Alternate Goals and Plans
Goal and Plan Evaluation
Goal and Plan Selection
Disciplined Financial Choices
Competitive Project Execution
We strive to be a safety leader in our industry. a world-class operator. a responsible corporate citizen and a great employer.
We are working to heighten safety and hazard direction. gain back trust and turn value.
Keeping a relentless focal point on safety is a top precedence for us.
Good direction of hazard helps to protect the people at the frontline. the topographic points in which we operate and the value we create.
We understand that operating in politically-complex parts and technically- demanding geographicss. such as deep H2O and oil littorals. requires peculiar sensitiveness to local environments.
We continue to heighten our systems. procedures and criterions. including how we manage contractors. ( “Bp” . 2012 )
Mitigate and extinguish state of affairss that put the company at hazard.
Goal transparence is cardinal to constructing trust and relationships.
Simplify ends so readings are clearï‚— Have a broader presence in the communities we serve.
Communicating is cardinal to constructing trust and relationships.
Misgiving by the community
Lack of generated gross
Increased hurts to our squad
Lack of cognition sing BP
Misperceptions sing BP
Possible addition gross by the competition
Recognize potency for our presence to impact the lives of autochthonal communities.
Sensitivity to community supplanting as a consequence of our company undertakings.
Complete Revenue transparence with authoritiess. nongovernmental organisations and international bureaus.
Manage environmental sensitivenesss and the possible impacts on communities.
Make a civilization of Safety.
Daily hazard designation and direction occurs in the group operations and maps. with the attack changing harmonizing to the types of hazard we face.
Oversight and administration occurs at board. executive and map degrees to assist further effectual group-wide inadvertence. concern planning and resource allotment. intercession and cognition sharing.
Monitor and Control
Recognizing the Opportunity
Increasing possible to prolong growing to 2020
Undertakings: better capital efficiency
Drilling: close spread to outdo good in each basin
Production costs: maintain impulse
Refining and Selling
Safety is cardinal
Be a Pillar in the community
Costss: return to below 2004 degrees
Continue production to maintain costs low
Refining: aiming break-even in similar environment to 2009 ( “Bp” . N. D. )
BP. ( 2012 ) . Retrieved from hypertext transfer protocol: //www. bp. com/sectiongenericarticle800. make? categoryId=9036153 & amp ; contentId=7066889BP. ( N. D. ) . Retrieved from hypertext transfer protocol: //www. bp. com/liveassets/bp_internet/globalbp/ST AGING/ global_assets/downloads/I/ IC_bp_strategy_pres entation_march_2010_slides. pdf
Wong. J. ( ) . If ‘Plan A’ didn’t work. the alphabet has 25 more letters! . Retrieved from hypertext transfer protocol: //
World Wide Web. lifehack. org/articles/work/plan-didnt-work-the-alphabet-has-25-more-letters. hypertext markup language
Policy Precedences. ( ) . Retrieved from hypertext transfer protocol: //
Infoteam. ( ) . Retrieved from
hypertext transfer protocol: //www. infoteam-consulting. com/sales-scribbles/implementation /
NSA Blog. ( ) . Retrieved from hypertext transfer protocol: //
World Wide Web. nsacct. org/nsa-blog/nsa-blog/2013/08/28/succession-planning-both-sides-now
. ( ) . Retrieved from hypertext transfer protocol: //www. safetygeni. com/construction-site-safety-inspections. hypertext markup language