Analysis Of British Petroleum Essay

Analysis of British Petroleum Essay
Analysis of British Petroleum
British Petroleum Company PLC
Public Company
Incorporated: 19909 as Anglo–Persian Oil Company
Employees: 118,050
Sales: £41.71 billion (US$80.51 billion)
Stock Exchanges: London, New York, Toronto, Tokyo, Paris, Zurich, Amsterdam, Frankfurt
Company History
British Petroleum (BP) is one of the worlds leading oil companies, and one of the United Kingdoms
largest corporations. The company, which was the pioneer of the Middle Eastern oil industry, having
discovered oil in Iran before World War I, is now engaged in all aspects of oil exploration,
production, refining, transportation, and marketing. It has significant interest in chemicals ... Show
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Later renamed as British Petroleum, the company's name was shortened to BP to reflect a
continuing global expansion. Over the years, BP made many important discoveries, including fields
in the North Sea near Scotland and at Prudhoe Bayin Alaska.
BP LogoAmoco
Amoco began its life as a part of John D. Rockefeller's powerful Standard Oil Trust. Incorporated in
1889 as the Standard Oil Company (Indiana), the company's first challenge was to build a refinery
in Whiting, Indiana, specially designed to handle high–sulphur crude oil from a field near Lima,
Ohio.
In 1912, a year after dissolution of the Rockefeller Trust, company scientist William Burton and his
colleague, Robert Humphreys, received a patent for the thermal cracking process that doubled the
yield of gasoline from a barrel of crude oil, while also boosting its octane rating. Headquartered in
Chicago, Illinois, Standard Oil of Indiana remained the company's name until April of 1985 when it

became Amoco, reflecting a growing international presence.
Arco
The oldest of the four companies, ARCO was founded in Philadelphia in 1866 as the Atlantic
Petroleum Storage Company. At the time, Atlantic's business was simply to store and ship crude and
refined oils. In 1870 the company built a refinery that could process 3,000 barrels a day, a record for
that time. Only four
... Get more on HelpWriting.net ...

Bp (Oil and Chemical Company) and Its E-Commerce Arm
"A report on BP (Oil and Chemical company) and its E–commerce Arm"
____________________________________________________________
__________________________________ Introduction to BP Several questions arise if we are
given the possibility that an oil exploring company wants to use e–commerce for its B2B and B2C
operations. These open–ended questions are well replied to by BP's 'digital business program' which
has been globally recognized for its present and future initiatives. Before we critically analyze BP's
e–commerce operations I would like to briefly outline BP's position in the world market. BP Amoco
(now known as BP) is one of the largest most integrated oil companies in the world. Operating in
more than 100 counties, in six ... Show more content on Helpwriting.net ...
BP also extended its membership to Shell and Brown and Root who joined in the network to assist
one another and effectively benefit from cost reduction and knowledge management. Infact during a
recent development of the Andrew oil field in the North Sea, BP used the VPN to pass on lessons on
the project in real time. This network helped BP and its suppliers and contractors to radically cut
costs and time of the project. BP in Alaska and Colombia also used similar techniques. The benefits
to their eBusiness operation from the use of VPN are easy to measure: 1. A huge reduction in time
consumption to solve problems as a result of interaction between land based drilling engineers and
offshore rig crews. 2. A decrease in the number of helicopter trips to offshore oil platforms. 3. A
reduction in rework due to better collaboration. 4. The avoidance of a refinery shutdown because
experts working elsewhere could assist in eradicating the problem. These are the internal benefits
which boost BP's eBusiness strategy and strengthen the internal structure of the company. BP's
eBusiness strategy BP developed an 'eBusiness Strategic Intent'. It was based on the use of
eBusiness tools in an ad hoc manner to a degree that would benefit both employees and the
stockholders. A proactive change was not considered revolutionary unless the real forces of such
technology gave way to new business models and

BPAmoco Case Group 1 AM Edits
BP/Amoco Merger Case
Group 1
Keshavaraja Alive
Stephen Felkins
Therese Jackson
Andrea Marrical
Eric Weiss
Executive Summary
Prior to the merger between BP and Amoco in 1998, both companies had very similar operating
characteristics and performance. Both companies engaged primarily in the same three businesses
and experienced close to the same percentages of revenue and percentages of operating income for
each of those businesses. A key difference however waswere that BP concentrated their operations
predominantly in the United Kingdom and other parts of Europe whereas Amoco concentrated their
operations heavily in the United States. Furthermore, before 1992, BP experienced drastically
declining ... Show more content on Helpwriting.net ...
Again similar to exploration and production, Amoco operated solely in the United States. Both BP
and Amoco had a very large number of retail outlets in which the companies sold petroleum
products to, 8,200 and 9,300 outlets respectively. However, uUnlike exploration and production
activities however, refining and marketing activities accounted for a large percentage of revenues,
81 and 63 percent respectively, but only a small percentage of company operating income, 21 and
19 percent respectively. Realizing that this segment was not very profitable in comparison to
exploration and production, BP made the decision to reduce its interests in refining and marketing.
The third business that both BP and Amoco separately engaged in prior to the merger was the
production of petrochemicals. BP had operations for this segment more widespread than the others
and distributed to over 60 countries. Amoco, on the other hand, concentrated heavily in the United
States staying consistent with the other two businesses. Revenue percentages for petrochemicals
were very low for both companies, but operating income percentages were as well; 7 and 11 percent
respectively for BP and 16 and 16 percent respectively for Amoco. There are a few differences in
the pre–merger incentive programs for executives at BP and Amoco. Prior to the merger, the
compensation of Amoco executives was much

BPAmoco Case Essay
1. In a defined–contribution (DC) pension plan, the employee or employer, or both, make regular
contributions to the plan. In the US, employees typically set aside a predetermined percentage of
their earnings which is deposited to the plan and the employer will match that contribution.
Ultimately, the amount of money available to the individual upon retirement is determined by the
performance of their investments. Each employee retains the option to choose how to diversify their
investments, while the employer will typically provide a "default allocation" option. The options
available are generally very varied, and includes a number of index funds and actively managed
mutual funds. In a defined–benefit (DB) pension plan, the retiree is ... Show more content on
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To reduce brokerage fees, this fund aggregated all investment activity by plan participants on a daily
basis, matching buying and selling activity. Participants could trade the company stock fund on any
business day, but limited to only twice a month. In 1998, Amoco DC plan assets were valued at $5.1
billion. 55.5% of the assets were invested in company stock. The rest of the assets were invested in
equity index funds and the money market fund. The plan had 27,290 participants with an average of
$186,000 per participant, and contributions of about $4,182 per year from each one of them. The
company matched contributions up to 7% of pay. BP America had a different defined contribution
plan. The company offered employees the opportunity to buy shares of company stock, invest in a
stable income fund managed internally and seven public mutual funds. The mutual funds included
three active funds on US equities, one active fund on international equities, two active balanced
funds that invested on bonds and stocks, and one index fund. Plan assets were valued at $2 billion,
and the plan had 12,892 participants, making it smaller to Amoco's. In contrast to Amoco's plan,
only 16% of the assets were invested in company stock, and 51% of the assets were invested in the
stable income fund. The rest of the assets were invested mostly in one of the equity funds. Each
participant on average had assets of $156,800 in the plan, and made annual contributions of about

The Texas City Oil Refinery Explosion
In 1908, BP was founded under the name Anglo–Persian Oil Company. In 1954 they changed their
name to British Petroleum and merged with Amoco in 1998. (BP Public Website, 2010) "The Texas
City Refinery is BP's largest and most complex oil refinery... It was owned and operated by Amoco
prior to the merger of BP and Amoco." (Michael P. Broadribb, 2006) Throughout their history, there
have been a number of accidents that have been caused by negligence and disregard of safety
precautions. Unfortunately many lives have been cut short or seriously injured as a result. My
research will focus on the 2005 Texas City Oil Refinery Explosion. I will attempt to look into the
ethical implications that surrounded this disaster before and after the event and suggest what BP
could have done to prevent the incident then and in the future.
What Happened?
"On March 23, 2005, at 1:20 pm, the BP Texas City Refinery suffered one of the worst industrial
disasters in recent U.S. history. Explosions and fires killed 15 people and injured another 180,
alarmed the community, and resulted in financial losses exceeding $1.5 billion." (U.S. Chemical
Safety and Hazard Investigation Board, 2007) There are many small and big decisions and
oversights that led to the incident. Underneath all the specific actions or inaction is a blatant
disregard for addressing safety violations and procedures that had been pointed out to BP even years
before this event. The use of outdated equipment and budget cuts also

