Increasing operational and wells activity with two new drilling rigs; significant work on integrity management across offshore and onshore facilities; recruitment of over 200 new members of staff and a 40% change in upper and mid-level leadership over the past two years required BP Trinidad and Tobago (BPTT) to take very proactive steps to protect and embed its significantly improved safety performance.The company has also sought to re-energize its safety culture for the long term to help strengthen safety performance, partly in response to lagging indicators.

Initially improvement in BPTT's personal safety performance was recognized bythe BP Group in 2008 and this was expanded to focus on Process Safetyimprovement. Since that time the company's personal and process safetyperformance continues to be in the top quartile of the BP Upstream in 2012 after being in the fourth quartile up to 2005.

However, over the period of high activity and significant changes at all levels of leadership from late 2010, many safety leading indicators began to show trends of decline. Though not translated into serious injuries, accidents or significant loss of primary containment (LOPC) events, empirical data showed that without decisive action to arrest this decline, serious incidents could occur.

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