BP Management Planning
Direction 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) Situational Analysis 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. Alternatives Mistrust by the community Lack of generated revenue Increased injuries to our team Lack of knowledge regarding BP Misconceptions regarding BP Possible increase revenue by the competition Goals 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. Oversight 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.