Xmgt230 week 4 assignment
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BP's organization is divided into three main segments: Upstream, Downstream, and Sustainable Energy. Upstream focuses on oil and gas exploration and production. Downstream focuses on fuels, lubricants, and petrochemicals. Sustainable Energy aims to identify and grow low-carbon businesses. BP aims to prevent accidents through strict safety standards and conduct outlined in their new Code of Conduct. Their goal is to be a trusted, responsible company that meets high operational standards. BP outlines their strategic, tactical, operational, and contingency plans to ensure safe, environmentally responsible operations now and in their transition to more sustainable energy.
Xmgt230 week 4 assignment
- 1. Management Planning Presentation Kayla D. Cloud XMGT/230 June 8,2013 FRANK CZARNY
- 3. bp’s 3 Organization methods • Our Upstream segment is responsible for our activities in oil and natural gas exploration, field development and production, and midstream transportation, storage and processing • Our Downstream segment is the product and service-led arm of BP, focused on fuels, lubricants and petrochemicals • Sustainable energy - sustainable business. We have a single aim - to identify and grow low-carbon businesses in which we have core skills and advantages and which can offer a material contribution to - and strategic fit with - the growth agenda of BP. BP Alternative Energy may be focused on the newest forms of fuel and power, but it draws on the traditional strengths that BP has built up over a century of finding, producing and delivering energy to its customers.
- 4. bp now focuses on preventing accidents of any kind. Their new code of conduct is built solely around keeping them from happening, with a contingency plan in place, in the event of an emergency. To be a trusted company, year after year, we need to work to a consistent and higher set of standards and follow them in everything we do and say, every day, everywhere we work. (chief executive, Bob Dudley, 2012 Code of Conduct Report) bp’s goals and strategies
- 5. The Culture behind the Organization The BP story, from first oil to tomorrow’s energies Our history is full of discoveries, starting in 1908 with oil found in a rugged part of Persia after a long and difficult search. Since then, discoveries large and small (and sometimes just in the nick of time) have fuelled our progress.(© 1996-2013 BP p.l.c) In our story, you may make a few discoveries of your own. Winston Churchill gives a rousing speech. The Smurfs cause a traffic jam. Our employees help construct a giant spool, build the world’s largest deepwater pipeline and bring solar power to remote villages in the Philippines.(© 1996-2013 BP p.l.c)
- 6. The Legal Standpoint how we handle concerns or issues • Employee and contractor safety. • Asset management and integrity. • The geopolitical context affecting BP’s operations. • Climate change and BP’s operational greenhouse gases. • How BP is transitioning to a low-carbon economy. • Drilling in deepwater environments. • Our contribution to society. • Operational governance. • Oil spills: prevention, preparedness and impacts. • Sensitive areas. • Gulf of Mexico: accountability, liability, incident investigations and lessons learned. • Risk assessment and management processes, including risk management in non-operated joint ventures.(.(© 1996-2013 BP p.l.c)
- 7. Community Awareness • Safe working environment • On site core value • Providing positive results • Effective planning • Efforts put back into the community
- 8. Organizational Plans Strategic Tactical Operational Contingency
- 9. Strategic Planning Environmentally friendly Considerable Actions to ensure accident New Code of conduct & mission statements to ensure the public that necessary precautions are being made this time
- 10. Tactical Planning Goal & Strategy Timelines Employee Accountability & Tactical Planners Delegation of Authority to Mid Level Managers
- 11. Operational Planning Implementing & following through with Policies & procedures. Working & Understanding the Plans Continuing Education In Service training for employees Community awareness seminars for the public
- 12. Contingency Planning Faster Response times Handling situations, not avoiding them Giving correct, precise & honest Information
- 14. References • http://www.bp.com/extendedsectiongenericarticl • http://www.bp.com/sectiongenericarticle.do? categoryId=9038306&contentId=7006600 • http://www.bp.com/sectionbodycopy.do? categoryId=9036140&contentId=7066938&nic am=vanity&redirect=www.bp.co/mappingtool #/World%20View/waste • http://www.bp.com/content/dam/bp/pdf/co
Editor's Notes
- #4: BP USES THE BASIC CULTURES AROUND TO PROCESS THEIR CONCERNS. THE FOLLOW STRICT GUIDELINES ON LEGAL CONCERNS & INFLUENCES, MAKE SURE THEY HOLD UP BEING ACCOUNTABLE TO THE COMMUNITIES. THEY FOLLOW THE BASIC PLANNING BY ORGANIZATIONAL PLANS, STRATEGIC PLANNING, TACTICAL PLANNING, OPERATIONAL PLANNING AND CONTINGENCY PLANNING.
- #5: (BP’s Chief Executive,2010) stated in a letter in regards to the oil spill that devastated the gulf coast, “ The explosion on the Deepwater Horizon oil platform and the consequent oil spill were terrible events that should never have happened”.(p. 2) Since the spill bp has come up with a new code of conduct that has the hopes to prevent this from happening ever again. Chief Executive Bob Dudley made this statement in reference to the new code of conduct. ” Effective 1 January 2012, the new BP Code of Conduct sets the standard we all work to. It is aligned with our values, group standards and legal requirements, and clarifies the ethics and compliance expectations for everyone who works at BP. The Code reflects a values-based approach, where rules are not stated explicitly and everyday business decisions will be guided by our values.”
- #6: Direct Quote from BP’s webpge @http://www.bp.com/en/global/corporate/about-bp/our-history/history-of-bp.html, shows where they have stuck to their guns, and follow thick rooted history that has passed through from generation to generation.
- #7: The deep water horizon explosion is what bp uses as a guideline of what not to do. They now use the influences such as employee safety, public safety, disaster, civil damages and penalties that could happen again in the event of another disaster and consider this to be a contribution to management decision making. BP ’ will however remain focused, all issues will be prioritized and handled accordingly. In the 2012 annual report, Dwayne Baraka, Business Support and Development Director for Business in the Community of bp gave the above list of how BP will handle legal concerns by matter of importance.
- #9: BP’s strategic, tactical, operational, and contingency planning has been under revisionment since the events on the Deep Water Horizon disaster. It appears that they are attempting to correct the previous wrongs and make a contingency plan that will make sure this does not happen again.