1. Health and Safety Executive Health and Safety Executive Prevention of Major Hazards Kevin Myers Deputy Chief Executive Health and Safety Executive, UK Implementing Occupational Safety And Health Standards Globally The Role of Labour Inspection, Social Partners, Social Security, Practitioners and Non-State Actors International ILO Conference Düsseldorf, Germany, 3-6 November 2009

2. Coverage of Presentation Lessons learnt from major incidents and HSE interventions Importance of understanding and maintaining barriers of protection and development of relevant Performance Indicators Critical importance of: –Board level leadership –Process safety management

3. Regulating UK Major Hazards sector Over 1,200 sites onshore Around 300 offshore oil and gas installations Permissioning/Safety Case regimes Those that create risks are responsible for their management and control Regulators job is to influence companies to ensure they effectively manage and properly control the risks they create Heat and Light

4. Incidents, events and inspections BP Grangemouth refinery, 2001 –(www.hse.gov.uk/comah/bpgrange/contents.htm) ConocoPhillips Refinery, 2001 –(www.hse.gov.uk/comah/conocophillips.pdf) BNG THORP Plant, Sellafield, 2005 –(www.hse.gov.uk/nuclear/thorp.htm) Buncefield, 2005 –(www.buncefieldinvestigation.gov.uk) BP Texas City refinery, 2005 –(www.chemsafety.gov/…..) Offshore asset integrity report, 2007 –(www.hse.gov/offshore/kp3.pdf)

5. Baker Panel’s opening statement “…no illusion that deficiencies in process safety culture, management or corporate oversight are limited to BP. Other companies…….. “..urge.. companies to regularly and thoroughly evaluate their safety culture, the performance of their process safety management systems and their corporate safety oversight for possible improvements.”

6. Why? Focus on what can be easily measured? Loss of corporate memory? Lack of understanding of barriers, process safety issues at a senior level Devaluing Engineering? Cognitive dissonance? Lack of a learning culture? Tactical not Strategic focus? Fragmentation of functions? Increased divestment/contractorisation?

7. Lessons learned – 7 key elements Leadership

8. A Mission Statement Responsibility to conduct (ourselves) according to certain basic tenets of human behaviour that transcend industries, cultures, economics, and local, regional and national boundaries We treat others as we would like to be treated ourselves…… We work with customers and prospects openly, honestly and sincerely We are satisfied with nothing less than the very best in everything we do. We will continue to raise the bar for everyone. The great fun here will be for all of us to discover just how good we can really be.

9. Lessons learned – 7 key elements Leadership Process Safety Management Real and dynamic risk assessment Robust management of change Sustainability Well trained and competent people A learning organisation

10. Incident Reality Ideal Hazard Swiss Cheese Model of Defence

11. Health and Safety Executive Health and Safety Executive Incident Hazard

12. Process safety indicators What can go wrong? Where within the facility will these challenges to integrity be most critical? What systems are in place to manage those challenges? What does success look like? What are the critical activities which must work right to deliver the intended outcome? HSE publication HSG254