Burton Walker Case Study
Burton accessed Law books while incarcerated and started filing his own legal motions, writing
hundreds of letters proclaiming his innocence to elected officials. Burton obtained several affidavits
from Simmons acquaintances who confirmed Simmons had admitted his perjury to them. In 2008,
Centurion Ministries began investigating Darryl's conviction, after this evidence investigators tried
to located Walker however, could not interview Walker due to his death occurring in November
1996. Burton's investigators tracked down Walker's friend, Daniel Pennington who was drinking
outside of another friend's house near the Amoco station during the time of Ball's murder. It was
confirmed that Walker could of not identify the shooter since where they were standing, the
shooting could not be seen and the fact that he had poor eyesight and never wore his glasses while
drinking confirmed that he would have not been able to see the shooter due to different factors not
being in his favor. ... Show more content on Helpwriting.net ...
Investigators located Jennifer Shaw, a woman who was present during the Amaco shooting, Shaw
told investigators she knew Burtons and, had seen the shooting however that she did not know the
identity of the shooter, Shaw also mentioned she would have testified if contacted. Investigators
gathered evidence that pointed to the actual shooter who was a man by the name of Jesse Watson,
who is deceased but had allegedly feuding with Ball and vowed to murder him due to a drug turf
war between

3.6 Amoco Company Equation For Sk Z Factor Chart
3.6 Amoco Company Equation for SK Z–Factor Chart Amoco Company uses the Hall and
Yarborough z–factor determination method And can be defined as follows: Ζ=[(0.06125P〖ρr〗
^t)/Y]EXP[–1.2(1–t)^2 ] 2.3.7 Gopal Best–Fit Equation for SK Z–Factor Chart: Gopal's correlation
for z–factor estimation was developed by dividing the Standing–Katz chart into two parts by
drawing a line isobarically for PR up to 5.4. For various Tr values, several z–factor values were
tabulated isobarically for Pr up to 5.4 because, for any PR,, the z–factor values show a uniform
trend. His objective was to come up with two no iterative equations, one for Pr less than or equal to
5.4, and the other for Pr greater than 5.4. To describe the chart accurately, the chart was further
divided into 12 parts24. A general equation was developed and is of the form: The values of
constants A, B, C, and D for various combinations of PR and TR are available in the reference33.
For Pr greater than 5.4, harmonic equations are suggested to be a good fit. 2.3.8 Shell Oil Company
Equation for Z–Factor Chart Z=ZA+ZB× Pρr+(1–ZA)×EXP(–ZG)–ZF×(Pρr/10)^4 2.3.9
Corresponding States Prediction Methods The theory of Corresponding States proposes that all
gases will exhibit the same behaviour, e.g. z–factor, when viewed in terms of reduced pressure,
reduced volume, and reduced temperature. 2.3.10 Equations of State Prediction Methods Cubic
equations of state (EOS's) are simple equations relating

British Petroleum: Safety versus Profit
British Petroleum put a monopoly on the oil production in America and consequently neglected to
place the environment and the well being of their own workers to their top priorities, therefore
people need to know that BP is more focused on profit than safety. Also people need to be aware
that there are more safer alternatives for energy than oil. There has been three separate occasions
where BP has purposely overlooked there infrastructure, as well as their inspections and the
maintenance of their employee's well being. Even though taking crude oil businesses such as BP out
of the picture when it comes to sources of energy would take out certain jobs and effect the
economic recovery, there are alternatives to oil that will provide better jobs, a cleaner environment,
and a standard of business that would positively stimulate the economy. The first unheeded incident
with BP was the explosion at the Texas city refinery, which was purchased knowing how old and
how much improvement was needed. The refinery was built in 1934 and up until then accident it
was in very poor condition. The refinery BP purchased was formally known as Amoco and was
twelve hundred acres in size. Even before BP took control of the refinery it was host to rotted out
columns, structures that were immense in rust problems with no protection of corrosion, and blow
down drums that were primitive compared to todays technology. When Amoco was owner of this
refinery, they all ready wanted to make improvements

British Petroleum ( Bp )
BP is a British multinational oil and gas company; whose headquarters is on London. BP developed
its reach in America by buying up companies like Standard Oil of Ohio, ARCO and Amoco
(Tharoor). "Twenty years ago, BP was nothing like the powerful multinational corporation it is
today" (PBS: Frontline). BP became this powerful company by using an ideology known as "run to
failure." In other words, use things until they break in order to save money (PBS: Frontline). Over
the years, many oil companies have faced legal problems regarding the meeting of environmental
standards, most notably was British Petroleum (BP). In recent memory, British Petroleum (BP) has
been facing troubles year in and year out. In 2005, an explosion in Texas City ... Show more content
on Helpwriting.net ...
It brought BP a lot of assets" (PBS: Frontline). The BP refinery in Texas City extends over "two
square miles on the outskirts of Galveston" (Schorn). The BP refinery in Texas City is the third
largest refinery in the United States. The Texas City refinery had been known to have significant
problems and was known to be a dangerous place to work. In other words the refinery was falling
apart (PBS: Frontline). On March 23, 2005, 15 people were killed and 170 were injured in an
explosion at BP's Texas City refinery (Schorn). "It was the worst workplace accident in this country
since 1989" (Schorn). BP, like Amoco, considered replacing an antiquated blowdown drum used to
collect gasoline. However, BP decided to bank a saving of $150,000 and just repair the blowdown
drum, because "capital expenditure was very tight" (Schorn). According to many experts, this
savings was the direct cause of the 2005 explosion. On March 23, 2005, BP employees began
restarting a unit that had been down for repairs. The blowdown drum began to fill with gasoline, but
it overflowed and sent a geyser of gasoline into the air (PBS: Frontline). The cloud of gas created
from the drum was ignited by an idle truck. The blast that followed destroyed several office trailers
full of workers parked nearby (Schorn). After the blast, several investigations were performed by
Chemical Safety Board and Secretary of State James Baker to discover the cause of the explosion.
The investigation

MW corp Essay
Draft
MW Petroleum Corporation (A)
Background:
In late 1990, the group of Amoco Corporation and Apache Corporation had begun talking regarding
the possible acquisition of MW Petroleum from Amoco to Apache. MW Petroleum Corporation is a
wholly owned subsidiary of Amoco Corporation which has its own reserves, management team and
with full ownership in geologic and engineering data. MW Petroleum, a free–standing exploration
company that was even as large as some of independent oil companies. It operated exploration and
development for well, approximately working interests in 9,500 wells in 300 production areas. The
growth of MW was very attractive to the other investors, which company grows 30% per year since
mid–1980s, due to large ... Show more content on Helpwriting.net ...
The intention of the company to review its assets with an eye toward selling properties or business
lines that did not meet its long–term objectives. The demand for company's products was in slow
pace and oil and gas prices low. Apaches objective was to expand and rationalize their properties.
Adhering to their strategy of growth was to develop and acquire oil and gas reserves. They are
aiming to double their reserves in the future. This investment can lead them increase their asset and
investors. Apache's believed that achieving high profit could be realized by acquiring marginal
properties and operating well with expertise. Therefore, the deal was likely to be a win–win
situation for both parties, if they could reach a reasonable price to accept.
Between the two companies, the MW Corporation was more valuable to the Apache, because it
would give benefit to them to have expand their properties and generate income, unlike if it remains
with the Amoco that it would be part of the least profitable properties. The Apache's main source of
value was to expand and diverse their asset base while the Amoco's main source of value was to
limit their cost, and eliminate the business with a less profitable.
Structure and execute a DCF valuation of all the MW reserves. How much are the reserves worth?
Is your estimate more likely to be biased high or low? What are the sources of bias?
DCF valuation was popular method used in valuing a company,

