1. Leading from the top in BP
Steve Flynn
Vice President, HSSE
BP Group Safety and Operations

2. 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

3. 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

4. Recordable Injury Frequency
BP’s HSSE performance
Workforce Fatalities
Oil Spills greater 1 bbl
Recordable Injury Frequency
Integrity Management Incidents

5. March 23, 2005

6. 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

7. Strategic model Accident The ‘Swiss Cheese’ Model Hazard
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
deliver
Performance
Accident

8. Strategic approach Business specific Excellence Efficiency Essentials
Sustainable
Competitive
Advantage
Efficiency
Neutral
Basics & BP Requirements
Business Value Destruction
Legal Compliance
Significant Risk Mitigation
Catastrophic Loss
Essentials

9. Strategic milestones – sustainable
Immediate
action
Six-Point Plan
Deep Embedding
Aspiration
Plant
Processes
People
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
2005
2011+

10. The BP leadership model
- Items related to imperatives identified in CEO 6-point plan

11. 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, it’s about leadership