BP USES THE BASIC CULTURES AROUND TO PROCESS THEIR CONCERNS. THE FOLLOW STRICT GUIDELINES ON LEGAL CONCERNS & INFLUENCES, MAKE SURE THEY HOLD UP BEING ACCOUNTABLE TO THE COMMUNITIES. THEY FOLLOW THE BASIC PLANNING BY ORGANIZATIONAL PLANS, STRATEGIC PLANNING, TACTICAL PLANNING, OPERATIONAL PLANNING AND CONTINGENCY PLANNING.
(BP’s Chief Executive,2010) stated in a letter in regards to the oil spill that devastated the gulf coast, “ The explosion on the Deepwater Horizon oil platform and the consequent oil spill were terrible events that should never have happened”.(p. 2) Since the spill bp has come up with a new code of conduct that has the hopes to prevent this from happening ever again. Chief Executive Bob Dudley made this statement in reference to the new code of conduct. ” Effective 1 January 2012, the new BP Code of Conduct sets the standard we all work to. It is aligned with our values, group standards and legal requirements, and clarifies the ethics and compliance expectations for everyone who works at BP. The Code reflects a values-based approach, where rules are not stated explicitly and everyday business decisions will be guided by our values.”
Direct Quote from BP’s webpge @http://www.bp.com/en/global/corporate/about-bp/our-history/history-of-bp.html, shows where they have stuck to their guns, and follow thick rooted history that has passed through from generation to generation.
The deep water horizon explosion is what bp uses as a guideline of what not to do. They now use the influences such as employee safety, public safety, disaster, civil damages and penalties that could happen again in the event of another disaster and consider this to be a contribution to management decision making. BP ’ will however remain focused, all issues will be prioritized and handled accordingly. In the 2012 annual report, Dwayne Baraka, Business Support and Development Director for Business in the Community of bp gave the above list of how BP will handle legal concerns by matter of importance.
BP’s strategic, tactical, operational, and contingency planning has been under revisionment since the events on the Deep Water Horizon disaster. It appears that they are attempting to correct the previous wrongs and make a contingency plan that will make sure this does not happen again.
Kayla D. Cloud
bp’s 3 Organization methods
• Our Upstream segment is responsible for our activities in oil and natural gas
exploration, field development and production, and midstream
transportation, storage and processing
• Our Downstream segment is the product and service-led arm of BP, focused
on fuels, lubricants and petrochemicals
• Sustainable energy - sustainable business. We have a single aim - to
identify and grow low-carbon businesses in which we have core skills and
advantages and which can offer a material contribution to - and strategic fit
with - the growth agenda of BP. BP Alternative Energy may be focused on
the newest forms of fuel and power, but it draws on the traditional strengths
that BP has built up over a century of finding, producing and delivering
energy to its customers.
bp now focuses on preventing accidents of any kind.
Their new code of conduct is built solely around keeping
them from happening, with a contingency plan in place, in
the event of an emergency.
To be a trusted company, year after year, we need to
to a consistent and higher set of standards and follow
them in everything we do and say, every day, everywhere
we work. (chief executive, Bob Dudley, 2012 Code of Conduct Report)
bp’s goals and strategies
Considerable Actions to ensure accident
New Code of conduct & mission statements to ensure
the public that necessary precautions are being made
Implementing & following through with Policies &
Working & Understanding the Plans
In Service training for employees
Community awareness seminars for the public
Faster Response times
Handling situations, not avoiding them
Giving correct, precise & honest Information