Research and Analysis Report An Analysis of the Financial Situation of BP P.L.C. Prepared by Yuehua Song Actual words: 4‚952words Date: September 2007 content 1.0 INTRODUCTION 2 1.1 Topic Chosen 2 1.2 Reasons for Choosing the Topic 2 1.3 Aims and Objectives 3 1.3.1 Aims 3 1.3.2 Objectives 3 1.4 Sources of Information 6 1.4.1 Annual Reports and Accounts of BP 2002-2006 6 1.4.2 Annual Reports of Shell 2002-2006 7 1.4.3 Analysts’ Reports 7 1.4.4
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INTRODUCTION BP originated from a British petroleum company founded in 1909. After experiencing crises during the 1980s-1990s‚ the company started to have a cost cutting culture. During mid-1990s‚ with an aggressive growth strategy‚ BP started to grow and reposition. After BP merged with Amoco in 1998‚ John Browne started to serve as chief executive until May 2007. Browne repositioned BP as a “green” oil company after he took over and practiced the model of organizational decision-making strategy
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British Petroleum (BP) case study British Petroleum (BP) is a global oil and chemical company with global headquarter in London and United States operation in Houston‚ Texas. BP owns numerous oil fields‚ refineries and chemical manufacturing plants worldwide. It is the largest company in the United Kingdom while BP America in U. S. is the largest BP division. BP operations as of 2013 were spread in over 80 countries around the world. The brands controlled by the multinational include BP‚ Castrol‚ ARCO
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1 1.1 VEGETABLE OIL REFINERY Introduction Vegetable oil and fat resources are indispensable to mankind as a source of nutrient and industrial raw materials. Crude vegetable oil obtained from various oil milling units is further refined before use for edible purposes. Refined edible oil is a process where free fatty acids are volatized‚ condensed and recovered simultaneously with vacuum de-colouring operation. Sometimes‚ refining process is limited to simple physical treatment such as heating
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British Petroleum (BP) Case Study Executive Summary This case study report examined a public relation management problem that British Petroleum (BP) faced since the oil spill accident happened in April‚ 2010. In addition‚ this thesis recommended possible solutions and implementation plans for BP to deal with the public crisis. On April 20‚ the explosion on the Deepwater Horizon drilling rig in the Gulf of Mexico led to the largest accidental release of oil into marine waters in history. As a
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BP: The Oil and Energy Company BP is an oil company whose roots start back in Cleveland‚ Ohio in the 1870 ’s. BP has grown from a local oil company to now being a global energy group employing over 80‚000 people and operating in over 100 countries worldwide. BP provides fuel for transportation‚ energy for heat and light‚ retail services‚ and petrochemical products for everyday items. They are all about finding oil and natural gas and have several brands that might sound familiar: BP‚ Castrol
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BP is a multi-national oil company based out of London‚ England. Truly an "oil supermajor‚" BP has more than 115‚000 (2006) employees with operations in more than one-hundred countries throughout the world. BP has a corporate slogan that says "beyond petroleum" and such has been the corporation’s nature since it adopted the slogan in 2000. They are driven not to simply provide petroleum at a reasonable price‚ but to go beyond that‚ researching new forms of energy and providing to customers beyond
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Market structure : there are a number of different buyers and sellers in the marketplace. This means that we have competition in the market‚ which allows price to change in response to changes in supply and demand. Furthermore‚ for almost every product there are substitutes‚ so if one product becomes too expensive‚ a buyer can choose a cheaper substitute instead. In a market with many buyers and sellers‚ both the consumer and the supplier have equal ability to influence price. In some industries
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the movement of trade‚ capital‚ technology‚ and people”. And undoubtedly the disaster has affected the relationships between countries and affected the world economies‚ be it the relationship with the board of directors of BP and the US government or the change in value of BP PLC on the stock exchange. ²As a result of the oil spill the Obama administration imposed a six month moratorium on new deep water drilling operations which ended on the 12th of October. For twenty years previous to the oil
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The decision making biases greatly impacted the decisions made by those involved in the oil spill. Between both organizations‚ BP and Transocean‚ and there inability to agree and make adjustments caused BP to be publicly criticized. The cognitive bias‚ overconfidence‚ is explained by the Business Insider as being “too confident” about one’s abilities. (Lee & Leibowitz‚ 2015). The worker’s on the rig presented this specific bias when making decisions. When the data examined revealed warning signs
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