robert fryar executive vice president, safety and operational risk, bp plc
TRANSCRIPT
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Robert Fryar
Executive Vice President, Safety and Operational Risk, BP Plc
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Remembering Piper Alpha
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The Past 25 years: North Sea Industry Performance
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The Deepwater Horizon Accident
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Eight key findings
The Deepwater Horizon Response
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Community
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Safety at BP
• Deepwater capability in wells – including implementing the Bly Report
• Operating Systematically - the company-wide foundation of a safe and successful business
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Processes
• 26 recommendations
• More than 190 deliverables
• 14 recommendations completed by end of 2012
• Independent Expert appointed by BP Board in June 2012
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People and Capability
• Specialist global teams- Functional excellence- Standardization
• Further enhancing well control capabilities - Hiring - Training - Assessment
• Global Wells Institute - Further enhance & embed technical, managerial, leadership capabilities
• State-of-the-art well simulator (Houston)
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• Further enhanced drilling standards
Plant and Equipment
• Houston Monitoring Centre - Onshore experts liaise with offshore crews by video, teams review data
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Spill Response
• International - Global Industry Response Group
− OGP – IADC Well Expert Committee
− Subsea Well Response Project with Oil Spill Response Limited
− IPIECA - OGP Joint Industry Project on Oil Spill Response
• Regional – Examples
− American Petroleum Institute (API) /Joint Industry Task Forces
− Oil & Gas UK - Oil Spill Prevention & Response Advisory Group
− Australia: APPEA & AIP
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Safety at BP
• Deepwater capability in wells – including implementing the Bly Report
• Operating Systematically - the company-wide foundation of a safe and successful business
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Safety & Operational Risk Organization
• Expert, independent view of risk
• Roles are to:
− Set requirements
− Conduct risk-based assurance and audits
− Provide technical expertise
− Intervene if required to cause corrective action
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Operating Systematically
Continuing principles
Current focus areas
Deepening capabilitiesand maintaining a strong
safety culture
Applying BP’s Operating Management System
(OMS)
Assurance:inspection, audit,
monitoring
Strengthening leadership and culture
Embedding OMS Strengthening checks and balances
Building organizational capability
Enhancing risk assessment and
management
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Focus Area 1: Further Developing Leadership and Culture
• Expectations of leaders in the field
• New hires from other high hazard industries
• Enhanced individual performance management tool explicitly emphasizes safety, risk management and Values
Safety lies at the heart of BP and at the heart of good business
Safety Respect Excellence Courage One Team
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Targeted capability programs are reinforcing Values and building leadership capacity to achieve consistently safe, compliant, reliable operations
Focus Area 2: Building Organizational Capability
Senior Level leaders
Mid Level leaders
Frontline leaders
Technicians
OperationsAcademy(Classroom)
ManagingOperations(Classroom) Operating
Essentials(Classroom/Site-based)
Lea
din
g i
n t
he
fiel
d(S
ite-b
ase
d)
Exe
mp
lar
(Site
-bas
ed)
Consistent core content:
OMS and systematic management, process safety and risk, safety leadership and culture, and continuous improvement as an enabling tool
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OMS is our framework for operations and driver for continuous improvement
Focus Area 3: Embedding OMS as the Way BP Operates
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Focus Area 4: Risk Management System
• Annual risk review process, down to facility level
• Process confirms the controls in place & sets priorities for further risk reduction or elimination
• Accountabilities for risk reduction actions are clear and actions tracked
A single BP-wide framework of risk management
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LineContinuous effort to verify conformance with requirements to drive safe, compliant and reliable operations.
Audit
Assurance
S&OR AuditProvide a periodic and independent view of selected entities conformance with BP and selected external requirements.
S&OR DeployedProvide a risk-based, independent view of BP Entity S&OR performance.
Self Verification
Focus Area 5: Strengthening Checks & Balances
• Operating organizations are expected to perform self-assessment, self audit to confirm OMS conformance
• Deployed S&OR works side by side with operating organization to provide on-going assurance checks and input
• Robust, independent S&OR auditing provides periodic checks on system health and compliance
• Further layers provided by Internal Audit, and executive and board level processes
A strong three tier approach to safety and operational risk assurance is in place and improving
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Source: API RP-754
Safety Performance
Loss of primary containment (LOPC) Process safety events (PSE)
Recordable injury frequency (RIF)
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• Leadership
• Systematic Operating
• Checks & Balances
• Vigilance
In Summary
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Robert Fryar
Executive Vice President, Safety and Operational Risk, BP Plc