BP 2013 Annual Report Download - page 46

BP Annual Report and Form 20-F 201342
Operating management system (OMS)
BP’s OMS is a group-wide framework designed to provide a basis for
managing our operations in a systematic way. OMS integrates BP
requirements on health, safety, security, environment, social responsibility
and operational reliability, as well as related issues such as maintenance,
contractor management and organizational learning, into a common
management system.
All BP businesses covered by the OMS are required to progressively align
with this framework through an annual performance improvement cycle.
Recently acquired operations need to transition to the OMS as the initial
step in this process. The application of a comprehensive management
system such as OMS across a global company is an ongoing process. See
page 44 for information about joint arrangements.
Capability development
BP’s capability development programmes are designed to equip our
staff with the skills needed to run safe and efficient operations. The
programmes cover our OMS, process safety and risk and safety
leadership. Our global wells institute offers courses in areas such as
applied deepwater well control, drilling engineering and well site
leadership with more than 100 sessions delivered in 2013. It includes a
simulator facility and an applied deepwater well control course where
drilling personnel, including our contractors, can work together and
practice a variety of well control situations. Trainers include experts from
both inside and outside of the oil and gas industry.
Security and crisis management
The scale and spread of BP’s operations means we must prepare for a
range of potential business disruptions and emergency events. BP
monitors for and aims to guard against hostile actions that could cause
harm to our people or disrupt our operations, including physical and digital
threats and vulnerabilities.
We also maintain disaster recovery, crisis and business continuity
management plans and work to build day-to-day response capabilities to
support local management of incidents and group-wide practices and
response techniques. See page 44 for information on BP’s approach to oil
spill preparedness and response.
In January 2013, the In Amenas gas plant in Algeria, which is run as a joint
operation between BP, Sonatrach (the national gas company of Algeria)
and Statoil, came under armed terrorist attack. A total of 40 people from 10
countries and 10 organizations were killed in the attack. Four employees
and a former employee lost their lives in the incident. BP and Statoil jointly
carried out an extensive review of security arrangements in Algeria
following the attack and we are working with Sonatrach on implementing a
programme of security enhancements.
Safety in the Upstream business
In our Upstream business the recordable injury frequency for 2013
remained stable at 0.32, the same as in 2012. Our day away from work
case frequency, incidents that resulted in an injury where a person is
unable to work for a day (shift) or more, was 0.068 in 2013 compared to
0.053 in 2012. The number of reported loss of primary containment
(LOPC) incidents was 143, down from 151 in 2012.
Safer drilling
Our global wells organization (GWO) is responsible for planning and
executing our wells operations across the world. It brings wells expertise
into a single organization to drive standardization and consistent
implementation. It is also responsible for establishing new GWO
standards on compliance, risk management, contractor management,
performance indicators, technology and capability.
We have been developing and finalizing OMS conformance plans for
activities which represent the highest risk areas in our wells operations.
For example we have developed and applied new and revised engineering
technical practices for activities such as well barriers and testing.
The Bly Report recommendations
BP’s investigation into the Deepwater Horizon accident in 2010, the Bly
Report, made 26 recommendations aimed at further reducing risk across
BP’s global drilling activities. They included strengthening contractor
management, improving assurance on blowout preventers, well control,
pressure-testing for well integrity, emergency systems, cement testing,
rig audit and verification, and personnel competence.
At the end of 2013, 15 of the Bly Report recommendations had been
completed. All 26 recommendations have been worked on in parallel and
progress has been made towards each of them. By the end of 2013, over
75% of the deliverables that make up the 26 recommendations had been
completed. A recommendation is defined as complete when it has been
approved by senior management in our global wells organization and
submitted for internal verification.
The outstanding recommendations relate to well control and well integrity,
drilling and competence, the management of risk and change, and
blowout preventers.
The board’s safety, ethics and environment assurance committee
monitors BP’s global implementation of the measures recommended in
the Bly Report, and progress is tracked quarterly by executive
20102009 2011 2012 2013
Key safety metrics 2009-2013
80
60
40
20
100
120
Loss of primary containment
Recordable injury frequency
Indexed (2009=100)
A commitment to safe operations
Every day at Toledo refinery, a joint arrangement with Canada’s Husky
Energy, we make enough gasoline for around 3,200 cars to drive once
around the world. The site processes up to 160,000 barrels per day of
crude oil to make gasoline, diesel and other products, and has the
capability to refine a range of North American sourced crudes.
We strive to achieve an incident and injury-free environment at the
refinery, with everyone promoting safer working practices and making
sure incidents and near misses are reported. Workers demonstrated this
with their safe approach to the design, construction and commissioning
of the refinery’s naphtha reformer which increases energy efficiency and
reduces air emissions.
In November 2013, this commitment to safe, compliant and reliable
operations was recognized when the refinery passed 12 million work
hours without a day away from work injury – almost three years of work
– a new record in the site’s 93-year history.
Toledo has also continued to improve process safety with an 80%
reduction in reportable losses of primary containment in 2013 versus 2011.
We prioritize the safety and reliability of our operations.