Business reviewperformance on a quarterly basis. They agree strategic direction <strong>and</strong> groupst<strong>and</strong>ards which are then implemented through business specific diversity<strong>and</strong> inclusion plans. We supported the UK government-commissionedLord Davies review in <strong>20</strong>11, which made recommendations on increasinggender diversity on the boards of listed companies.We are also incorporating detailed diversity <strong>and</strong> inclusion analysisinto talent reviews, with processes to identify actions where any issues arefound. We continue to increase the number of local leaders <strong>and</strong> employeesin our operations so that they reflect the communities in which we operate.By <strong>20</strong><strong>20</strong>, more than half our operations are expected to be innon-OECD countries <strong>and</strong> we see this as an opportunity to develop a newgeneration of experts <strong>and</strong> skilled employees. At the end of <strong>20</strong>11, 15% ofour group leaders were female <strong>and</strong> 19% came from countries other thanthe UK <strong>and</strong> the US. When we started tracking the composition of our groupleadership in <strong>20</strong>00, these percentages were 9% <strong>and</strong> 14% respectively. <strong>BP</strong>has increased the percentage of female leaders in <strong>20</strong>11 <strong>and</strong> remains focusedon building a more sustainable pipeline of diverse talent for the future.We aim to ensure equal opportunity in recruitment, careerdevelopment, promotion, training <strong>and</strong> reward for all employees, includingthose with disabilities. Where existing employees become disabled, ourpolicy is to provide continuing employment <strong>and</strong> training wherever practicable.Employee engagementExecutive team members hold regular town halls <strong>and</strong> webcasts tocommunicate with our employees around the world.Team meetings <strong>and</strong> one-to-one meetings are the core of ouremployee engagement, complemented by formal processes throughworks councils in parts of Europe. These communications, along withtraining programmes, are designed to contribute to employee development<strong>and</strong> motivation by raising awareness of financial, economic, ethical, social<strong>and</strong> environmental factors affecting our performance. The group seeks tomaintain constructive relationships with labour unions.We conduct an employee engagement survey to monitor employeeattitudes <strong>and</strong> identify areas for improvement. Our <strong>20</strong>10 employee surveywas delayed to allow for organizational changes to be reflected in thesurvey construction. This was completed <strong>and</strong> we carried out an employeeengagement survey in <strong>20</strong>11. The <strong>20</strong>11 survey found that employees arecommitted <strong>and</strong> underst<strong>and</strong> <strong>BP</strong> procedures <strong>and</strong> st<strong>and</strong>ards. The resultsshow that there are a number of areas that can be improved. These includeincreasing transparency of the promotion process <strong>and</strong> being clear about theorganization’s priorities. Business leadership teams reviewed the results ofthe survey <strong>and</strong> have agreed actions to address the identified issues.The survey includes 10 questions which make up the employeesatisfaction index. The overall employee satisfaction index score for <strong>20</strong>11(62%) was below the score from <strong>20</strong>09 (65%) but above that of <strong>20</strong>08 (59%).The code of conductThe <strong>BP</strong> code of conduct sets the st<strong>and</strong>ard that all <strong>BP</strong> employees arerequired to work to. It is aligned with our values, group st<strong>and</strong>ards <strong>and</strong> legalrequirements, <strong>and</strong> it clarifies the ethics <strong>and</strong> compliance expectations foreveryone who works at <strong>BP</strong>. The code was updated in <strong>20</strong>11 <strong>and</strong> now putsgreater emphasis on a values-based approach.The code defines what <strong>BP</strong> expects of its people in key areas such assafety, workplace behaviour, bribery <strong>and</strong> corruption <strong>and</strong> financial integrity.Employees, contractors or other third parties who have questions orconcerns that laws, regulations or the code of conduct may be breached,can get help through OpenTalk, an independent confidential helpline. Thenumber of cases raised through OpenTalk in <strong>20</strong>11 was 796, comparedwith 742 in <strong>20</strong>10. In the US, former district court Judge Stanley Sporkinacts as an ombudsperson. Employees <strong>and</strong> contractors can contact himconfidentially to report any suspected breach of compliance, ethics or thecode of conduct, including safety concerns.We take steps to identify <strong>and</strong> correct areas of non-compliance <strong>and</strong>take disciplinary action where appropriate. In <strong>20</strong>11, 529 dismissals werereported by <strong>BP</strong>’s businesses for non-adherence to the code of conduct orunethical behaviour compared to 552 in <strong>20</strong>10.