1. Home
  2. Community
  3. Safety
Our focus is on safe, reliable and compliant operations. Protecting our people and plant while delivering excellent performance is a key priority

Employees at the site

Managing safety

We continue to apply our operating management (OMS) system to govern our operations and drive safe and reliable performance

As part of our ongoing work to achieve conformance with OMS requirements, we undertake self-verification activities to check our performance against each system requirement.


We put plans in place to maintain conformance to standards, with the aim of reducing risk and deliver sustainably safe performance.


Our commitment to no accidents, no harm to people and no damage to the environment remains unchanged as a business priority.


Ensuring the safety of our processes


In addition to personal safety, we focus on maintaining the integrity of our operating systems and processes by applying good design principles, engineering and operating and maintenance practices process safety.


We outline key process safety risks within site induction and encourage people to report process safety incidents.


We have a range of monthly reviews of different aspects of process safety, such as operational risk assessments and reviews of conformance with standard operating procedures and safe systems of work.


At monthly management meetings led by engineering and technical professionals, we review key process safety and integrity management performance indicators.


Many of these are ‘leading’ indicators which give an indication of the strength of our controls. We report, record and monitor minor leaks or spills to help us improve performance and try to minimize the risk of more serious incidents.



Safety performance and learning from incidents

We investigate every incident to identify contributing factors and causes so that we can take the actions to stop it from happening again.


We continue to encourage our employees and our contractors to report near misses.


In addition to learning from near miss reporting, we conduct monthly reviews of incidents and quarterly reviews of trends with operations, maintenance, project, engineering and HSE leaders.


We analyze immediate and system causes, identify focus areas, agree and implement improvement actions.


We continued to carry out regular awareness campaigns for BP employees and contractors based on lessons learned and covering important safety topics, such as risks from: high potential consequence incidents, snakes, heat, cold, ice, icicles, fire, slips, trips and falls, finger injuries, barriers, lifting, normally occurring radioactive materials, safe driving, and carbon monoxide.


Our focus is on safe, reliable and compliant operations. Protecting our people and plant while delivering excellent performance is a key priority.


Assessing, prioritizing and managing risk.


In accordance with BP group requirements, we systematically review major risks and update a risk register annually. Quarterly, we bring together our leadership team and specialists from operations, maintenance, projects, HSE, engineering and pipeline technical authorities to review risk scenarios, protective risk barriers, potential impact, and agree actions plan based on prioritization.


The BP Georgia risk assessment feeds into wider risk assessments covering operations in Georgia and Azerbaijan.


Our goal is to continuously improve prevention barriers and mitigation measures to maintain effective risk identification, prevention and management.


Maintaining a safe work environment


We carry out a range of self-verification activities to make sure that personal safety is not being compromised.


These include checks on day-to-day work covering tasks such as lifting, working at heights, electrical equipment testing, confined space entry, hot work, energy isolation, excavation, scaffolding and the use of personal protective equipment.

Our health and safety site leads have the role of advising operations on how to continuously improve performance, conducting self-verification activities and inspections and supporting OMS conformance.


On a daily basis they focus and process safety related tasks and oversee contractors’ activities. They participate in and review Control of Work risk assessments to ensure that hazards are identified and adequately addressed.


They also participate in incident investigations to determine root causes and develop corrective actions, coordinate emergency exercises, facilitate and lead safety meetings and HSE awareness campaigns.




Control of Work


Wherever BP operates, systematic implementation of the group’s Control of Work practice is a must for BP employees and contractors.


Control of Work requires that all work activities are planned well in advance and delivered by competent people. Task related risks must be assessed and managed, and the work controlled and executed under permit.

Most importantly, control of work obliges everyone to stop unsafe work. Its processes provide a work environment that allows tasks to be completed safely and without unplanned loss of containment, which could damage the environment, plant or equipment.

Crisis management

Crisis and continuity management planning is essential if we are to keep our people safe, respond effectively to emergencies and avoid potentially severe disruptions in our operations.

In addition to routine monitoring, we identify potential crisis and continuity risks annually. We also carry out regular exercises to test the preparedness of our teams.

We continuously seek to improve our crisis and continuity management, oil spill response and fire-fighting capability. This requires clear organization and plans, good quality response resources, and well-trained personnel.


We carried out more than 100 emergency response exercises, involving a range of scenarios and different response teams. We trained and assured the competency of on scene commanders and identified and trained a new members of the incident management team.


Following months of planning and discussion, we facilitated a full-day emergency response exercises during which the Georgia and Azerbaijan government deployed their own human and physical resources.


It involved the entire BP regional crisis management system, with the participation of the BP Georgia incident management, site response, country support and business support teams.


The scenario was an earthquake which affected the pipeline, causing an oil spill, as well as damage to other national


We also took part in a national-scale exercise offshore in the Black Sea in cooperation with the national Maritime Transport Agency (MTA) and other port operators.