Leading from the top in BP

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Leading from the top in BP

• Steve Flynn
• Vice President, HSSE
• BP Group Safety and Operations

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What Im going to cover

• Our track record
• Leading from the very top
• Our Strategic approach
• The way forward
• BPs leadership model
• Summary

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BP days away from work frequency rate last 20
years

• North sea disaster Grangemouth incident

• Safety in performance contracts

Advanced safety auditing
Texas City incident
BP Amoco merger

• Clear vision introduced
• getting health, safety environment right

Golden rules of safety
Measures Days Away From Work Case Frequency
(DAFWCF) per 200,000 hrs
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BPs HSSE performance
Oil Spills greater 1 bbl
Workforce Fatalities
Integrity Management Incidents
Recordable Injury Frequency
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March 23, 2005
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Leading from the very topThe BP Group Operations
Risk Committee

• The Group Operations Risk Committee (GORC) is
  chaired by Tony Hayward and meets monthly. It
  brings together our segment CEOs with senior
  functional expertise to oversee and build a
  foundation for consistent, safe, reliable
  operations. This includes
• Incident analysis, learning and response
• Monitoring performance indicators
• Reviewing delivery of the Six-Point Plan
• Oversight of development and implementation of
  BPs Operating Management System (OMS)
• Oversight of HSE and Operations capability
  development
• Independent Panel response and its integration
  into plans and OMS
• The GORC also model the expected leadership
  behaviours and sets the tone at the top of the
  organization for others to follow

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Strategic model

• Performance risk through layers of protection
  to reduce the potential for major incidents and
  losses
• plant engineering hardware, control systems,
  physical layouts
• processes management systems to identify,
  control and mitigate risks, and drive continuous
  operational improvement
• people capability in terms of leadership
  skills, relevant knowledge and experience, and
  the organizational culture
• Hard barriers are more reliable than soft
  barriers, but all ultimately rely on people

The Swiss Cheese Model
Hazard
Protective Barriers
Weaknesses or Holes
Plant
Processes
People
Accident
deliver Performance
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Strategic approach
Sustainable Competitive Advantage
Efficiency
Neutral
Basics BP Requirements
Business Value Destruction
Legal Compliance
Significant Risk Mitigation
Catastrophic Loss
Essentials
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Strategic milestones sustainable
Operating Management System (OMS) sustained
by the right organisational capability culture
Temporary Accommodation Blow-down Stacks
Major Accident Risk
World Class Operating Company
Integrity Management Control of Work
Operating procedures
Compliance
Audit Actions
Getting HSE Right Management System
Operations Competence
2011
2005
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The BP leadership model
- Items related to imperatives identified in CEO
6-point plan
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In summary

• For BP, our journey is about
• getting the basics right, consistently
• not just occupational safety but also process
  safety
• developing and maintaining integrated and
  consistently delivered systems and processes
  which underpin learning and sharing
• ensuring risks are owned and managed locally, in
  a sustainable way
• developing well-trained, competent people and
  teams who have pride in what they do
• creating and sustaining a world class operating
  culture, supported by a few clear and
  well-understood values and behaviours and an
  environment of continuous performance
  improvement
• And most of all, its
  about leadership