<strong>BP</strong> continues to apply a policy that the group will not participatedirectly in party political activity or make any political contributions, whetherin cash or in kind. We review employees’ rights to political activity in eachcountry where we operate. For example, in the US, <strong>BP</strong> facilitates staffparticipation in the political process by providing staff support to ensure <strong>BP</strong>employee political action committee contributions are publicly disclosed<strong>and</strong> comply with the law.TechnologyTechnology in <strong>BP</strong>We define technology in <strong>BP</strong> as the practical application of science tomanage risks, capture business value <strong>and</strong> inform strategy development.This includes the research, development, demonstration <strong>and</strong> acquisition ofnew technical capabilities <strong>and</strong> support for the deployment of <strong>BP</strong>’s knowhow.<strong>BP</strong>’s model continues to be one of selective technology leadership,under which we focus on major technology programmes that best supportour business priorities <strong>and</strong> competitive performance.External assurance is achieved through the technology advisorycouncil, which advises the board <strong>and</strong> executive management on the stateof technology within <strong>BP</strong>. The council is comprised of eminent business <strong>and</strong>academic technology leaders.In <strong>20</strong>11 we invested $636 million (of which $12 million relatedto the response to the Deepwater Horizon incident) in research <strong>and</strong>development (R&D). This compares with $780 million in <strong>20</strong>10 (of which$211 million related to the response to the Deepwater Horizon incident),<strong>and</strong> $587 million in <strong>20</strong>09. The increase in the underlying R&D spend isrelated to our major technology programmes. See Financial statements –Note 13 on page <strong>20</strong>8.Our innovation ecosystem<strong>BP</strong> has hundreds of scientists <strong>and</strong> technologists across the group, withseven major technology centres in the US, UK <strong>and</strong> Germany. We accessexternal expertise through various forms of partnership <strong>and</strong> collaboration,from joint research agreements to venturing. We have a strategic approachto university relationships across our portfolio for the purposes of research,recruitment, policy insights <strong>and</strong> education.<strong>BP</strong> has long-term research programmes with major universities <strong>and</strong>research institutions around the world, exploring areas from reservoir fluidflow to energy biosciences. These include the following programmes:• The Energy Biosciences Institute (EBI) is <strong>BP</strong>’s largest external R&Dinvestment, being a $500-million 10-year commitment to a multidisciplinaryresearch partnership with the University of CaliforniaBerkeley, the Lawrence Berkeley National Laboratory, <strong>and</strong> the Universityof Illinois. Now in its fourth year, the EBI is generating multipleinnovations, particularly in the field of cellulosic conversion, that give ourbiofuels business viable opportunities for commercial application.• <strong>BP</strong>’s energy sustainability challenge (ESC) is a research programme with13 leading universities to establish trusted peer-reviewed data on therelationships between natural resource usage <strong>and</strong> different energypathways. The aim is to better underst<strong>and</strong> the implications of energyproduction <strong>and</strong> consumption on potentially-constrained l<strong>and</strong>, water <strong>and</strong>materials resources, <strong>and</strong> assess corresponding technology <strong>and</strong> policyopportunities. One of the early publications resulting from this researchis the University of Augsburg’s h<strong>and</strong>book, Materials critical to the energyindustry.• In September <strong>20</strong>11, <strong>BP</strong> opened the <strong>BP</strong> energy innovation laboratory atthe Dalian Institute for Chemical Physics (DICP) in China as part of a10-year extension to our research agreements with DICP.• In January <strong>20</strong>11, <strong>BP</strong> started a new three-year policy programme atHarvard University’s Kennedy School focused on examining current <strong>and</strong>future potential policies on energy, security <strong>and</strong> climate change.<strong>BP</strong> is a founding member of the UK’s Energy Technologies Institute(ETI) – a public/private partnership established in <strong>20</strong>08 to accelerate lowcarbontechnology development. As at 31 December <strong>20</strong>11, the ETI hascommissioned over $<strong>20</strong>0 million of work covering over 30 projects acrossa wide range of technologies. The ETI has also developed an integratedmodel of the UK energy system which projects potential pathways out to<strong>20</strong>50 to meet the UK’s emissions targets.74 <strong>BP</strong> <strong>Annual</strong> <strong>Report</strong> <strong>and</strong> <strong>Form</strong> <strong>20</strong>-F <strong>20</strong>11
