|Publisher||Society of Petroleum Engineers||Language||English|
|Content Type||Conference Paper|
|Title||All hands on deck Ensuring Leaders lead a Safety Culture of unease|
Tyrone Kalpee, BP Trinidad & Tobago
International Conference on Health, Safety and Environment in Oil and Gas Exploration and Production, 11-13 September 2012, Perth, Australia
2012, SPE/APPEA International Conference on Health, Safety, and Environment in Oil and Gas Exploration and Production
|2.3.3 Operational Safety
Increasing operational and wells activity with two new drilling rigs; significant work on integrity management across offshore and onshore facilities; recruitment of over 200 new members of staff and a 40% change in upper and mid-level leadership over the past two years required BP Trinidad and Tobago (BPTT) to take very proactive steps to protect and embed its significantly improved safety performance.The company has also sought to re-energize its safety culture for the long term to help strengthen safety performance, partly in response to lagging indicators.
Initially improvement in BPTT’s personal safety performance was recognized bythe BP Group in 2008 and this was expanded to focus on Process Safetyimprovement. Since that time the company’s personal and process safetyperformance continues to be in the top quartile of the BP Upstream in 2012 after being in the fourth quartile up to 2005.
However, over the period of high activity and significant changes at all levels of leadership from late 2010, many safety leading indicators began to show trends of decline. Though not translated into serious injuries, accidents or significant loss of primary containment (LOPC) events, empirical data showed that without decisive action to arrest this decline, serious incidents could occur.
In learning from the safety journey over the past seven years, it was clear that the foundation of safety improvement was based on the development of a safety culture which was largely leader-led and leader empowered. It was therefore important to ensure we rebuild our safety leadership depth at BPTT, bringing many new, younger, recently promoted leaders to the realization that their role as safety leaders was pivotal to the re-establishment of many proactive safety barriers that were essential to growing the safety culture. The goal was not only to rebuild
safety leadership through the many changes we were experiencing but also to do so in a systematic way. This would allow it to withstand future threats that may arise through periods of extensive organizational and activity change, such as the one we were currently facing.