plant and reducing 100,000 tonnes per year of greenhouse gas

• BP’s joint venture LNG plant at Karatha in Western Australia investing in new solvent technology that will deliver a 400,000 tonne reduction in greenhouse gas emissions, equivalent to reducing annual emissions from our Kwinana refinery by about 60%.

5. CONVENIENCE RETAILING OVERVIEW

The nature of 24-hour convenience retailing throughout BP’s network involves providing an offer to the customer that is high quality, provides variety and is easily accessible.

BP was one of the first companies in Australia to recognise that consumers are demanding more convenience across the retail spectrum. A single retail destination point is becoming an increasingly attractive proposition for Australians

BP distributes its products via a network of 1300 branded service stations throughout Australia. However under the Petroleum Retail Marketing Sites Act 1980 (Sites Act) the four main petroleum companies (BP, Caltex, Exxon-Mobil and Shell) have a combined cap of 400 sites that they are allowed to operate. Those above limits prescribed by the Sites Act are operated by a

franchisee under a franchisee arrangement covered by another Federal Act (the Petroleum Retail Marketing Franchisee Act 1980). The Sites Act is a significant limitation on the ability of BP to control the operations on sites that carry its brand, including compliance with the Action Pan under the Packaging Covenant.

BP currently has two levels of convenience shopping for customers under its promise to be fast, friendly, safe and clean.

The first is BP Connect and BP Express. These stores are like mini-supermarkets, offering hundreds of convenience goods such as grocery items, confectionary and newspapers, bakery items and a food service.

Since the first covenant one of the biggest changes in our retail outlets has been our new concept Wild Bean Cafés, located in BP Connect stores across Australia and New Zealand. Wild Bean Café offers great barista style coffee and fresh food for people on the move.

The concept taps into Australia’s growing appreciation and demand for premium style coffee, affordable fresh food on the go, served fast from a bright clean environment. Unlike most café’s Wild Bean is open seven days a week, 24 hours a day.

The second level of convenience shopping is BP shop, a compact convenience store offer concentrating on immediate consumption goods such as soft drinks, newspapers, confectionary and chips.

Example Shop Configuration

Please note: The Shop layout is indicative only and does not represent the complete list of products and services at all BP stores. Please check with our Customer Service Centre on 1300 1300 27 for the complete offer at your local BP store.


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5.1 BP Brands

BP’s branded products centre predominantly around the brands shown below. As a brand owner most of BP’s packaging is derived from its food offer.

Wild Bean Café

Wild Bean Cafés are the new concept café outlets located in BP Connect stores through out Australia and New Zealand. Wild Bean Café offers great barista style coffee and fresh food for people on the move.

Bakers Basket

Baker’s Basket at BP Express takes pride in bringing you the freshest pastries, pies, breads, muffins and cookies.

Baker’s Basket bakes fresh every day in-store – and that inviting, freshly baked aroma signals that the goodness and flavour are sealed in.

BP Super wash

BP Superwash uses the latest car wash technology to clean your car all over - in just a matter of minutes.

Most of the water from our car washes is recycled.

Car Care Products BP stocks a full range of automotive lubricants to meet your needs plus a small range of ancillary products.*

*Please note that packaging related to automotive lubricants is covered under the Australian Institute of Petroleum NPC Action plan of which BP is a signatory.


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5.2 Non BP brands

BP’s convenience offer for non-branded packaging is divided into seven categories:

Cold drinks and Milk

BP offers a full range of carbonated drinks, such as Coke, Pepsi and Schweppes as well as water, juices, energy and sports drinks. You can always pick up your fresh milk at BP as well as a full range of flavoured milk.

Confectionary and Snacks

BP has all your favourite chocolate bars and blocks, as well as mints and gums. Chips and nuts are also available for a quick snack, along with a full range of the most popular ice creams.

Tobacco products

BP’s smokers choice section included cigarettes, cigars and accessories.

Groceries

To keep your pantry stocked, BP stores have the most popular varieties of biscuits, spreads, bread, beverages, breakfast cereals, baking products, pasta sauces and condiments.

Also available are pet food, cleaning products, tissues, toilet paper as well as a range of health, beauty and baby products, including nappies and baby food.

Newsagency Products

BP carries a full range of daily newspapers and the most popular magazines, as well as greeting cards and stationary.

Dairy/frozen food

BP stocks ice-creams, cheeses, smallgoods, desserts, frozen meals and tubs of ice cream.

General Merchandise

Batteries, toys, sunglasses, barbeque products and more are also available.

Other services

You can get cash using automatic teller machines or eftpos facilities and even do your photocopying at some BP sites.