MW PETROLEUM Essay
TITLE: MW Petroleum Corporation: A Valuation Approach on Real Assets
ABSTRACTOR SUMMARY
Valuation is the estimation of an asset's value, whether real or financial, based on variables
perceived to be related to future investment returns, on comparison with similar assets, or, when
relevant, on estimates of immediate liquidation proceeds (Pinto, Henry, Robinson, Stowe; 2010).
Correct valuation of real assets can present challenges to financial analysts. Different models can be
used to arrive at the closest estimate of value and yet certain issues will always arise.
This case attempts to tackle two approaches in real asset valuation: Discounted Cash Flow (DCF)
analysis and the issues surrounding such, as well as the Black–Scholes ... Show more content on
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Amoco is already at the mature stage, and its current strategy is aimed at divestment (major
restructuring to better focus on its core businesses) – MW properties no longer form part of such
core businesses. Amoco is merely interested in selling MW for a profit, where as Apache sees it as
an opportunity for growth and geographic diversification, to add further stability to the company,
and to increase its reserves. Furthermore, Apache's revenues are highly dependent on natural gas
(current portfolio has an oil–gas ratio of 20–80), and with the increased volatility in natural gas
prices, Apache would benefit from acquiring properties with a large concentration of non–gas assets.
2. Structure and execute a DCF valuation of all the MW reserves. How much are the reserves
worth? Is your estimate more likely to be biased high or low? What are the sources of bias?
At first, WACC and CAPM was attempted to be used as a source of cost of capital. However, for
WACC, there is no available proportion of debt and cost of debt for MW. For CAPM, no available
data seems to support the acceptable

Humorous Wedding Speech: Eulogy For Father's Funeral
Good morning,
Before I begin, on behalf of my family, I would just like to extend our deepest thanks for the
tremendous outpouring of love and support we've received from all of you over the last few days. I
am personally grateful for all of you being here today
Today we gather in mourning, but also in gratitude. We mourn my father's death but we are grateful
for his life. In his life, he was a joyful and energizing presence that was easy to be infected by. His
sole purpose in life was to provide for his family and pass on the lessons of life to all.
My father was the symbol of selfless service. He placed the welfare of his family before anything. It
was always larger than just one person. The basic building blocks of the commitment to his family
always endured, and he always looked a little closer to ... Show more content on Helpwriting.net ...
We both are Eagle Scouts thanks to Dad and his unique way of support and help. Through all the
summer camps, jamborees, Minnesota canon excursions and Philmont hiking expeditions, he
explored the wilderness with us as he watched us grow.
Dad was always loyal in his dealings with others. In his time at Amoco Oil and Cater Petroleum, he
always showed faith and allegiance to his customers. In service to his country he completed it
faithfully and without thought of recognition or gain.
My father was an avid sports fan. He spent a lot of time out at Arrowhead Stadium not to mention
the Little League baseball field. He was also a great teacher that explained the why taking a charge
in basketball paid dividends or teaching me the lessons of keeping my eye on the ball.
In times like these, there is a temptation to canonize his memory; however, there is no need to do so.
He stood tall enough with the unique qualities as a father, brother, and husband with no need to be
seen as a saint. His joy for life transmitted wherever he was because of his boundless energy and
total commitment to family and

Burton Case Study
On the night of June 4,1989 in St. Louis Missouri. Daryl Burton was accused of the murder of
Donald Ball, who was shot in the parking lot of Amoco gas station in St. Louis while filling up his
gas tank. It was stated that the gunman chased Ball around the parking lot and shot him several
times before fleeing the scene. Ultimately authorities arrested Burton and, the state charged him
with capital murder and armed criminal action, the only evidence implicating Burton to the crime
was two eyewitnesses; Claudex Simmons and Eddie Walker, whom testified against Burton
identifying him as the gunman. Simmons testimony changed and was inconsistent with statements
in police reports during the investigation. It was stated that Simmons testimony was

The Problem Of Engineering Project
In this planet nothing is perfect. Every engineering project deals with many challenges and issues. It
is a very risky business. Every engineer's goal is to create or build something, according to rules and
guidelines, to work properly without any failures. But the reality is we are in the world nobody is
and nothing is perfect. That is the nature of the life on earth. There are many disasters happens in the
planet over the years, some are natural disaster like earthquake, volcano and floods. On the other
hand, man–made disasters like nuclear leaks, chemical or oil spill over and structural collapse.
Engineering disaster defines as when a system designed or created by engineer's stop working.
Means that the system did not reach the optimum ... Show more content on Helpwriting.net ...
Therefore, engineers and future engineers should be responsible for their actions so they can make
this place a safe place to live.
1.1 Background Over the years there many engineering disasters occurred in the planet. An
American owned Spanish made, Amoco Cadiz oil tanker, crashed off the rocky coast of Brittany,
France on the morning of March 16th, 1978 (Neil Schlager, 2008). When the tanker hits the rocks it
poured around 220,000 tons of crude oil in to the beaches and to the surroundings, making the worst
oil tanker disaster in the planet at that time (Neil Schlager, 2008). It still stands the fifth largest
worst oil spill disaster in the world (Neil Schlager, 2008). At the beginning of the investigation it
revealed that faulty design and very poor careless maintenance of the steering system was the main
cause of the disaster (Neil Schlager, 2008). In the early February of 1976 the tanker Amoco Cadiz is
loaded with 121,160 tons of Light crude oil from Ras Tanara, Saudi Arabia and several days after it
was loaded with 98,640 tons of Light crude oil at Kharg Island, Iran (Neil Schlager, 2008). The
vessel is almost nearing the six week journey form Persian Gulf to Rotterdam, Netherlands via the
southern tip of Africa (Neil Schlager, 2008). The Standard oil of Indiana is the parent company who
hired the Amoco Cadiz transport company to transport crude oil between Mediterranean

Bp Amoco
9–201–054 REV : M A Y 4, 2010 B ENJA M IN E ST Y M ICHA EL K A NE BP Amoco (A):
Policy Statement on the Use of Project Finance As two of the largest oil and gas firms in the world,
The British Petroleum Company p.l.c. (BP) and Amoco Corporation (Amoco) had a long history of
competitive encounters. This rivalry continued into the 1990s in a variety of locations ranging from
the United States to the North Sea to, more recently, the Caspian Sea–a region that had opened up to
exploration by Western oil companies following the breakup of the Soviet Union in 1991. In
describing this rivalry, one analyst wrote: Azerbaijan was an early battleground for BP and Amoco
as these two companies competed for the oil riches of this newly ... Show more content on
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The BP/Amoco Merger The British Petroleum Company p.l.c. BP wa s the largest company in the
United Kingdom and the third largest publicly held oil and gas company in the world. It had 56,000
employees, activities in more than 70 countries, and three principal lines of businesses: crude oil
and natural gas exploration and production (E&P), refining and marketing (R&M), and
petrochemical production. Its principal producing or "upstream" assets were oil and gas fields in the
North Sea and on Alaska's North Slope, where it had been a leader in the development of the
Prudhoe Bay oil field and the construction of the Trans Alaska Pipeline. BP's refining and marketing
operations, the "downstream" assets, consisted of refineries, service stations, transportation and
storage facilities, most of which were located in the United Kingdom, United States, and Europe.
Besides oil and gas, BP was also a leading chemical producer with several proprietary technologies
such as processes for making polyethylene and acetyls. Sir John Browne, a 22–year veteran of the
company and former head of the E&P business, had been the group chief executive since 1995. In
1997, BP earned $4.1 billion on revenues of $71.3 billion and assets of $54.6 billion (Exhibits 1 and
2 include summaries of BP's financial statements.) Adjusted for exceptional items, exploration and
production, refining and marketing, and petrochemicals accounted for 68%, 21%, and 11%,
respectively, of consolidated 1997

