4. Organizational Direction
We strive to be a safety leader in our industry, a world-class operator, a
responsible corporate citizen and a great employer.
We are working to enhance safety and risk management, earn back trust and
grow value.
Keeping a relentless focus on safety is a top priority for us.
Good management of risk helps to protect the people at the frontline, the places
in which we operate and the value we create.
We understand that operating in politically-complex regions and technically-
demanding geographies, such as deep water and oil sands, requires particular
sensitivity to local environments.
We continue to enhance our systems, processes and standards, including how
we manage contractors. ("Bp", 2012)
5. Situational Analysis
Mitigate and eliminate situations that put the company
at risk
Goal transparency is key to building trust and
relationships
Simplify goals so interpretations are clear
Have a broader presence in the communities we serve
Communicating is key to building trust and relationships
7. Alternatives
Mistrust by the community
Lack of generated revenue
Increased injuries to our team
Lack of knowledge regarding BP
Misperceptions regarding BP
Possible increase revenue by the competition
8. Goals
Recognize potential for our presence to impact the lives of
indigenous communities
Sensitivity to community displacement as a result of our
company projects
Complete Revenue transparency with governments, non-
governmental organizations and international agencies
Manage environmental sensitivities and the potential impacts
on communities
Create a culture of Safety
9. Oversight
Day-to-day risk identification and management occurs in
the group operations and functions, with the approach
varying according to the types of risk we face.
Oversight and governance occurs at board, executive
and function levels to help foster effective group-wide
oversight, business planning and resource allocation,
intervention and knowledge sharing.
12. Realizing the Opportunity
Production
Increasing potential to sustain growth to 2020
Efficiency
Projects: improve capital efficiency
Drilling: close gap to best well in each basin
Production costs: maintain momentum
Refining and Marketing
Safety is key
Be a Pillar in the community
Costs: return to below 2004 levels
Continue production to keep costs low
Refining: targeting break-even in similar environment to 2009 ("Bp", N.D.)
14. References
BP. (2012). Retrieved from
http://www.bp.com/sectiongenericarticle800.do?
categoryId=9036153&contentId=7066889
BP. (N.D.). Retrieved from
http://www.bp.com/liveassets/bp_internet/globalbp/ST
AGING/global_assets/downloads/I/IC_bp_strategy_pres
entation_march_2010_slides.pdf
Notas do Editor
Let’s review the agenda and go over what will be covered today….Please feel free to interrupt me if you have any questions about what will be covered today.
Let’s talk about the direction of BP….
The direction of the BP continues is that we want to capitalize on our strengths. Leader in the industry Enhance safety and risk In areas where we have fell short, be vigilant to earn our trust back Provide good, strong leadership and management Be an asset in the communities we operate Understand the politics of the communities we serve Continue to develop our systems including contractors (This is BP’s Strategic Focus)
Focus on safety at all times Be clear and deliberate in our communications Let’s not be too complicated in delivering our goals Identify where we want to have a presence in the communities we function Keep clear and consistent communication
In this case the alternatives that I have laid out are not really “Alternatives” that we realistically want to consider, but let’s review them anyway….
Alternatives to what I have laid out are: Mistrust by the community Lack of generated revenue Increased injuries to our team Lack of knowledge regarding BP Misperceptions regarding BP Possible increase revenue by the competition This is not the direction we are striving for and In this industry cost competition is only half the battle. We have to set ourselves apart from others in the energy field.
The following are a summary of our BP goals that ultimately effect how we function as a team, operate in communities and how we do business.
Depending on the nature of the issue, management and leadership will convey to the board as necessary.
Communication is essential in all that we do, every step of the way.
Performing safety checks and tightly monitoring issues before an incident arises help BP stay ahead of potential hazards. When situations do arise it’s very important they we are controlling the situation to eliminate further risk.
This is the vision and where we have to be in 2020 in order to keep BP flourishing…..
Strategic plan as stated earlier: We strive to be a safety leader in our industry, a world-class operator, a good corporate citizen and a great employer. We are working to enhance safety and risk management tearn back to trust and grow value. Tactical Plan: Our first priority is to keep a relentless focus on safety. Good management of risk serves to protect the people at the front line, the places in which we operate and the value we create. Operational: We are working to become a simpler business, with a clear focus on what we do best. Our distinctive capabilities include exploration, deepwater, giant fields, natural gas, downstream, technologies and relationships. Contingency Plans: BP devises contingency plans for its proposed drilling in preparation for a possible deep-water accident.