6. BP RETAIL SALES AND PACKAGING

6.1 Bulk Fuels

The nature of BP’s retail business in Australia has historically focused on the sale of bulk fuel products. Packaging has largely been eliminated from fuel transactions with customers. Fuel is manufactured at refineries and transported through pipelines, rail, tankers and bulk road vehicles to underground bulk storage facilities at retail sites throughout the country.

A review of BP’s packaging showed that most of BP’s annual retail turnover came from the sale of bulk fuel products. In 2001 bulk fuel products accounted for 80.7% of this turnover. This figure has since grown to 81.3% in 2005.

Figure 1: Breakdown of shop sales 2001

80.70%

19.30%

Fuel (unpackagedproducts)Shop Sales (packagedproducts)

Figure 2: Breakdown of shop sales 2005

81.30%

18.70%

Fuel (unpackagedproducts)Shop Sales (packagedproducts)

The nature of our business now has changed to one providing a broader customer offer through convenience stores and quality food offer at our retail sites.

6.2 Food Safety & Hygiene

A significant percentage of shop sales in BP’s retail sites are food products that under hygiene regulations must be sold in a safe and fit for purpose package. This applies to both food prepared on site and also pre-packaged goods. This packaging includes materials such as plastic film, aluminium foil,


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polystyrene, polypropylene, cardboard, aluminium, steel, paper, wood, liquid paper board, HPDE, LDPE, PET and glass.

Compliance with these hygiene obligations constrains BP’s opportunity to either avoid or reuse packaging. It also provides some limitations on the use of recycled content in food contact packaging. However the actual materials used may provide further scope to work with current and future suppliers to seek alternative packaging forms consistent with NPC expectations.

6.3 BP Branded packaging

At BP retail sites, BP controls packaging associated with BP & Castrol oil containers, Wild Bean products, Bakers basket products, sales promotional material and plastic bags provided at point of sale. Such packaging includes:

HDPE – Packaged oil

Steel – Packaged 2 Stroke Fuel

Cardboard – Coffee cups, trays, containers, sandwich containers, promotional materials, cake containers, wrapping

Plastic – Salad containers, carry bags, eating utensils, condiment containers, food wrap, coffee lids, freezie cups, yoghurt containers, baguette and food bags.

Paper – bags, napkins, condiment sachets, Cookie bags, stickers,

Wood - Drink stirrers

Although this is a relatively small proportion of the total packaging material associated with our retail operations, it does offer an opportunity for review in line with changes in our food offer since the first Covenant and this action plan.

6.4 Supplier branded packaging

The majority of our shop sales come from non-BP branded products from suppliers such as:

Drinks: Coke, Schweppes, Frucor

Milk: Parmelat, National foods, PB Foods Ltd

Cigarettes: British American Tobacco, Phillip Morris, Imperial Tobacco Australia

Ice cream: Nestle, Streets, Cadbury,

Chips: Smiths, Snack Brands Australia, Arnotts

Of our suppliers we are encouraged that many of them are already signatories to the NPC. This provides opportunity for BP to work along side these suppliers to achieve our mutual goals. We hope that by continuing our

involvement with the NPC and implementing this action plan we can continue to work with suppliers and get others involved in the program.

6.5 Sources of Waste

We have identified 4 sources of packaging waste in our retail operations:

• Forecourt bins – located at all refuelling points on the forecourt and accepts waste from the consumer that may be generated inside the store or brought to site.

• In store bins – general bins for in store waste that accepts waste that is derived almost exclusively from sales within our retail facility.

• Back of house – Bins behind the counter that contain waste generated from in store and delivery of products as well as larger style skips that contain all waste generated on site.

• Carried off site – this relates to packaging that is not disposed of on site.

BP has responsibility for waste contracts related to its Company Owned and Operated sites however waste generated at franchised sites are the responsibility of the franchisee/operator. Most Company Owned and Operated sites now have cardboard recycling onsite as a result of actions taken under BP’s first NPC action plan.

6.6 Waste Process

The waste process identified in the diagram below outlines the packaging flow and also the opportunities for intervention in the waste cycle that will be explored in this action plan. Some of these actions can be addressed at the corporate level within the organisation and many will be reliant on the store keeping and operational activities within the stores.

Packaging Flow at BP Retail Sites


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The diagram above summarises the movement of packaging at a BP Retail Site. It has helped us identify key opportunities at each stage for minimising, managing and correctly disposing of packaging and therefore, the framework for detailed actions.

7. STRATEGIC APPROACH

The following stage-by-stage methodology outlines the key actions we will be undertaking over the next three years from 2006-2008. This approach while very similar to our first action plan is still considered the best approach for helping BP to review its operations, identify further actions for reducing packaging and continuously improving on its key performance indicators.