Essay on The Evil of Capitalism
The Evil of Capitalism
An obsession of any kind is usually unhealthy, but obsession with money can destroy the soul. Karl
Marx believed that human activity is paralyzed by the capitalist system. To be sure, the all–
encompassing passion for wealth and power is unchristian, but is all capitalism evil? If the answer
were yes, then abandoning capitalism, with its central goal of profit, would seem to be an obvious
solution to the social ills of mankind. Of course, eliminating capitalism is not the answer. The fact is
that capitalism, based on free competition without deception or fraud, can lead to justly obtained
profits, while serving the common good.
Consider the entrepreneurs Eli Whitney, John Deere and Henry Ford, and the ... Show more content
The John Echlin Foundation, for example, is one major contributor to The Hospital of Saint
Raphael, in New Haven, Connecticut. Firms not only built and funded many hospitals and schools,
but they essentially created such national nonprofit organizations as the YMCA. Companies created
hospitals in areas where their employees lived, so future workforces would be healthy. They funded
community chests devoted to social, educational, and recreational amenities for employees, and
even gave money to employees' churches so that their spiritual needs would be met. Railroad
companies built a system of YMCAs to give itinerant employees a place to stay the night and get a
hot meal. These expenditures were relatively easy to defend to directors and shareholders, because
the connection between them and the profits of the business were clear. Amoco Foundation
executive director Patricia Wright put it, "anyone involved in the corporate world knows that it is
necessary to have a strong strategic link between charitable giving and the corporation's bottom
line" (Hood 20).
The nature of corporate giving has changed through the years. During the 1950s and 1960s outside
directors of foundations, made decisions on the basis of social and humanitarian issues, not
corporate goals. The Amoco Foundation had traditionally given money to a host of

Bp-Amoco Merger
Chapter–1
Company Profiles before Merger
1.1 British Petroleum Company
British Petroleum Company (BP) is a British multinational oil and gas company. It is the third–
largest energy company and fourth–largest company in the world. It is vertically integrated and
operates in all areas of the oil and gas industry, including exploration and production, refining,
distribution and marketing, petrochemicals, power generation and trading. It also has renewable
energy activities in biofuels and wind power. BP has operations in over 80 countries, produces
around 3.4 million barrels of oil equivalent per day and has around 21,800 service stations
worldwide.
BP at a glance: Industry | Oil and gas | Founded | 1909 | Type ... Show more content on
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Rockefeller.
Standard Oil of Indiana, as the company was officially known for many years, took shape in 1899.
Initially it consisted of a single facility outside Whiting, Indiana, which refined oil intro products
that people and business needed: axle grease for industrial machinery, paraffin wax for candles, and
kerosene for home lighting.
The company grew. By the early 1900s it was the leading provider of kerosene and gasoline in the
Midwest. Kerosene sales would eventually falter. But with car ownership booming across the
United States, demand for gasoline would only go up and up.
The first Amoco service station opened in Minneapolis, Minnesota, in 1912. Those were heady days
for the company. Rockefeller's Standard Oil Trust had been broken up the previous year, meaning
that Amoco had to stand on its own feet.
Two company scientists registered a patent for a process they had invented called thermal cracking.
It doubled the amount of gasoline that could be made from a barrel of oil and also boosted the
gasoline's octane rating. The process became standard practice in the refining industry, and it was
credited with averting a gasoline shortage during the First World War.
In the 1920s, the company decided to secure its own sources of crude oil. It established an
exploration and production business, Stanolind, with plans to look for oil mainly in the United
States. In 1930 Stanolind crews found what they

Petroleum And Natural Gas Exploration Essay
Executive Summary
April 20, 2010 was the beginning of the end for British Petroleum. BP was started in 1901 by
William Knox D'Arcy. Their mission is to operate oil and natural gas exploration, while marketing
and distributing all over the globe. The primary issues the company faces are rebuilding their
business after the tragic oil spill, their low oil prices and internal leadership promotions. Following
the 2010 oil spill, all of BP's top executives were fired, and the company has continued to promote
internally, as recent as February of 2016. The company has been trying to rebrand itself and fix its
disastrous public image that resulted from the poorly handled oil spill. Due to these internal
promotions, no new ideas have been introduced into the company and their efforts in recreating
themselves have since stalled, leading to unmotivated employees and decreased profits. Although
British Petroleum has solid production sites in Gulf of Mexico, Alaska, and various areas of the U.S,
the brand's name remains so tainted from past violations. The declining price of oil, along with that
environmental factors that affect the company, both nationally and globally, have exacerbated this
stall and caused the company a major issue in recovering their public image, reputation, brand
name, stock prices, and overall prosperity. These factors have certainly not been beneficial to the
company in recovering from the sixty–one billion dollars BP has had to pay as result of

MW Petroleum: Company Overview
Company Name: MW Petroleum Amoco Corporation was the fifth largest oil company in United
States with 28 billion in operating revenues and 1.9 billion in net income. The low oil prices in the
1980s depressed the profitability of many oil companies and most of which responded with
downsizing and other cost cutting measures aimed at overhead expenses. Amoco had already sold
more than 750 million worth of small properties, which it felt could be more economically operated
by companies with low overhead costs. Amoco conducted an extensive study on capital structure
and profitability in 1988 and found that 85% of its margin in United States was provided by 11% of
its producing fields and rest had disproportionately high overhead costs and ... Show more content
There are 25 M worth other opportunities, and this cash flow is mainly derived from further
exploration. Again this can be considered as an option because if the management doesn't chose to
take this option, the stream of cash flow simply won't exist. These options are similar to call options
and Black & Scholes model can be used to find out the values of these real options. These real
options estimated are generally more than the APV estimates as it accounts for the cash flows that
can arise from exercising a particular option. However if we do a sensitivity test, we could see some
instances the real option projections are falling, depending on the interest rates, volatility etc.
Real options
NPV = NPV Proved Developed Reserve + NPV (Real Options)
NPV Proved Developed Reserve
Proved undeveloped reserve
Incorporating Capex
(13.3)+17.5 = 4.2
Option is valid for 5–7 years. Assuming average option duration of 6 years
Assuming Volatility σ =0.5 (Page 6 Under "Risks" price deviations were nearly 50%)
S = 83.1, X = 45.6, Risk free rate 8.03, d1 = 1.4966, d2 = 0.2719, N (d1) = 0.93275, N (d2) =
0.60714
Call value C= S N (d1) – X e–rt N (d2) = 83.1 x 0.93275 – 45.6 x e (–0.0803 x 6) x 0.60714 = 60.46
NPV Probable Resrves
S= 74.0, X= 35.7, r = 8.03%, d1 = 1.60119, d2 = 0.376449, N (d1) = 0.945333, N (d2) = 0.646708
Call value C= S N (d1) – X

Void and Illegal Contracts
Void and Illegal Contracts Void Contracts Void contracts are basically those which contravene a
provision in a statute or are contrary to public policy at common law but to which the ex turpi causa
principle does not apply. Void by Statute A statute may declare expressly that a particular contract is
void, eg s 45 of the Trade Practices Act 1974 which provides that clauses purporting to exclude,
restrict, or modify the liability of a corporation imposed by Division 2 Part V of the Act (that is the
implication of terms such as an implied condition of merchantability and of fitness for purpose) are
void. The effect is a question of statutory interpretation. Void at Common Law on the Grounds of
Public Policy Restraint on Trade A ... Show more content on Helpwriting.net ...
Contracts will be judged strictly in relation to duration. An agreement between employers restricting
the employment of each other 's former employees may be void: Kores Co. Ltd v Kolok Co Ltd.
Sale of Business Restraints are more readily upheld as ti allows the vendor to obtain full value for
the business bing purchased and enables the purchaser to obtain exactly what he or she is bargaining
for: Esso Petroleum v Harpers Garage. will be judged strictly in relation to duration. The purchaser
is only entitled to protect the business bought: Nordenfelt v Maxim Nordenfelt Guns Ltd "Solus"
(Exclusive dealing) agreements Courts tend to uphold the restraint where the parties have bargained
at arms length. Factors such as length and an obligation to purchase minimum quantities regardless
of market condition may render an exclusive dealing arrangement unreasonable: Qld Cooperative
Milling Association v Pamag. Interests of the Public Public interest often follows private interest,
but may have independent significance: Amoco Australia v Rocca Bros Motor Engineering. Statute
Section 45 of the TPA prohibits corporations from entering into or giving effect to any contract
arrangement or understanding which is an exclusionary provision or which has the purpose or would
likely to have the effect of substantially lessening

