Mark Bly

Executive Vice President,

Safety and Operational Risk
Managing safety
and operational risk in BP
A safer, stronger BP
It is based on three principles that guide our efforts. They are to strive for:
Deep capability and a safe operating culture across all levels of BP
Embedding OMS as the way BP operates
Self and independent assurance that confirms conduct of operating
BPs approach to safety and operational risk management integrates our
Operating Management System (OMS) and our values.
Systematic operating through OMS
Our operations conduct annual assessments of potential risks,
controls and robustness of OMS conformance
This drives prioritization of risk management actions and sets OMS
improvement goals
It is the first step in the annual planning process and takes first call on
resources
Risk reduction actions are rigorously tracked and performance
managed
OMS is our method for further reducing risk and systematically improving
operating quality.
Leadership of safe, compliant, reliable operations
This is being reinforced by:
Tone from the top: Safety and operational risk at the
heart of the company
Company-wide roll-out and engagement on new values
and behaviours
New individual performance management tool explicitly
emphasizes safety, risk management and values
Specific actions for risk reduction and OMS conformance
in operating leaders plans
Operating leaders must lead through our values and bring OMS to life.
S&OR capability and competence
Targeted capability programmes are reinforcing values and building
leadership capacity to bring OMS to life and achieve consistently safe,
compliant, reliable operations.
Progress on safety and operational risk
management
Consistent, systematic approach for describing potential
risks and protective measures
Annual process, down to facility level, provides granularity
and reinforces specific accountability for management
Risks are reviewed and preventative measures endorsed by
appropriate level of management (executive team for some
risks), action closure is monitored
Risk reductions are achieved by elimination, engineering
improvements, and procedural improvement
A standardized risk process has significantly enhanced risk understanding
and risk management.
Progress on learning from incidents
Investigations of higher severity incidents are
reviewed by line management and independently
tested for quality by S&OR
Central investigation team is training and assessing
investigators as well as leading select investigations
High value learnings are being shared in a systematic
way and include preventive actions for the operating
line
Enhanced reporting, investigation and learning practices are improving our
ability to learn from incidents.
Strengthening checks and balances at multiple
levels
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, GORC and
SEEAC
A strong three tier approach to safety and operational risk assurance is in
place and improving.
Line
Continuous effort to
verify conformance with
requirements to drive
safe, compliant and
reliable operations.
Audit Audit
Assurance Assurance
S&OR Audit
Provide a periodic and
independent view of selected
entities conformance with BP
and selected external
requirements.
S&OR Deployed
Provide a risk-based,
independent view of BP
Entity safety and operational
risk performance.
Self Verification Self Verification
Results
9
Source: API RP-754
Summary
Tone from the top, aligned values and individual performance management are setting
clear expectations of leaders
Consistent risk assessment and management is driving focus and risk reduction
Multiple layers of assurance are in place and strengthening
Still more to do
BP continues its rigour to drive safety and operational risk to the heart of
the company.