BP has kept the Competent Authority informed of the strategy to move the Complex to world leading performance in safety, availability and reliability. The following summary of the actions that have been taken has been provided by BP.
The significant set of actions identified by the incident investigations undertaken by both the Competent Authority and BP, and the BP Task Force, have been followed by a clear strategy and set of priorities aimed at continuing and sustaining improvement in the management of health, safety and the environment at the BP Grangemouth Complex. The clear aim was to deliver a step change in health, safety and environmental performance, and to build stakeholder confidence in the Complex’s ability to deliver in the future. The programme extends through to 2005, and key aspects are described here.
Concurrent with the BP Task Force, the site also conducted a review of its sustaining and health, safety and environmental capital programme and decided to increase overall spend to reduce key vulnerabilities. This included a programme to assess risk associated with corrosion under insulation (CUI), and programmes to assess major site infrastructure systems including "light ends" storage, tankage and power distribution.
The overall programme was reviewed and approved by the Complex Board during 2000.
Sustaining capital investment level is currently running at up to twice the level of benchmark sites in the industry, and will be maintained at a level required to meet the programme timescales.
During 2001, review of BP Grangemouth’s overall business performance identified the clear need for a significant intervention in order to secure the future viability of the site. This transformation programme, called "Securing a Future for Grangemouth", aimed to deliver a step change in business performance as measured by three fundamentals – safety, plant availability, and costs, thus establishing the foundation for delivering acceptable business performance in the future.
The transformation programme laid out a clear vision and set of business targets for the site, and addressed three fundamental areas – organisation, people, and business process. The driving themes for the transformation programme were mapped and aligned to the set of actions identified by the BP Task Force and provided a coherent strategy through which continued progress could be delivered beyond completion of the original BP Task Force action set. Internal independent audit confirmed completion of the original BP Task Force action set at the end of 2001, laying the foundation for subsequent follow-on improvements being embedded in the transformation programme.
During the first quarter of 2002, the health, safety and environmental strategy for the site was reviewed and refreshed. A simple vision was developed for "a Grangemouth where health, safety and the environment is integral to every business decision, and owned deep in the organisation". Two key strategic themes were developed. Firstly, to put clear, user friendly and site wide systems into place. Secondly, to use those systems successfully through effective leadership, deep involvement, and openness. Some systems would be new, others would reflect simplification and integration of existing systems. All however would fit in a recognised framework, provide clear accountabilities and set out clear standards.
The organisational design established at the outset of the "Securing a Future" programme provided the basis for consistency across all business streams on-site, and addressed a key theme identified by the BP Task Force. The fundamental design concept established clearly defined ownership and accountability for specific aspects of the site’s business: individual plant operation and availability; Complex wide optimisation; and Complex wide functional support. The organisation was built around four Availability Teams: Monomers; Polymers; Forties Pipeline System and Infrastructure; and the Oil Refinery. The design reintroduced front line supervision, after a period of several years when self-directed teams had been established in areas of the site.
Selection into the organisation against criteria including health, safety and environmental behaviours and technical competence, took place during December 2001 and January 2002. A rigorous management of change process was developed to ensure that the design was fully assessed for possible adverse impact on health, safety and environmental performance. The primary focus of this process was to address the safety critical aspects of the organisational change, including human factors. Integral to the management of change process was a simple competence assurance mechanism resulting in postholders in the new organisation having personal development plans delivered where necessary ahead of the individual taking up the new post.
Organisational networks have been established across key functions, which provide a vehicle for common standards of performance, continuous improvement and assurance.
Several key business processes have been introduced at site during the transformation programme, which fully align with and address key themes identified by the BP Task Force:
Fundamental to "Securing a Future" was transparency and relentless focus on the performance of the business, namely safety, availability, and cost performance. Clear targets were established and programmes developed to deliver improvement. Daily performance across a suite of business measures is tracked using a simple "Great Day" aggregate measure, forming the basis for day to day conversations about site performance. 90 day safety improvement plans have been introduced to drive safety performance improvement at a local level, deep in the organisation. These enable local ownership for tangible improvement action and the framework for quarter on quarter site level commitments which together have resulted in a step change in performance at site. A broader and balanced set of KPI’s has been developed to effect further improvement.
During 2002, a fully integrated internal audit programme was developed and piloted. Site wide implementation is underway in 2003. Set against the Grangemouth Management System, the programme fulfils audit requirements across a range of internal and external standards, enabling more effective assurance and governance at site level.
During the implementation of the transformation programme, the site Health, Safety and Environmental governance model was reviewed as part of the overall management of change process. The resulting governance model has two key governance bodies, the Central Health, Safety and Environmental Committee and the Process Safety Committee, working on behalf of the leadership team. Chaired by a Leadership Team member, these committees provide the vehicle through which site policy, strategy and standards are developed and set, and provide assurance that these are being met. Both site level committees have workforce representation and connection into the organisation through the peer groups. Within each availability area, local workplace Health, Safety and Environment committees and Process Safety committees provide local focus on delivery of continuous improvement.