Year 1

1. Review and quantify all types of BP branded packaging and non-branded packaging.

2. Conduct environmental assessment of current and alternative design and management options (Life Cycle and eco-design work)

3. Conduct economic/feasibility assessment of options.

4. Give priority to actions to be undertaken

5. Finalise targets and timelines

6. Report annually on progress under Packaging Covenant

Years 2 & 3

7. Implement actions, monitor & evaluate progress, aim for continuous improvement

8. ACTION PLAN (2006 – 2008)

Actions are grouped according to the key stages of the packaging flow process that they address (e.g. inputs, processes & outputs). Refer to diagram on the previous page. This ensures we focus on the whole packaging process and not just one part of it. Inputs BP’s opportunities to reduce packaging at the input stage centre predominantly around the packaging it provides to its customers and the packaging it receives from its suppliers. Processes The actions identified in this area of the plan primarily focus on improving on site operations, educating and increasing the awareness of staff, customers and franchisee’s on packaging waste.


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While BP has a number of sites it controls its also works closely with its Multi Franchise owners to facilitate waste reduction. The actions of on site staff at all retail sites can dramatically affect the implementation of initiatives. Outputs Outputs are those which result in waste disposal which often ends in landfill. BP’s opportunities for waste reduction at the output stage include reviewing and further improving knowledge of current waste management practices and identifying more ways in which waste that is generated can be reduced, reused or recycled.

8.1 Inputs

Action Plan – Inputs Date of Review Reviewed by

BP BRANDED PACKAGING

ACTIONS TARGET PROGRESS MONITORING & REPORTING SCORECARD

COMMENTS /ADDITIONAL DATA

0 1 2 3 4 5 6 Determine baseline data for BP branded packaging based on Covenant KPI's by October 2006.

Develop and measure relevant KPI's for BP branded packaging.

Review KPI's to determine performance against base line. Annually.

Identify further opportunities for minimising, reusing, recycling or re-designing packaging in line with the ECoPP

Review current packaging and identify options for reducing environmental impact by December 2006.

Finalise guidelines/policy for green purchasing by December 2006.

Develop and implement guidelines for green purchasing

Trial guidelines on relevant tenders to determine effectiveness by June 2007.

Where identified develop action plans and a timeline of recommended changes to packaging

Develop action plans in accordance with changes identified. Annually

Reduce the number of plastic bags handed out to consumers

Develop and implement action plan to reduce plastic bags handed out in store. December 2006

SUPPLIER PACKAGING

Review current list of suppliers and packaging. June 2006

Develop baseline of materials from non-branded products

Determine material types and quantities being supplied in store by suppliers by December 2006

Identify synergies between BP and supplier NPC action plans by March 2007

Determine with suppliers options for improvements in packaging supplied by June 2007

Implement identified improvements where feasible by end of 2008

Work with suppliers to identify opportunities for eliminating, taking back, reducing and/or reusing packaging

Review changes and supplier lists to determine further improvements. Annually

Influence suppliers through purchasing contracts Specifications developed and included in tenders and contracts that BP enters into by end 2007

0 = No progress, 1=planning/research/negotiations commenced, 2 = Planning/research/negotiations completed, 3 = Action Implemented, 4 = Target partially achieved, 5 = Target achieved, 6 = Target exceeded


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8.2 Processes

Action Plan – Processes Date of Review Reviewed by

STORE KEEPING & OPERATIONS



0 1 2 3 4 5 6

Attain Feedback from Waste Management Contractors on possible improvements to current operations. June 2006

Survey/observation of customers to establish level of understanding and practices. June 2006.

Develop educational material to promote BP’s commitment to NPC and to enable customers to assist with BP’s objectives

Ensure packaging is appropriately labelled to promote recovery and recycling. December 2007

Increase awareness and understanding at site level of our commitment to the NPC and what it entails

Communicate to customers and staff outcomes achieved in waste reduction. Annually.

Review staff daily waste management processes on site to determine possible improvements. June 2006

Work with sites to implement changes to process identified. June 2007

Develop and implement operator training to reduce the number of plastic bags handed out to customers. June 2006

Close working relationships to be developed with at least 1 Multi Site Franchisee. December 2006

Actively work with Company Operated Sites and Multi Site Franchise sites to facilitate recommended changes to process.

Staff training to be conducted to ensure understanding of process or product changes in line with action plans. Annually.


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Facilitate exchange of information on waste reduction initiatives with dealers & distributors.

Communicate with dealers & distributors on reduction initiatives achieved and how to implement them. Annually.



