Leading from the top in BP Steve Flynn Vice President, HSSE

Leading from the top in BP
Steve Flynn
Vice President, HSSE
BP Group Safety and Operations
What I’m going to cover
• Our track record
• Leading from the very top
• Our Strategic approach
• The way forward
• BP’s leadership model
• Summary
2
BP days away from work frequency rate –
last 20 years
1.8
North sea disaster; Grangemouth incident
1.56
1.6
1.44
Safety in performance contracts
1.4
1.22 1.2
1.18
1.2
1
0.84
0.8
0.6
0.6
0.44 0.43 0.43
Advanced safety auditing
BP Amoco merger
0.39
0.4
Texas City incident
0.27 0.25
0.19
Clear vision introduced
‘getting health, safety & environment
right’
0.2
0.13 0.10
0.09 0.08 0.11 0.08 0.07
Golden rules of safety
0
87
88
89
90
91
92
93
94
95
96
97
Measures Days Away From Work Case Frequency (DAFWCF) per 200,000 hrs
98
99 2000 2001 2002 2003 2004 2005 2006 2007
3
BP’s HSSE performance
Workforce Fatalities
non road related
30
Oil Spills greater 1 bbl
road related
1200
25
1000
20
800
15
600
10
400
5
200
0
0
1999
1999 2000 2001 2002 2003 2004 2005 2006 2007
Recordable Injury Frequency
2000
2001
2002
2003
2004
2005
2006
2007
Integrity Management Incidents
Reported High Potentials
80
Major Incidents
1.5
60
1
40
0.5
20
0
1999 2000 2001 2002 2003 2004 2005 2006 2007
0
2004
2005
2006
2007
4
March 23, 2005
5
Leading from the very top
The 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 BP’s
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
6
Strategic model
Performance & risk – through layers
of protection to reduce the potential for
major incidents and losses:
The ‘Swiss Cheese’ Model
− plant – engineering hardware,
control systems, physical layouts
Hazard
− processes – management
systems to identify, control and
mitigate risks, and drive
continuous operational
improvement
− people – capability in terms of
Plant
leadership skills, relevant
knowledge and experience, and
Processes
the organizational culture
People
‘Hard barriers’ are more reliable than
deliver
‘soft barriers’, but all ultimately rely on
Performance
people
Protective
‘Barriers’
Weaknesses
or ‘Holes’
Accident
7
Strategic approach
Sustainable
Competitive
Advantage
Business
specific
Excellence
Efficiency
Neutral
Business Value
Destruction
Basics &
BP Requirements
Legal Compliance
Catastrophic Loss
Significant Risk Mitigation
Essentials
8
Strategic milestones – sustainable
Immediate
action
Six-Point Plan
Deep Embedding
Aspiration
Plant
Temporary Accommodation
Blow-down Stacks
Major Accident Risk
Operating procedures
Integrity Management &
Control of Work
Processes
Compliance
Audit Actions
‘Getting HSE Right’ Management System
Operations Competence
Operating
Management
System (OMS)
… sustained
by the right
organisational capability
& culture
World Class
Operating
Company
People
2005
2011+
9
The BP leadership model
- Items related to imperatives identified in CEO 6-point plan
10
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 wellunderstood values and behaviours and an environment of continuous performance
improvement…
And most of all, it’s about leadership
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