The Critical Success Factor Of British Petroleum

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
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BP Amoco 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 Helpwriting.net ...
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

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

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 content on Helpwriting.net ...
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

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

BP Amoco 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

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: ВЈ41.71 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 more content on Helpwriting.net ...
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

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

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

Essay on BP Amoco 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 content on Helpwriting.net ...
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

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 on Helpwriting.net ...
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

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 hisfamily 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

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

Chemical Engineering
ACETIC ACID BY THE CHIYODA/UOP ACETICAв„
ў 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 Aceticaв„ў 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 Aceticaв„ў 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
Aceticaв„ў technology is based on a heterogeneous Rh catalyst in

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

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: О–=[(0.06125PгЂ–ПЃrгЂ—^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+ZBГ— PПЃr+(1–ZA)Г—EXP(–ZG)–ZFГ—(PПЃr/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

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

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

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 on Helpwriting.net ...
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 Пѓ =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

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

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

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

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

Bp/Amoco Merger Acquisition
| BP Amoco/Arco Merger| Merger and Acquisitions Term Paper| | | 12/10/2012|
|
Contents Time Line of Events3 Introduction4 Industry Analysis5 Overview of ARCO 's Business7 Overview of BP Amoco's Business7 Value Creation
from the Merger:8 Competitors Analysis9 Antitrust Issues11 FTC Arguments12 What Happened?14 Divestitures14 Phillips Acquires ARCO Alaska15
FTC dissent16 Performance and key Financials17 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

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

The Harmonized Saving Plan at BP Amoco 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 (В±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.

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

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

Essay about BP Amoco
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 theBritish 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

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
...
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

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 Helpwriting.net ...
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

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 Helpwriting.net ...
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

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

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 Helpwriting.net ...
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

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 ...
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 Cadizoil 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

The Critical Success Factor Of British Petroleum

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