BP: Putting Profits Before Safety?
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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
"What BP experienced was a perfect storm, where aging infrastructure, overzealous cost-cutting, inadequate design and risk-blindness, all converged."1
- Carolyn Merritt, Chairman of the U.S. Chemical Safety and Hazard Investigation Board,2 in 2006.
"Based on its review, the Panel believes that BP has not provided effective process safety leadership and has not adequately established process safety as a core value across all its five U.S. refineries. While BP has an aspirational goal of "no accidents, no harm to people,"BP has not provided effective leadership in making certain its management and U.S. refining workforce understand what is expected of them regarding process safety performance."3
- The Report of the BP US Refineries Independent Safety Review Panel, January 2007.
"We will use this report to enhance and continue the substantial effort already underway to improve safety culture and process safety management at our facilities... I intend to ensure BP becomes an industry leader in process safety management and performance."4 5 6
- Lord John Browne, CEO, BP Plc., in January 2007.
Bp - Green or Mean?
CSB said that BP might have endangered its workers by compromising on process safety and because of its emphasis on cost cutting.
1] "Cost-cutting led to BP Refinery Fire, Report
Concludes,"www.pbs.org, November 01, 2006.
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