The Journey Towards World Class Safety Performance – bp Trinidad and Tobago

Tyrone Kalpee HSSE Director

bp Trinidad and Tobago

Scope of bp Trinidad and Tobago (bpTT)• Offshore Operations - 9 gas platforms

• Liquids separation/ Crude oil processing/ Tanker loading

• Platform fabrication – three platforms over the last two years

• Two drilling rigs in development and exploration drilling / Seismic acquisition

• Facility and office management

• 480,000 boe /day

On shore gas processing facilities at Beachfield & Terminal at Galeota

Alaska

Egypt

GoM DW Projects

GoM Exploration

North America Gas South

Sakhalin

TNK-BP Shareholder

Vietnam

Angola

Azerbaijan

Colombia

Exp & Prod DCT

Exp & Prod Tech

Exp & Prod WestLake

GoM DW Prod

Indonesia

ME and South Asia

North Africa

North America Gas North

North Sea SPU

Russia & C As Renewal

Southern Cone

Venezuela

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Decreasing Injuries

December 2006 E&P Safety Matrix

Trinidad Position Feb 2005

The problem – 2004/ 2005

Where do we start? Our 7 Foundation Blocks of Safety

Lessons learned and audit

Standards and competency

Safety leadership

Safety communication and feedback

Safety culture assessment

Investing in leading indicators

Increasing HSSE capability

Safety leadership – building the leaders• CEO shared safety leadership discussion for all leaders

• Every month for the last 36 months

• Leadership work site visits discussed monthly

• Leaders coached to deliver workforce quarterly safety reviews

• Leaders accountable for delivery of 8 personal safety leading indicators

_

From: Kalpee, Tyrone

Sent: Thursday, April 10, 2008 6:11 PM

To: Lummus, John M. (TRD); Van Gestel, Wilhelmus; Beckstrom, Jim A (TRD); Downer, John; Temple, Clifton (TRD); Dyer, Brian L. (TRD); Clark, Adrian C (TRD); Christie, Norman; Beaubruntoby, Nicole L; Massiah, Maurice N; Robertson, Donald R; Ali, Azim (TRD); Johnson, Nicholette M; Roberts, Suzanne; Sirinath, Baajnath X; Warren, Ed (TRD); Maharaj, Yoganande; Ramnarine, Anil; Budhooram, Daryl; Pierce, Keith L; Blackburne, Clyde A; Chin, James; Colthrust, Ryan; Gopaul, Garry A; RagoonananJalim, Karen; Graham, Earnest C (TRD); Guiland, Stephen (SES); Pichery, Leslie; Mungroo-Ramsamooj, Rachael; Rajpaulsingh, Nalini; Mohamed, Clive; Subero, Allan; Persad, Deenesh; Alleyne, Crispin; Simmons, Jamie D; Beckstrom, Jim A (TRD)

Cc: Subject: Safety Review - Time out for Safety

Dear colleagues,

Thank you all for volunteering to lead and support the "Time out for Safety " today , the feedback has been excellent and the engagement you built with your filled rooms was very timely.

Thanks for your preparation and for attending the coaching sessions, I really hope that you know how important your session was today to our workforce. Your show of safety leadership was very well appreciated by all.

Special thank you to all of the HSSE team who led and supported sessions.

Best Regards

Tyrone

Safety Review Standown - Feedback•Like in Thunder horse could bpTT utilize all the TV's in the building to show these

very effective 5 - 10 minutes safety video clips?•We need to have the Health fair more often. The last one was a great success and

should be done again.•Get the admin staff more involved and engaged in the electronic STOP Training.

(We do STOPS but do not know how to capture it in the system)•Are there Defensive Driving Training videos we can burrow from BP library so we

can share with our families?

.

Feedback on Safety StandownJourney Management - People are not sensitized enough and further education

programs for employees are needed. - Lessons learnt from past incidents driving

should be relayed to all employees - By using work from home days effectively

we can all do our part to reduce miles on the road - What is the status of the shuttle service?

- Car pooling should be considered - Drivers using Jenny's car park need to be

trained on driving since they don’t obey simple driving rules

2. Health - The H is HSSE has been neglected for some time and this needs to be looked at.

- The hand sanitizers distributed were expired and does not solve the problem of dirty hand rails.

- There is a deterioration in air quality within the office and something has to be done. More monitoring should be done.

- The toilets in QPP and Albion are in a terrible state and are prone to overflowing. This needs to be addressed immediately.

- When the garbage trucks pick up garbage from outside of TGI the smell gets into the AC system. This needs addressing.

3. Reporting - When you need immediate attention for an issue and you call 5555 the person does not render assistance but instead tells you to log a job

first. This happened this morning when a person called 5555 to let them know with the electricity fluctuations persons should not be using the elevators. The

response from 5555 was to log a job.

4. When certain parts of the building are being isolated especially on a weekend a notice should be placed in the lobby in addition to the email that

normally comes out.

