leading from the top in bp steve flynn vice president, hsse bp group safety and operations
Post on 28-Mar-2015
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Leading from the top in BP
Steve Flynn Vice President, HSSEBP 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
1.44
1.22 1.2 1.18
0.6
0.43 0.430.39
0.27 0.250.19
0.13 0.10 0.09 0.08 0.11 0.08 0.07
0.44
1.56
0.84
0
0.2
0.4
0.6
0.8
1
1.2
1.4
1.6
1.8
87 88 89 90 91 92 93 94 95 96 97 98 99 2000 2001 2002 2003 2004 2005 2006 2007
North sea disaster; Grangemouth incident
Safety in performance contracts
Clear vision introduced‘getting health, safety & environment right’
Advanced safety auditing
Texas City incident
Golden rules of safety
Measures Days Away From Work Case Frequency (DAFWCF) per 200,000 hrs
BP Amoco merger
4
BP’s HSSE performance
0
200
400
600
800
1000
1200
1999 2000 2001 2002 2003 2004 2005 2006 2007
Recordable Injury Frequency
Oil Spills greater 1 bbl
Integrity Management Incidents
Workforce Fatalities
0
5
10
15
20
25
30
1999 2000 2001 2002 2003 2004 2005 2006 2007
non road related road related
0
0.5
1
1.5
1999 2000 2001 2002 2003 2004 2005 2006 2007 0
20
40
60
80
2004 2005 2006 2007
Reported High Potentials Major Incidents
5
March 23, 2005
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Leading from the very topThe BP Group Operations Risk CommitteeThe 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
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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’
Weaknessesor ‘Holes’
PlantProcesses
People
Accidentdeliver Performance
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Strategic approach
SustainableCompetitive Advantage
Business Value
Destruction
Neutral
Catastrophic Loss Significant Risk
Mitigation Essentials
Legal Compliance
Basics &BP Requirements
Efficiency
Excellence
Business specific
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Immediateaction Six-Point Plan Deep
Embedding Aspiration
Pla
nt
Pro
cesses
Peop
le
Strategic milestones – sustainable
Temporary AccommodationBlow-down Stacks
Operating procedures
Integrity Management &Control of Work
Compliance
Audit Actions
Major Accident RiskOperating
ManagementSystem (OMS)
… sustained by the right
organisational capability & cultureOperations Competence
World ClassOperating Company
‘Getting HSE Right’ Management System
2005 2011+
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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, it’s about leadership
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