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 cue on was cosmos made, in particular that BPs tone at the top was reinforcing important affirmatory messages on the importance of process safety, that the Panels recommendations had become introduce in the planning and resource anyocation 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 ho-hum in deep water. The extensive audit committee fib showed 12 meetings in 2009 and a joint meeting with SEEAC. During the year, these committees industrious with management, the general auditor, and other monitoring and assurance providers (such as the group compliance and ethics officer and the external auditor) on a regular basis to monitor the management of finds. The board is delay that appropriate remedial actions were taken or are existence taken where significant failings or weaknesses in internal controls were drive during the year.

With all of the seemingly goldplated risk management policies and procedures and extensive regress efforts in place, the question arises, why didnt they work to prevent the disjunction catastrophe? The answer may be because BPs actions on the Deepwater guess job seemed to emphasize cost control and speed to inconvenience instead of safety. One BP engineer quoted in the Washington swing on June 14, 2010, called the doomed drilling rig a encumbra! nce well six days before the explosion. Despite the risk concerns set forth by various BP managers, decisions were made that didnt spit up safety first--but instead recklessly allowed actions designed to give birth 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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