Mw Petroleum Essay
Valuation is the estimation of an asset's value, whether real or financial, based on variables
perceived to be related to future investment returns, on comparison with similar assets, or, when
relevant, on estimates of immediate liquidation proceeds (Pinto, Henry, Robinson, Stowe; 2010).
Correct valuation of real assets can present challenges to financial analysts. Different models can be
used to arrive at the closest estimate of value and yet certain issues will always arise. This case
attempts to tackle two approaches in real asset valuation: Discounted Cash Flow (DCF) analysis and
the issues surrounding such, as well as the Black–Scholes Model for Real Options. Questions to be
addressed in the study are:
1. Evaluate Amoco's and ... Show more content on Helpwriting.net ...
Profitability of oil companies declined due to low prices; and most of these firms responded with
cost–cutting measures. Many top companies divested their marginal properties, seeking to
consolidate and rationalize their productive assets– one of which was Amoco Corporation. Amoco
Corporation conducted an extensive review of its cost structure and profitability (p.2), leading to
major restructurings to better focus on its core businesses. The result of this was a divestment of the
middle section of its assets along marginal curve. Morgan Stanley advised and assisted in the
process, creating MW Petroleum Corporation – a new, free–standing exploration and production oil
and gas company. MW was offered to a number of targeted international petroleum concerns, but
the most attractive offer came from Apache Corporation. Apache Corporation was an independent
oil and gas company based in Denver, Colorado engaged in exploration, development, and
production of oil and natural gas. Their strategy, "rationalize and reconfigure" involves acquiring
producing properties whose operations Apache could quickly control and make more efficient,
producing significant cost–saving opportunities for the company. The sale of MW Petroleum
provides such an opportunity for them. However, Apache must first carefully evaluate MW's value
to come up with a proposal that would be attractive for Amoco and profitable for Apache as well.
CRITICAL ANALYSIS
1. Evaluate Amoco's and Apache's corporate

Bp 7s Analysis
BP plc[3][4] (LSE: BP, NYSE: BP) is a British multinational oil and gas company headquartered in
London, United Kingdom. It is the third–largest energy company and fourth–largest company in the
world measured by 2011 revenues and is one of the six oil and gas "supermajors".[5][6] It is
vertically integrated and operates in all areas of the oil and gas industry, including exploration and
production,refining, distribution and marketing, petrochemicals, power generation and trading. It
also has renewable energy activities in biofuelsand wind power.
BP has operations in over 80 countries, produces around 3.4 million barrels of oil equivalent per day
and has around 21,800 service stations worldwide.[7][8] Its largest division is BP America, ... Show
more content on Helpwriting.net ...
But the company "Iraq Petroleum Company" still remains extant as a name on paper,[37] and one of
its associated company–Abu Dhabi Petroleum Company(ADPC), formerly Petroleum Development
(Trucial Coast) Ltd–also continues with the original shareholding intact.[38][39]
The intensified power struggle between oil companies and host governments in Middle East, along
with the oil price shocks that followed the 1973 oil crisis; meant British Petroleum lost most of its
direct access to crude oil supplies produced in countries that belonged to the Organization of
Petroleum Exporting Countries (OPEC), and prompted it to diversify its operations beyond the
heavily Middle East dependent oil production. In 1978 the company acquired a controlling interest
in Standard Oil of Ohio or Sohio, a breakaway entity from former Standard Oil following the anti–
trust litigation of 1911.[40] In Iran, British Petroleum continued to operate until the Islamic
Revolution in 1979. The new regime of Ayatollah Khomeini confiscated all of the company's assets
in Iran without compensation, bringing to an end its 70–year presence in Iran.[citation needed]
1979 to 2000
Classic shield logo, designed byRaymond Loewy, updated in 1989, and used until

International Management: Market Entry
Introduction If an industry has decided to conquer the international market, there are many choices
that will be opened. These options may include the cost, risk and the degree of control that the
company will encounter ( 2001). In entering an international business, it is important that the
management of the company should be able to choose a marketing entry strategy so as to make the
company be more competitive ( 1986). Primarily, the purpose of this paper is to provide an analysis
of the marketing entry mode that British Petroleum may use to enter the Hong Kong Special
Administrative Region (SAR) market. In this manner, the discussion of the current situation of
Hong Kong will be analyse as well as the international ... Show more content on Helpwriting.net ...
Since the country has a positive vision regarding oil and natural gas products and other chemicals,
BP can use this as an instrument to expose its products in the population of China ( 1997) and show
the quality of products and services they offer. Various Environments When a firm decides to
expand its venture to international market, it faces different challenges that need to be given
emphasis (, 1999). One of the most important considerations that should be given enough attention
by the management of any industry like oil industries is the different environmental factors that
affect the firm as a whole (1980). BP operates in a complex and more competitive environment.
This is because only few countries can able to produce oils and natural gases. In this manner, the
competition to produce and provide products and services for different consumers is demanded not
only in the domestic arena but most especially to the international market ( 1995). The environment
in which oil industries belong is a kind that must be given enough consideration in order for the
company to be recognised in the whole world. Factors, such as consumer segments, political,
economic and technological factors ( 2000) are few of environmental aspects, needed to be
determined by BP as

Essay about BPAmoco
BP Amoco
British Petrochemical Corporation registered on April 14, 1909, as the Anglo–Persian Oil Company,
Ltd. It was named the Anglo–Iranian Oil Company, Ltd., in 1935 and changed its name to the
British Petroleum Company Limited in 1954. The current name was adopted in 1982. The
company's headquarters are in London. The Anglo–Persian Oil Company was formed in 1909 to
take over and finance an oil–field concession granted in 1901 by the Iranian government to an
English investor, William Knox D'Arcy. (Britannica) In 1914 the British government became the
company's principal stockholder and over the years was usually the largest single stockholder.
Effective January 1, 1955, British Petroleum became a holding company. In the ... Show more
content on Helpwriting.net ...
Both companies agreed to intend to close the transaction shortly after 2100 hours London time on
December 31, 1998, when Amoco's stock will leave the Standard & Poor 500 and the shares of the
merged group, BP Amoco p.l.c., will be listed on the London Stock Exchange. With a market
capitalization of more than $140 billion, BP Amoco p.l.c. is the Britain's biggest company and one
of the world's top three oil majors.
"We aim to play a leading role in meeting the world's needs for oil, gas, solar power and
petrochemicals without damaging the environment."
BP AMOCO'S WORLD The BP Amoco group stands out as a complete provider of energy and
petrochemicals. Every day they serve millions of customers with products to the quality of their
lives – fuel for transport, energy for heat and light, solar power, and petrochemicals for plastics,
fibres and fabrics. Explorers from Amoco and BP have led the way in finding the world's giant oil
and gas fields and getting energy to the world's marketplace. According to Larry Fuller and Peter
Sutherland, co–chairmen, the meeting the demand of energy calls for a blend of outstanding human
and technical skills, sophisticated global organization and two–way relationships with local
communities, customers, contractors, partners, government and employees. BP Amoco's aim is to be
successful in everything they do by

Bp/Amoco Merger Acquisition
| BP Amoco/Arco Merger | Merger and Acquisitions Term Paper | | | 12/10/2012 |
|
Contents Time Line of Events 3 Introduction 4 Industry Analysis 5 Overview of ARCO 's Business
7 Overview of BP Amoco's Business 7 Value Creation from the Merger: 8 Competitors Analysis 9
Antitrust Issues 11 FTC Arguments 12 What Happened? 14 Divestitures 14 Phillips Acquires ARCO
Alaska 15 FTC dissent 16 Performance and key Financials 17 Annual Shareholder's meeting: 19
Conclusion: 20
Time Line of Events April 01, 1999: Merger confirmed by BP & ARCO. Deal valued at $26.8
bill. 400 layoffs expected in AK (2000 worldwide); Gov. announces formation of task force
consisting of Attorney General ... Show more content on Helpwriting.net ...
Governor issues press release applauding announcement and asserting that the deal preserves most
points from his Charter Agreement. | | March 21, 2000: Merger Committee sends letter to FTC
Chairman Robert Pitofsky endorsing Phillips Petroleum 's purchase of ARCO Alaska 's assets,
signed by Halford, Pearce & Porter. Merger committee issues release endorsing Phillips '
acquisition of ARCO Alaska 's assets and recommending FTC Approval of BP/ARCO Merger. | |
March 24, 2000: Exxon sues to block merger.April 26, 2000: Phillips Petroleum announces it has
completed its acquisition of ARCO 's Alaskan businesses. | | |
Introduction
In March 1999 British Petroleum Amoco (BP) announced its intention to acquire the Atlantic
Richfield Company (ARCO) for $25.6 billion in stock, by exchanging 1.64 BPA U.S. ADR share for
every outstanding share of ARCO (9.84 U.K. ordinary share), post–BPA stock split. On 1 April 1999
the Boards of BP Amoco and ARCO announced that they had reached agreement on a proposed
combination of their two companies. The enlarged group will initially be held as to 85% by BP
Amoco shareholders and 15% by ARCO shareholders. The BP/ARCO deal was one of the largest
oil mergers ever and attracted a lot of public attention as well as antitrust scrutiny. The merger raised
fundamental antitrust concerns that could be alleviated only by major

