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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. BP days away from work frequency rate – last 20 years.

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leading from the top in bp

Leading from the top in BP

Steve Flynn

Vice President, HSSE

BP Group Safety and Operations

what i m going to cover
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
bp days away from work frequency rate last 20 years
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

bp s hsse performance
BP’s HSSE performance

Workforce Fatalities

Oil Spills greater 1 bbl

Integrity Management Incidents

Recordable Injury Frequency

leading from the very top the bp group operations risk committee
Leading from the very topThe 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

strategic model
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





or ‘Holes’







strategic approach

Business specific


Strategic approach






Basics &BP Requirements

Business Value Destruction

Legal Compliance

Significant Risk Mitigation

Catastrophic Loss


strategic milestones sustainable
Strategic milestones – sustainable



System (OMS)

… sustained

by the right

organisational capability

& culture

Temporary Accommodation

Blow-down Stacks

Major Accident Risk

World Class



Integrity Management &

Control of Work

Operating procedures


Audit Actions

‘Getting HSE Right’ Management System

Operations Competence



the bp leadership model
The BP leadership model

- Items related to imperatives identified in CEO 6-point plan

in summary
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