Business reviewExploration <strong>and</strong> ProductionIn the upstream, our technology investment directly supports businessstrategy by focusing on safety <strong>and</strong> operational risk management;operational efficiency; increased recovery <strong>and</strong> reserves; <strong>and</strong> winningnew access. Our strengths in exploration, deepwater, giant fields <strong>and</strong>gas are underpinned by flagship technology programmes that conductscientific research in proprietary laboratories <strong>and</strong> in partnership withworld-class research institutes <strong>and</strong> universities, to develop industry-leadingtechnologies in imaging, facilities, well design <strong>and</strong> completions, <strong>and</strong> fieldrecovery. These technologies are applied in the field, often in combinationwith real-time data acquisition <strong>and</strong> visualization, to drive risk reduction <strong>and</strong>excellence in exploration, developments <strong>and</strong> production.• We are applying many of the lessons learned from the Deepwater Horizonincident <strong>and</strong> response throughout our global deepwater operations. Theresponse required rapid innovation of new technologies to cap the well <strong>and</strong>contain the spill <strong>and</strong> – in partnership with industry partners, governmentagencies <strong>and</strong> leading universities – we have continued to develop <strong>and</strong>deploy new equipment <strong>and</strong> st<strong>and</strong>ards. Among many new developments in<strong>BP</strong>, we have built a global deepwater well cap <strong>and</strong> tooling package, nowavailable for global deployment. This new capability includes a containmentcap, remote operating vehicle (ROV) intervention system, subseadispersant injection system, subsea debris removal equipment, <strong>and</strong> othertools.• <strong>BP</strong> continues to develop <strong>and</strong> apply innovative exploration technologies.<strong>BP</strong> has applied two novel seismic acquisition methods developedin-house. Our distance separated simultaneous sources (DS3) <strong>and</strong>independent simultaneous sources (ISS ® ) methods were used tocomplete ultra-large, high density l<strong>and</strong> seismic surveys in the MiddleEast <strong>and</strong> North Africa. <strong>BP</strong> also has field trials under way to extend theseacquisition methods to the offshore.• Through our Field of the Future ® flagship technology programme, <strong>BP</strong> hasdeployed a range of digital, sensing <strong>and</strong> control technologies in itsoperations <strong>and</strong> is using the data to enhance real-time operating efficiency<strong>and</strong> recovery. Field of the Future tools are enabling more effectivemonitoring of production, multiple well components, <strong>and</strong> wellcharacteristics such as temperature, which help to optimize hydrocarbonproduction. In addition, improved monitoring of facilities is helping toreduce risk, reducing downtime <strong>and</strong> saving tens of millions of dollars.• In <strong>20</strong>11, we successfully completed <strong>BP</strong> well advisor module field trials inAzerbaijan, a technology designed to aid decision making, enhancesafety, reduce cost <strong>and</strong> bring wells on line more quickly. Through welladvisor, we can harness real-time drilling data from sensors that seeahead of the drill, enabling us to deploy technologies such as early kickdetection, which allow adjustments that can minimize down time duringthis critical phase of development. Rolling field trials will continuethroughout <strong>20</strong>12 to accelerate deployment.• Enhanced oil recovery (EOR) technologies continue to push recoveryfactors to new limits. We believe that by increasing the overall recoveryfactor from our fields by 1%, we could be able to add 2 billion boe to ourestimated ultimate recovery from existing fields. As at the end of <strong>20</strong>11,<strong>BP</strong>, using its Designer Water ® EOR technology, has treated 78 wellswith Bright Water particles (a <strong>BP</strong> idea) in Alaska, Argentina, Azerbaijan,Pakistan <strong>and</strong> Russia. These applications have delivered more than <strong>20</strong>million barrels of additional gross recoverable volumes at a developmentcost of less than $6 per barrel, <strong>and</strong> with an 80% success rate: <strong>BP</strong> haspumped almost 90% of all Bright Water treatments in the industry.Bright Water treatments involve the design <strong>and</strong> deployment of thissweep-improving component with regular injection water over a periodof several days. These particles are activated deep in the reservoir toform a waterflood sweep improving diversion at a point between theinjection <strong>and</strong> production wells.