Time Out for Safety – Feedback Room 2-H17; 10:00 AM Session

• The office environment is relatively safe; it can be difficult for us to relate to potential risks in the field

• This supports the view for site visits

• View that office may not be as benign as people consider it, vigilance is required

• Note that the only 2008 reportable was a liquid slip in a non-industrial environment

• Changes to the LTP increase risk. The safest mode is one with stability around the projects we execute. How do we assess/track the impact of ‘all these’ MOC’s on

Safety communication with workforce

•Moved to quarterly workforce Safety Reviews to get feedback

•CEO weekly report to leaders prioritizes HSSE

•Encouraging and rewarding reporting

•Continuous safety focus on office communication boards

•Health and Safety committees involve employees and contractors

Personal Safety Leading indicators

Safety Observations

and Conversations

for leaders

Employee Safety

Observations

Closure of formal safety actions from past audits

and incidents

HSSE Training

Leadership site visits

Permit to Work audits

andJob Safety analysis audits

Energy Isolation audits

Proactive Near miss reporting

Personal Safety Leading Indicators

Man Hours YTD : 1,023,188

PC. - 2008 - TARGET

YTD

6.8 Million manhours since last DAFWC

Year TARGET YTD Actual

657

YTD Status

Safety Observations & Conversations (SOCs)

8,913 7766 Intervention in June

STOPs - Safety Observations 77,369 66,898 On track

HSE Training Hours 120,355 79,102 On track

Closure - (On Time) - Traction

98% 93% Intervention

Leader Visits 692 657 Intervention in June

PTW & ICC Audits 13,733 7874 Related to activity

JSA Audits 12,239 7565 Related to activity

No. of Near Misses 282 242 Intervention in June

Early Interventions

•Personal safety leading indicators monitored weekly

•Introduction of process safety leading indicators

•All teams set their safety performance targets

• Early interventions on safety leading indicator trends

Cannonball

Drilling and Completions

Beachfield

AmherstiaKapok

Cassia

Terminal

Flambouyant

Immortelle

Mahogany

Inpu

t Fre

quen

cy In

crea

sing

HIPO 50%RIF 30%First Aid 20%

SOCs and equivalent 30%SOs 20%Training 20%Closure 20%Near Miss 10%

Decreasing Injuries

August 2006 Safety Matrix (based on a 12 month rolling

frequency)

Bp standards and competency

•Control of Work –increasing competency, ISSOW

•Re-learning about risk

•Leadership recognition – shut downs for safety

•Integrity management – reporting every leak, finding major causes

•Strong focus on upgrading facilities and maintenance

•Driving Safety – critical risk area – strong refresh of standard

Improving Incident Investigation & Learnings

•Reviewed process for learning from incidents

•Retrained investigators

•Fewer but better investigations

•Ensured lessons learned rolled out formally

•Focused on internal audits - done by HSSE

Safety culture assessment

•Over 1400 workforce completed assessments

•Developed assessment facilitators from employees

•Followed with focus groups - 300 persons

•Leadership committee reviewed areas of weakness

•Draft plans developed for systemic findings

2.50

3.00

3.50

4.00

4.50

5.00

E1 M

anagement

Com

mitm

ent

E2 T

wo-w

ayC

omm

unication

E3 E

mployee

Involvement

E4 Learning

E5 P

roduction/Cost

vs. Safety

E6 S

afetym

anagement

system

E7 A

ttitudestow

ards Rules and

Procedures

E8 R

elationshipw

ith Contractors

E9 M

anaging LocalC

ultures

E10 T

rust andR

espect

E11 A

ttitudes toR

isk

E12 M

ajor Accident

Risk

Strengths Areas of improvement

bpTT Safety Culture Summary

Key safety culture focus areas

•Build opportunities to listen to workforce

•Build leadership competency and skills

•Focus on employee development

•Contractor engagement focus

•Understanding of risk

Building long term HSSE Capability

• New integrated HSSE Organizational Structure

• Competency assessment and developmental plans in place

• Filling critical resource gaps aggressively

•Significant investment in permanent recruitment

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Fatality 1 0 0 0 0

HiPo 5 3 1 1 0

Vehicle Accidents 5 1 8 7 0

DAFWC 2 1 1 0 0

Total Recordables 18 8 7 9 4

DAFWCf 0.06 0.02 0.05 0.00 0.00

Total RIF 0.52 0.18 0.35 0.41 0.33

TVAR 1.11 0.4 1.16 0.83 0.00

SVAR Not tracked Not Tracked 0.29 0.12 0.00

2004 2005 2006 2007 2008

HSSE Output Analysis

Alaska

Egypt

GoM DW Projects

GoM Exploration

North America Gas South

Sakhalin

TNK-BP Shareholder

Trinidad

Vietnam

Angola

Azerbaijan

Colombia

Exp & Prod DCT

Exp & Prod Tech

Exp & Prod WestLake

GoM DW Prod

Indonesia

ME and South Asia

North Africa

North America Gas North

North Sea SPU

Russia & C As Renewal

Southern Cone

Venezuela

0

12

24

0 12 24

Inp

ut F

req

uen

cy In

crea

sin

g

Decreasing Injuries

December 2006 E&P Safety Matrix

Fatalities 40%DAFWCF--3mo & 12mo 30%RIF 30%

ASAs 30%SOs 25%Training 25%Closure 20%

Position Feb

2005

Moving to another level

Management

Generative

Proactive

Calculative

Reactive

PathologicalIncreasinglyInformed Increasing

Trust/Accountability

The vision: building a sustainable world class safety performance

What does 8,400,000 manhours without a Day Away from Work Case mean?

•We are hurting less people

•We are building safety leaders

•We are becoming intolerant of risk

•We are certainly not there yet… as the next hour of risk approaches

Thank You!