The Harmonized Saving Plan at BPAmoco Essay
The Harmonized Savings Plan at BP Amoco
Brief description of case background
On August 11, 1998, United States Amoco Corporation (Amoco) and The British Petroleum
Company p.l.c. (BPC) announced the BPC merger with Amoco. With a combined number of
participants of 40,000 and $7 billion investment assets under management, the merged pension and
savings plan of the new company is viewed by both management and employees as a bellwether of
the success of the merger. Therefore, the new investment team must be able to "harmonize" the very
different two original plans.
Comparison of the pre–merger plan offerings of BP America and Amoco
The Defined Contribution Plans offered at Amoco has an index–oriented, passive management
nature. The plans, ... Show more content on Helpwriting.net ...
To keep the characteristics of the funds in line with the Amoco Core investment approach, the
following dimensions are considered:
Best fit index of fund: S&P 500 (the index of the pre–merger Amoco equity investment)
Best fit Beta of fund: close to 1 (±10%)
Annualized 5–year rate of return: benchmark: 24.1%2, no less than 90% of benchmark
After applying the above criteria to the mutual funds listed in Exhibit 4 of the case document, the
following funds are selected as recommendations: Columbia Growth, Fidelity, Fidelity Growth
Company, Founders Growth, Invesco Blue Chip Growth, MSDW Instl Equity Growth A.
2. Index investment options
The index investment options for the new plan need to be in conformity with the Amoco core
investment principle. Therefore, we have the following index investment recommendations for the
Harmonized Savings Plan:
Balanced Index Fund–Moderate of State Street Global Advisors, with the same asset allocation as
the Balanced Fund of the Amoco pre–merger plan.
International Equity Index Fund of State Street Global Advisors, with the same market index as that
of the Amoco pre–merger plan.
Mid–Cap Equity Index Fund of State Street Global Advisors, with the same market index as that of
the Amoco pre–merger plan.
Small–Cap Equity Index Fund of Deutsche Bank, with the same market index as that of the Amoco
pre–merger plan.
Bond Index Fund of Deutsche Bank, with the same market index as that of the Amoco pre–merger
plan.

Mw Petroleum Case Study
In less than five, double–spaced, typewritten pages, plus any exhibits, please answer the following
questions about MW Petroleum Corp. This assignment is worth a maximum of 100 points. 1. (10
points.) Apart from any quantitative analysis, are there any reasons to anticipate that Apache
Corporation's acquisition of MW Petroleum might be a positive net present value activity for
Apache, for Amoco? Explain. This looks like an attractive deal for both parties. Amoco does many
things well, but managing smaller, marginally productive oil and gas fields apparently isn't one of
them. This is a chance to unload some properties that because of their high cost structure, Amoco
can't manage profitably. Apache, on the other hand, has low costs and is ... Show more content on
Helpwriting.net ...
The estimates of reserves and annual production figures were generated by independent petroleum
engineers (presumably paid by Amoco). The forecasts of direct costs are based primarily on
Amoco's historical experience, and projected overhead is based on amounts Amoco itself expects to
save by divesting MW. Recall, the basic premise of the transaction is that Apache can operate the
fields more efficiently than Amoco. Because such efficiencies have not yet been incorporated into
the projections, there is reason to believe the direct costs are overstated from Apache's perspective.
Looking only at the direct costs, their overstatement suggests that the resulting valuation may be
biased low. If so, the valuation will be below Apache's maximum acquisition price, and Apache
could bid above this figure and still generate a positive NPV. The valuation might be viewed more
properly as Amoco's reservation price, below which it should not sell. 3. (20 points.) Exhibits 3–7
contain cash flow projections for MW Petroleum. To what extent do these numbers represent free
cash flows suitable for use in a discounted cash flow valuation? In particular, please comment on the
treatment of overhead (line 8), financial
book DD&A (line 9), taxes (lines 11–14), Non–cash charges (line 16), and terminal value (line
20). Although one might quibble with some details, I find the exhibits properly represent the free
cash flows suitable

John D. Rockefeller's Impact On The Oil Industry
John D Rockefeller is widely hated as a businessman, but is widely loved as a philanthropist. If you
take into account all that he has done, the good outweighs the bad. Rockefeller changed the lives of
so many people for generations to come, with his company, The Standard Oil Trust he triggered a
chain of events which would lead to the world we live in. Common society thinks of Rockefeller's
as a tyrannical businessman, when Rockefeller was simply more efficient, innovative, and clever.
His donations started when he first became a billionaire...
In the 1860s when the oil industry had started there were a abundance of oil refineries Rockefeller
and his associates started to buy companies the built pipelines, factories, and tank cats to streamline
... Show more content on Helpwriting.net ...
Congress passed the Sherman Antitrust Act, a federal legislation prohibiting trusts and combinations
that stopped trade. Two years later the Ohio Supreme Court broke up the Standard Oil Trust,
however the businesses within the trust became part of the Standard Oil of New Jersey, which was a
holding company. In 1911, the U.S. Supreme Court ruled that the Standard Oil of New Jersey was
violating anti–trust laws and forced it to dissolve it was broken up into more than 30 individual
companies, Exxon, Mobil, Amoco, etc some of the biggest modern oil companies. This act had
shaped the future for the better. Rockefeller's product also created 300 oil–based products. This
event, and a meeting with Swami Vivekananda influenced him to retire to philanthropy.
The General Education Board, he founded in 1903, was made to promote education at all levels
everywhere in the country, it was especially active in supporting black schools in the South.
Rockefeller also gave financial support to such eastern schools such as Yale, Harvard, Columbia,
Brown, Bryn Mawr, Wellesley and Vassar. His donations impacted and supported schools
everywhere making him one of the greatest benefactors from his time to this very day.
John d Rockefeller did affected the future of the U.S. and his time without knowing. Rockefeller
believed that every man should die poor by donating their money. The impact this man had on the
world is immeasurable. Without Rockefeller the world that we know would not

Finance
FINANCE 2 ASSINGMENT 2011–2012 Nikesh Hindocha (10044607)
Part A.
Introduction
As part of my assignment, I have been asked to discuss the following statement "Mergers and
acquisitions can be value destroyers or value creators". A merger can be defined as when two equal
businesses in terms of profit margin and status, combine in order to become one legal entity.
Initially, the fundamental reason for this merge is to produce a company that is worth more than the
sum of its parts. An acquisition is where one company acquires a controlling interest in another
company. The combination of these unequal companies can produce the same or even more benefits
as a merger would. In different cases, these mergers and ... Show more content on Helpwriting.net ...
"Building profitable businesses creates value. The board of directors and management's primary
responsibility is to increase company value and shareholder wealth. Shareholders invest in
businesses seeking a significant return on their investment. They expect the reward to be appropriate
for the business and financial risks of an unsure future. "Article: The Key to Creating Shareholder
Value Knowledge Begins with Simple "Cigar Box" Accounting")[2.]. The strategies and approaches
employed by the company will help determine if the business has created value for the shareholder.
In the case of Cadbury Schweppes, where the significant aim was to increase shareholder value,
their primary aim is to focus on growth markets, improving brands and innovation in order to gain
their objectives. (Source– annual report, 2000 Cadbury Schweppes)
Value Destroyers
Even though the fundamental objective for mergers and acquisitions is to create value, there may be
factors involved that cause the value to be destroyed. It is believed that the prime component of why
acquisitions fail is due to the fact that they paid too much to control it, which in turn leaves them
with huge debts. The buyer may find that the premium they paid for the acquired company 's shares
(the so–called "winner 's curse") wipes out any gains made from the acquisition (Henry 2002).
The differences in corporate culture play a substantial role in the

