BP Global

November 22 2012

Presentation to the Board of Directors

 Agenda
 Organizational Direction
 Situational Analysis
 Alternate Goals and Plans
 Goal and Plan Evaluation
 Goal and Plans Selection
 Implementation
 Conclusion
Organizational Direction
 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)
 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
Alternatives
 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
 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

 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.
Implementation
Monitor and Control
Monitor Control
 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.)
Planning….
Strategic Plan

Tactical Plan

Operational Plan

Contingency Plan
 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