• The $7.6 billion Clair Ridge project in the UK North Sea will be the firstoffshore project to use <strong>BP</strong>’s LoSal ® EOR technology to increase therecovery of oil by modifying the salinity of the water injected into thereservoir. (LoSal EOR is part of <strong>BP</strong>’s suite of Designer Watertechnologies.) Earlier in <strong>20</strong>11, <strong>BP</strong> <strong>and</strong> its partners also announced plansfor the $5 billion redevelopment of the Schiehallion <strong>and</strong> Loyal fields,west of Shetl<strong>and</strong>. The floating production, storage <strong>and</strong> offloading unit(FPSO) is to be built with full polymer EOR application capability.Refining <strong>and</strong> MarketingOur Refining <strong>and</strong> Marketing technology focus is both operational <strong>and</strong>customer facing. In our refineries <strong>and</strong> petrochemicals assets, we develop<strong>and</strong> apply technology to monitor operational integrity, to optimize productyields as a function of feedstock changes, to ensure quality attainment, <strong>and</strong>to improve energy efficiency. We also apply our expertise to create qualitybr<strong>and</strong> fuel <strong>and</strong> lubricant products for customers in on-road, off-road, air, sea<strong>and</strong> industrial applications globally.For example:• We continued to exp<strong>and</strong> our integrity monitoring systems, with thedeployment of over 1,000 wireless Permasense sensors in <strong>20</strong>11, nowspanning all of our <strong>BP</strong>-operated refineries worldwide. These wirelesscorrosion sensors are the product of collaborative research <strong>and</strong>development between <strong>BP</strong> <strong>and</strong> Imperial College London. The sensorsenable frequent, repeatable wall-thickness monitoring <strong>and</strong> providepreviously unavailable insights into the condition of oil <strong>and</strong> gas assets.• In fuels <strong>and</strong> lubricants, our technology focus is on creating sustainable,differentiated <strong>and</strong> competitive products that enable advances in transport<strong>and</strong> industry. We continue to support our partners <strong>and</strong> customers indelivering greater energy efficiency <strong>and</strong> reduced CO 2emissions in bothestablished <strong>and</strong> emerging markets. In <strong>20</strong>11, <strong>BP</strong> developed a new rangeof industrial metalworking fluids that are both safer for workers <strong>and</strong> lessharmful to the environment, a new gear lubricant for maximizing theefficiency of wind turbines, <strong>and</strong> co-engineered passenger car lubricantsfor optimizing engine fuel efficiency. We are also working on new fuels<strong>and</strong> lubricants that deliver improved fuel economy <strong>and</strong> compatibility withthe latest engine technology <strong>and</strong> with biofuel components. In <strong>20</strong>11, welaunched our latest generation <strong>BP</strong> Ultimate gasoline <strong>and</strong> diesel fuels, <strong>and</strong><strong>BP</strong>’s first differentiated-performance heavy duty diesel offer.• In July, we opened a new industrial technology centre in Turin, Italy. Itwill serve customers across Europe <strong>and</strong> analyse about 30,000 oilsamples a year.• In petrochemicals, our proprietary processing technologies <strong>and</strong>operational experience continue to reduce the manufacturing costs <strong>and</strong>environmental impact of our plants, helping to maintain competitiveadvantage in purified terephthalic acid (PTA), paraxylene <strong>and</strong> acetic acid.A third PTA plant is currently being engineered for Zhuhai, China. With acapacity of 1.25 million tonnes per year it will be the first to employ <strong>BP</strong>’slatest PTA technology, enabling scale <strong>and</strong> cost efficiencies whichsignificantly reduce both capital <strong>and</strong> conversion costs to a lower levelthan any other PTA technology.• In the field of unconventional feedstocks, we collaborate with KBR topromote, market, <strong>and</strong> license the slurry-bed residue <strong>and</strong> coal-upgradingVeba combi-cracking (VCC) technology. VCC is a hydrogen-additiontechnology suitable for processing crude oil residuum into high-qualitydistillates or synthetic crude oil in the refining, upstream-field upgrading<strong>and</strong> coal-to-liquids sectors.Business review: <strong>BP</strong> in more depthISS ® , Field of the Future ® , Designer Water ® <strong>and</strong> LoSal ® are all trademarks of <strong>BP</strong> p.l.c.Bright Water TM is a trademark of Nalco Energy Services LP.<strong>BP</strong> <strong>Annual</strong> <strong>Report</strong> <strong>and</strong> <strong>Form</strong> <strong>20</strong>-F <strong>20</strong>11 75
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