Bp. British Petroleum ( Bp )
As we have covered, the oil industry can be volatile and risky, but it can also be extremely lucrative
if the company is successful. We decided to focus on BP. British Petroleum (BP) is the UK's largest
corporation and is one of the largest private–sector energy corporations in the world. It is the third
largest energy company and the fourth largest company in the world. It is one of the seven gas super
majors. It operates in over 80 countries, and in 2010 their production was approximately 3.4 million
barrels of oil each day. The company is headquartered in London. BP is active in the fields of
exploration, production, refining, distribution, marketing, petrochemical, power generation and
trading. BP also owns a 19.7% stake in the ... Show more content on Helpwriting.net ...
In 1914, the British government became the company's principle stockholder. While the company
was originally registered as the Anglo–Persian Oil Company, Ltd; in response to the Persian
government voting to change its name to Iran in 1935, the company was renamed the Anglo–Iranian
Oil Company, Ltd. Unfortunately, over the next couple Decades, sentiment in Iran began to turn
against the company. The Iranian government began to believe that they were being taken advantage
of, and that the British company was reaping profits at the expense of the Iranian people. In 1951,
due in part to these beliefs, the country elected Mohammed Mossedegh as Prime Minister, who
pushed to nationalize the holdings of the Anglo–Iranian Oil Company. Later that year, Iran voted on
a bill nationalizing the oil company so that oil profits would then benefit Iran. The result was an
international boycott of Iran. Nationalization was not accepted by the British government and their
strategy consisted of "no mediation, no compromise, no acceptance of nationalization of any form."
(CBS, 2010) The British withdrew their technicians, blocked the port, cut off exports to Iran, and
froze Iran's hard–currency accounts in Britain. Finally, the British turned to the U.S. government for
assistance. Their assistance came in the form of a CIA operation to depose the

Leadership : Theory And Practice
A man that reflects most of the leadership qualities of a leader just so happened to be someone that
lives and works locally here in Texas. He is from La Marque Texas and came from a very humble
background not too far from where he works today. Looking back no one would have guess that this
young boy would grow up and become such a prominent figure in Galveston county and abroad.
Nobody that is except for he and myself.
A Look into The Life of a Local Leader by There was always something about Mr. Ronald Mullen
that made those around him take notice. He has a certain presence about him that is possibly one of
the natural leadership qualities that some people are just born with like the Trait Approach
leadership theory. According to the book Leadership: Theory and Practice by Peter Northouse some
very distinguished leaders have similar characteristics to other successful leaders and that this
correlation is somehow responsible for their success (Northouse, 2016). Mr. Mullen displays these
some of these traits mentioned which peeked some curiosity as to if there are truths yet to be
explored in this area.
What make a leader a leader?
The question of what makes a leader a leader may vary from person to person but based upon
studies of leadership traits like those of Stogdill identified 10 characteristics that most leaders have
(Northouse, 2016). In this text the characteristics ranged from drive, persistence, risk taking,
initiative, self–confidence, responsibility, ability

The Critical Success Factor Of British Petroleum
The image as well as the operational business reputation of a corporation is critical to the
survivability of the corporation in today's business world. Today we will put our focus on one of
UK's largest multinational oils company's. In the case with British Petroleum (BP) as it actively
explores oil in 26 countries around the world, due to BP's lack of focus on the safety issues
presented in the 2004 Telos Group report coupled with the oversight and control to correct safety
hazards, the Texas plant experienced a disastrous fire and explosion killing 15 workers and injuring
180 other personnel as stated by Halbert and Ingulli (2012, pg. 185) An investigation by the
Chemical Safety and Hazard Investigation Board released a report in 2007 that revealed process
safety leadership issues starting with senior management as well as disregarding safety concerns
throughout BP. This paper will attempt to look at various details of the Critical Success Factor of
British Petroleum (BP). We will then determine how these factors impact the success of the firm
through project benefits, risk culture and organizational readiness. In this paper we will also provide
project risk recommendations that will allow companies to plan accordingly when dealing with risk
management task this way they will focus more on responsibilities, safety activities and budget.
Lastly, we will create and identify checklist based on the categories of risk.
Critical Success Factors
In order to project social

History of Bp Oil Spill
BP 's Management Crisis The Frontline report, "The Spill", which focused on British Petroleum 's
problematic management culture and its catastrophic effects, aired on October 26, 2010. Around
then, the oil giant BP had suffered a crisis with its latest off–shore oil rig, the Deepwater Horizon.
However, this was just the latest in accidents concerning its oil operations. In the years before the
Deepwater Horizon accident, BP had also suffered major accidents in its oil production fields in
Texas and Alaska. Its CEO, Lord John Browne, had greatly expanded the company by buying off
other oil companies and cutting costs. Unfortunately, Frontline's report suggests the company 's sole
focus on expansion and cost reduction was what caused the ... Show more content on
Helpwriting.net ...
Its infrastructure was designed to last until 1987. However, BP still used the outdated equipment
well into the twenty–first century. It was obviously cheaper for the company to mine for oil rather
than replace the aging equipment. According to Frontline, BP had only hired around three hundred
contractors to inspect the pipes on the immense oil field. However, even with so few contractors to
survey the pipes, the results were appalling: most if not all the pipes were dangerously corroded and
unsafe for oil transport. In a Washington Post article, BP Alaska Remains at Risk, Frontline co–
reporter Abrahm Lustgarten went into detail about the severity of pipeline corrosion and BP's
disregard for safety on the North Slope. BP pipe examiners had found that over eighty percent of the
pipes could rupture. Some pipes were so corroded that they were a few thousandths of an inch from
leaking. Most of the pipes carried highly reactive hydrocarbons, risking explosion should there be a
rupture. Even with so much old pipes, BP never renovated them. Mark Kovac, a BP engineer,
depicted BP's zealous cost cutting and safety ignorance by saying, "They 're going to run this out as
far as they can without leaving one dollar on the table when they leave" (qtd. in Lustgarten). The
dangerous work conditions of the Prudhoe Bay field prompted workers and their unions to file
complaints to BP's management board. However, the management never followed

Chemical Engineering
ACETIC ACID BY THE CHIYODA/UOP ACETICA™ PROCESS
Aspen Model Documentation
Index
Process Summary
About This Process
Process Definition
Process Conditions
Physical Property Models and Data
Chemistry/Kinetics
Key Parameters
Selected Simulation Results: Blocks
Streams
References
PEP Process Module 1 19 Aug 1999
SRI Consulting
Process Summary
This Aspen Plus model simulates the production of acetic acid by low pressure methanol
carbonylation in the presence of a heterogeneous rhodium (Rh) catalyst and the promoter methyl
iodide. It is intended to resemble the Chiyoda/UOP Acetica™ process, a novel heterogeneous
methanol process for the production of acetic acid. This ... Show more content on Helpwriting.net ...
The Cativa process is reported to give an acetic acid yield of 98% and operating savings of 10–

30% compared with Rh–based systems.
Drawbacks related to reactor design and catalyst–solubility limitations have been major concerns
associated with the widely applied homogeneous methanol carbonylation technology. Consequently,
immobilizing the Rh complex on a support was investigated. PEP Review 88–3–4, Acetic Acid by
Low Pressure Carbonylation of Methane with a Supported Rhodium Catalyst (February 1990),
evaluated the process economics of a low–pressure methanol carbonylation process with a
heterogeneous–supported Rh catalyst; the evaluation was based on preliminary findings
PEP Process Module 3 19 Aug 1999
SRI Consulting
by Reilly Industries (501931) that reportedly resulted in a four–fold increase in acetic acid
production rates. In 1993, Chiyoda also developed a commercial heterogeneous Rh catalyst system
to producef acetic acid (560989). Recently, Chiyoda and UOP jointly developed an improved
methanol carbonylation process–the Acetica™ process–that uses a heterogeneous Rh catalyst tio
produce acetic acid; the process, which is available for licensing, overcomes the limitations of the
homogenous technology and offers several distinct advantages (560988).
The Heterogeneous Catalyst
Acetica™ technology is based on a heterogeneous Rh catalyst in

