3. What We’ll Cover Today
Organization methods
The history behind the organization
Goals and strategies
Organizational plans
Strategic
Tactical
Operational
Contingency
How we handle concerns or issues
Community Awareness
Questions and answers
4. 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.
6. Goals & strategies
Our organization 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 work 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)
8. Strategic Planning
Environmentally friendly
Considerable Actions to
ensure accident
New code of conduct &
mission statements to
ensure the public that
necessary precautions are
being made this time
10. Operational Planning
Implementing & following through with policies & procedures.
Working & understanding the Plans
Continuing Education
In Service training for employees
Community awareness seminars for the public
11. Contingency Planning
Faster Response times
Handling situations, not avoiding them
Giving correct, precise & honest
Information
13. Community Awareness
Safe working environment
On site core value
Providing positive results
Effective planning
Efforts put back into the community
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.
Direct Quote from BP’s website @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.
(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.”
BP’s strategic, tactical, operational, and contingency planning has been under revision 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.
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.
