Bp History

BPs 2009 Annual Report contains details that SEEAC met seven times in 2009 and heard the IEs second annual shroud. It concluded that good ply on was cosmos made, in particular that BPs tone at the top was reinforcing precious affirmatory messages on the importance of process safety, that the Panels recommendations had become engraft in the planning and resource every(prenominal)ocation processes at all U.S. refineries and that BPs gumshoe and Operations audit programme had matured into a comprehensive, high-quality programme. It is regrettable that this initiative didnt extend to all BP operations, including the highly encountery oil production in deep water. The extensive audit committee identify showed 12 meetings in 2009 and a joint meeting with SEEAC. During the year, these committees assiduous with management, the general auditor, and other monitoring and assurance providers (such as the radical compliance and ethics officer and the external auditor) on a regu lar basis to monitor the management of finds. The board is adjoin that appropriate remedial actions were taken or are be taken where significant failings or weaknesses in internal controls were dictate during the year.

With all of the seemingly goldplated risk management policies and procedures and extensive turnaround efforts in place, the question arises, why didnt they work to prevent the disconnectedness catastrophe? The answer may be because BPs actions on the Deepwater vista job seemed to emphasize cost control and speed to grapple instead of safety. One BP engineer quoted in the Washington ca nalise on June 14, 2010, called the doomed d! rilling rig a lading well six days before the explosion. Despite the risk concerns set forth by various BP managers, decisions were made that didnt disgorgement up safety first--but instead recklessly allowed actions designed to conserve specie and finish the job as quickly as possibleIf you demand to get a full essay, order it on our website: OrderCustomPaper.com

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