How Did Rockefeller Start A Monopoly
John Rockefeller
John D. Rockefeller started the United States' first monopoly. Rockefeller is recorded as the seventh
wealthiest person to ever live on Earth. Rockefeller used his huge amount of money to donate to
many various philanthropic causes. He started his oil company in 1870 buying out many other
competitors along the way. By 1882, Rockefeller had a monopoly and had control over 90% of the
United States' oil refineries.
John Davison Rockefeller was born in Richford, New York on July 8, 1839. His family moved to
Cleveland, Ohio when he was 14. As a teenager, Rockefeller did many small business jobs, getting
his first office job at 16 as an assistant bookkeeper at Hewitt and Tuttle, who were merchants and
produce shippers. He did well as all of his jobs, so at the age of 20, a business partner and he started
working as merchants, selling meats, grains, hay, and other various things. After just one year, that
company earned 450,000 dollars. Rockefeller felt there was a good opportunity in the oil business in
the early 1860's. So, he started his own oil refinery in Cleveland in 1863. By 1865, it was the largest
refinery in the area. ... Show more content on Helpwriting.net ...
The company thrived immediately from the beginning so they started buying out their competitors.
The company made very quick moves, so they eventually controlled most of the refineries in
Cleveland. Then, they started to make deals with railroads to ship their oil and they started
purchasing terminals and pipelines to handle the transportation of their oil. The Standard Oil
Company started to buy their own plots of land for drilling and for lumber. By doing this, they
started owning every part of the oil business. Standard then started buying out other competitors on
the east and west coast. Through this, they established a monopoly, and controlled around 90% of
the United States' oil

Analysis of the Oil Industry Essay
Analysis of the Oil Industry
I. The Oil Industry
The oil industry can not be discussed without mentioning the name John D. Rockefeller. Rockefeller
changed the business of oil distribution. In the 19th century Rockefeller began his humble
beginnings with a small investment, along with two other partners, in the oil refining business.
Eventually Rockefeller upset at the direction of the company bought out his partners. He was now
buying into refining and developing kerosene and other petroleum–based products. He later named
this company The Standard Oil Company which by 1872 nearly owned all the oil refineries in
Cleveland. In 1882, Rockefeller took all his holdings and merged them into the Standard Oil Trust.
Through smart business ... Show more content on Helpwriting.net ...
Though it took many years to get in British Petroleum was able to start with a selective group of
stations and build from there. BP, Chevron, and ExxonMobile today make up three of the biggest in
the oil industry. (Chevron Official Website)
These three companies have all been created by many purchases and mergers over the last hundred
years and must be described to have a better understanding. It was the demand for low oil prices,
convenience, and superior quality that led to the companies tremendous growth in the last century.
II. ExxonMobile History
Out of the Standard Oil Trust breakup came two companies named Standard Oil of New Jersey and
Standard Oil of New York otherwise known as Sonoco. Since they were not allowed to use the
Standard name in territories given to the other breakup companies they had to change the name of
their brand. They would market their gas under the name Esso and Mobilgas with the Standard label
still displayed on their signs. With this increased competition Jersey Standard and Socony were
forced to focus on quality and a low cost. To achieve this low cost they purchased interests in
overseas oil mostly in the Middle East. Both these companies also were able to compete in overseas
markets in Europe and Asia. With the take off of the car, the gasoline industry was booming. Both
suffered from fierce competition. However Jersey and Socony had a

Essay on BPAmoco Case Write Up
As long–term valuation is assumed, risk free rate is set as 30–year treasury rate, 5.73%. Cost of debt
is 6.72% reflecting Amoco's credit level. Cost of equity is calculated as 10.63%, leading to final
WACC at 8.85% (Chart 1).
In DCF valuation (Chart 2), long–term growth rate is assumed to be 4%. Change in working capital
is calculated as the average of 1997 and 1996 figure and is assumed to be constant for simplicity.
Terminal value is valued at $69,398.1 million and NPV is $51,525 million. Stock price will be
$37.07, indicating an exchange ratio at 0.46. This is a very conservative valuation as our DCF price
is lower than Amoco's current market price.
Regarding of multiple valuation (Chart 3), P/E ratio from comparable firms are used, ... Show more
After discussed all these details, we came back to the final offer price. We offered a higher one as
exchange rate 0.6. Amoco rejected. Finally, after they thoughtful discussion they offered 0.66
exchange rate or price 52.965 as their final offer, which for us is lower than our walk–away price
65.94. Therefore, we accepted this offer and we both reach our goals to reach the deal and build a
good relationship with the other management team.
The previous 959.6m Amoco shares will convert into 633.336m shares of BP ADS equivalent, with
the previous 965.6m ADS shares, BP shareholders will take part 60% of the new company, still have
majority control over the firm. In this deal, we paid for about 20% premium, which is quite standard
and normal. Because synergies from revenue and chemical divisions' combination are not estimated
nor not expected to bring benefit, the main synergy from the merge is 2 billion dollars saving of
pretax operating cost. The value we create for our shareholders is $14,840.06 million (Amoco
stand–alone value $46,430 million+ synergy $2 billion – price paid for Amoco $33,538.94). But this
number is quite sensitive to a lot of factors, such as future energy demand, oil and gas price,
industry growth potentials, ultimately affecting Amoco's stand–alone and synergy valuation. Please

Organizational Planning Paper
Organizational Planning Paper Lucionda Garnett MGT/521 April 16, 2014 Mr. W. Eric Hogan
Organizational Planning Paper In the last few years, the economic stability in the American society
has been at an unprecedented low. Throughout the recession, it has become fairly challenging for
various companies and organizations to remain significant, successful, and profitable during this
time. Although most companies are experiencing problematic times, there are other companies in
spite of their down falls, ... Show more content on Helpwriting.net ...
They provide customers with fuel for transportation, energy for heat and light, lubricants to keep
engines moving, and the petrochemicals products used to make everyday items as diverse as paints,
clothes and packaging (James & James, 1995). Internal and External Stakeholders The daily
tasks and functions of British Petroleum are affected considerably by both internal and external
factors. The internal factors are those that deal with the organization directly, such as; employees,
investors, suppliers, personnel, competitors, and the establishment's values and Culture. External
factors are those impacts that come from outside the business, such as the economy, consumer
demand, demographics, technology, and globalization. Effective management on all levels of BP's
organization, are those individuals that recognize these influences and can work with the passion
and drive, and communicate clearly to carry out the company's organizational goals efficiently and
effectively. Communication is the process of understanding and having meaning (Du Pre, 2005.)
and it is also the process of relaying information between people by the use of words, letters,
symbols, or body language (Sallee & Forrest, 2005). British Petroleum's goals, mission, and
vision. British Petroleum's goal, mission, & vision is all in the same, and that is to be a focused
oil and gas company that delivers value over volume. In other

Mw Petroleum-Case Solution 2 Essay
MW corp
By michael_manly | Studymode.com
Draft
MW Petroleum Corporation (A)
Background:
In late 1990, the group of Amoco Corporation and Apache Corporation had begun talking regarding
the possible acquisition of MW Petroleum from Amoco to Apache. MW Petroleum Corporation is a
wholly owned subsidiary of Amoco Corporation which has its own reserves, management team and
with full ownership in geologic and engineering data. MW Petroleum, a free–standing exploration
company that was even as large as some of independent oil companies. It operated exploration and
development for well, approximately working interests in 9,500 wells in 300 production areas. The
growth of MW was very attractive to the other investors, which company grows 30% ... Show more
Last January 2012, a subsidiary of Apache Energy Limited acquire 49% interest in Burrup Holdings
Limited. They also acquired Wxxon Mobil Corporation's Monil North Sea Limited assets including
the Beryl field and related properties. 2
MW Petroleum Corporation before the Acquisition
MW is a wholly–owned subsidiary of Amoco, which they have separate own reserves, management
team and with full ownership and wide–ranging geologic and engineerinf data. It operated
exploration and development for well, approximately working interests in 9,500 wells in 300
production areas. The company composed of three reserves which are the proved, probable and
possible reserves. Each reserve contributes different revenue to the company. An independent
petroleum engineering consultants estimates 264 million barrels on an oil equivalent basis. It
estimates that the Proves reserves can produce 180.8 MMBOE, Probable reserves can produce 25.8
MMBO and Possible Reserve estimates of 57.1 MMBOE. MW Petroleum Corporation after the
Acquisition
The acquisition of Apache Corporation to MW Petroleum Corporation was one of the biggest
highlights in Apache history. The deal close with the amount of $545 Million it triggers to double
the size of Apache. It brought relative balance to Apache's oil and gas reserves which strategize to
partial hedge the oil price volatility. It shifted the center of Apache's geographical mass to the

Analysis Of British Petroleum Essay

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