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 enhance safety and risk management, earn back trust and grow value.
Keeping a relentless focus on safety is a top priority for us.
Good management of risk helps to protect the people at the frontline, the places in which we operate and the value we create.
We understand that operating in politically-complex regions and technically- demanding geographies, such as deep water and oil sands, requires particular sensitivity to local environments.
We continue to enhance our systems, processes and standards, including how we manage contractors. (“Bp”, 2012)
Mitigate and eliminate situations that put the company at risk.
Goal transparency is key to building trust and relationships.
Simplify goals so interpretations are clear Have a broader presence in the communities we serve.
Communicating is key to building trust and relationships.
Mistrust by the community
Lack of generated revenue
Increased injuries to our team
Lack of knowledge regarding BP
Misperceptions regarding BP
Possible increase revenue by the competition
Recognize potential for our presence to impact the lives of indigenous communities.
Sensitivity to community displacement as a result of our company projects.
Complete Revenue transparency with governments, nongovernmental organizations and international agencies.
Manage environmental sensitivities and the potential impacts on communities.
Create a culture of Safety.
Day-to-day risk identification and management occurs in the group operations and functions, with the approach varying according to the types of risk we face.
Oversight and governance occurs at board, executive and function levels to help foster effective group-wide oversight, business planning and resource allocation, intervention and knowledge sharing.
Monitor and Control
Realizing the Opportunity
Increasing potential to sustain growth to 2020
Projects: improve capital efficiency
Drilling: close gap to best well in each basin
Production costs: maintain momentum
Refining and Marketing
Safety is key
Be a Pillar in the community
Costs: return to below 2004 levels
Continue production to keep costs low
Refining: targeting break-even in similar environment to 2009 (“Bp”, N.D.)
BP. (2012). Retrieved from http://www.bp.com/sectiongenericarticle800.do? categoryId=9036153&contentId=7066889BP. (N.D.). Retrieved from http://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 http://
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NSA Blog. (). Retrieved from http://
. (). Retrieved from http://www.safetygeni.com/construction-site-safety-inspections.html