Human Performance and Risk Management at BP
Report compiled with interviews and insights from Hugo Ashkar, Global Risk Manager and Diane Chadwick-Jones, Director of Human Performance at BP
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Truly understanding the connection between human performance and operational risk allows organisations operating in hazardous industries to better understand why errors occur and help them to manage and mitigate the severity of those errors. In addition to preventing incidents, the tools of Human Performance can be leveraged to drive continuous improvement, increase productivity, identify operational efficiencies and drastically improve business performance. BP – one of the worlds largest companies with close to 100,000 employees– is taking an innovative approach to driving operational excellence and risk management using the principles of human performance and operational risk management.
We sat down with BP’s Hugo Ashkar, Global Risk Manager and Diane Chadwick-Jones, Director of Human Performance. In this exclusive case study, we look at the work that BP is doing to create a Human Performance Framework within the organisation as well as
how the company views the relationship between Human Performance and Operational Risk Management.
Hugo and Diane answer the questions:
- What do the current learnings of recent incidents tell us?
- How can we merge safety rules with industry practices for better alignment, and thus expand our learning base?
- What can we learn from our project risk management efforts?