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8.3 Outputs

Action Plan – Outputs Date of Review Reviewed by

WASTE DISPOSAL



0 1 2 3 4 5 6

Determine total waste/recycled material disposed of by retail sites to establish new baseline. October 2006

Conduct waste audits to determine quantities of different types of materials disposed of on site. June 2006

Benchmark current waste management systems and measure quantities of waste disposed

Review and report on progress against base line on waste diverted from landfill. Annually.

Conduct further trials of on-site recycling systems by December 2006

Complete and review outcomes of on site recycling trial at one Victorian site. June 2006

Develop an appropriate Waste Management System for retail sites

Develop model for preferred Waste Management System and develop business case for implementation. Dec 2006

Review design of bins to determine possible improvements in line with relevant specifications and requirements. August 2006

Review waste storage space at site and bin layout at retail sites. August 2006

Design and Procure appropriate infrastructure to enable successful implementation of Waste Management System

Incorporate identified changes into work on preferred Waste Management System and business case. December 2006


9. MONITORING AND REPORTING

Responsibility for monitoring and reporting on the National Packaging Covenant Action plan will be undertaken by BP’s Sustainable Development Manager. This will be undertaken in conjunction with relevant parts of the business that have responsibility for implementation. Regular update reports will be held for internal stakeholders to track progress against relevant KPI’s and annual reports provided to the Covenant Council in line with the commitments outlined in this plan.

The KPI’s BP will report on in its annual report are shown in Appendix 1 and include those required under round 2 of the NPC. Records of data collection and actions taken will be collated and kept by BP’s Environment Team.

10. CONTACT DETAILS

For further information on BP Australia’s National Packing Covenant Action plan please contact:

Leon Harris

Sustainable Development Manager

BP Australia

Level 31, 360 Elizabeth St, Melbourne VIC 3000

Ph: (03) 9268 3453

Fax: (03) 9268 4473

Email: [email protected]

mailto:[email protected]

APPENXDIX 1 – KPI REPORTING

No NPC KPI Key Performance Indicator 2006 2007 2008 Comments

1 1 Total weight of consumer packaging sold

2 1 Total weight of packaged product sold

3 1 Ratio of product to packaging weight

4 1 Total weight of recyclable packaging sold:

5 1 Total weight of recyclable packaging by type

6 1 1. Paper/Cardboard

7 1 2. PET

8 1 3. HDPE

9 1 4. Aluminium

10 1 5. Steel

11 3 Improvements in design of packaging

12 4 Changes to packaging Refer to Action plan for details

13 6 Total weight of non-recyclable packaging: Refer to Action plan for details

14 6 Total weight of non-recyclable packaging by type

15 6 1. Plastics – LDPE

16 6 2. Plastics – Polypropylene

17 6 3. Plastics – Polyethylene

18 6 4. Plastics - other polymers

19 6 5. Composite packaging

20 6 6. Plastic films

21 6 7. Non-recyclable paper/cardboard 22 6 Total 'non-recyclable' packaging as a % of total packaging sold 23 15 On site recycling facilities available Refer to Action plan - Outputs for

details


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24 16 Description of recycling facilities (if any) Refer to Action plan - Outputs for details

24 21 Weight of consumer packaging sent for recycling (on site)

25 21 Weight of consumer packaging sent to landfill (on site)

26 22 Implementation of ECoPP Refer to Action plan - Inputs for details

27 26 Buy recycled purchasing policy/practices Refer to Action plan for details

28 27 Establish baseline data Refer to Action plan - Processes for details

39 28 Report annually on Action Plan by 30th October

30 29 Demonstrate improvements Refer to Action plan for details

APPENDIX 2 – SUMMARY OF COMPLIANCE TABLE

The following table summarises how BP Australia is satisfying National Packaging Covenant’s Round 2 commitments in this Action Plan:

Requirement Information provided

Action Plan section Reference

Details of organisation(s)/Name of organisation/Company

Yes Page 7

Nature of Organisation Yes Page 7

What it does Yes Page 7

Size Yes Page 7

Location Yes Page 8

Place in Packaging Chain Yes Page 4

Contact Officer responsible for action plan and report

Yes Page 22

Time period Yes Page 1

Product Stewardship principles demonstrated

Yes Page 15

Cooperation with other sectors in supply chain

Yes Page 17

Roles & Undertakings Yes Page 17

Action Table & Timeline Yes Page 17

Action table reflects product stewardship commitments

Yes Page 17

Action performance Indicators/measures included

Yes Appendix 1

Records management Yes Page 22

Continuous improvement Yes Page 17

Use of Environmental Code of Practice for Packaging

Yes Page 17

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