2009
British Petroleum Task Force
Group 3
Monte Alexander, Katie Foster, Alysha
Smith, Ryan Binkley, Keefe Richards,
Jamie Curtis, Kim Blocker
4/1/2009
2
British Petroleum Taskforce
Contents
EXECUTIVE SUMMARY……………………………………………………………………...……. 3
PROJECT PLAN……………………………………………………………………………………… 4
Vision and mission………………..…………………………………………………..……….4
Goal and objective …………………………………………………………………….………5
Group member delegation ……………………………………………………………….…….6
Group member roles…………………………………………………………………………...6
Role assignment ………………………………….…………………………………………....6
Group responsibilities………………………………………………………………………….7
Group schedule……………………………………………………………………………….. 7
Termination ……………………………………………………………………………………7
Point system…………………………………………………………………………………... 7
Conflict resolution……………………………………………………………………………..8
Conflict manager……………………………………………………………………………….8
Conflict resolution system………………………………………………………………….. ...8
Calendar ……………………………………………………………..………………………...9
Monitoring and evaluation …………………………………………………………………...11
COMPANY PROFILE………………………………………………………………………………. 13
Company philosophy and outlook….…………………………………….……………......…13
Change in BP’s Management…………………………………………………………………15
Organizational Structure………………………………………………….. …………………16
Distinctiveness ……………………………………………………………………………….17
Communication Structure…………………………………………………………………… 18
Graduate Entry………………………………………………………………………………..20
Training Programs……………………………………………………………………………22
POTENTIAL EMPLOYEE HANDBOOK……………………………………………. …………….23
Basic company information ………………………………………………………………….23
BP Brands………………………………………………………………………………….....23
Primary industries ……………………………………………………………………………25
Interview techniques………………………………………………………………………….26
CONCLUSION ……………………………………………………………………………………….27
REFERENCES………………………………………………………………………………………. 28
APPENDIX……………………………………………………………………………………….. ….29
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British Petroleum Taskforce
Executive Summary
The British Petroleum (BP) Taskforce was conducted by Mansfield University students in order to
provide fellow classmates with an insight into the organizational structure and work-life balance from
a BP personnel’s perspective. The findings are intended to allow students to assess BP as a potential
employer and to analyze whether their work style is compatible with the BP organizational culture.
This taskforce was in operation between February 16th to April 1st 2009.
The goal of this taskforce was to create awareness of BP among communications students at
Mansfield University. In order to achieve this goal taskforce members generated three core objectives
to ensure that their report met the informational requirements of university students. These objectives
included:

Ensuring that all members were aware of the focus and direction of the assignment by the
close of the first official meeting.

To develop a system that ensured that all members submitted their weekly contributions via
email to the group before scheduled meetings in order to generate optimal feedback and
refinement.

To ensure that team members rehearsed their presentations as to provide positive audience
engagement.
The overall purpose of this taskforce assignment was to learn to collaborate as a group to provide the
client (classmates) with information that related specifically to their needs. The time frame for this
program was three class hours per week as well as two hours of group meetings and three hours of
personal study per week; however some aspects of the assignment required additional study hour
allocation. The time period required to successfully complete this taskforce assignment was four
weeks.
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British Petroleum Taskforce
Project Plan
Group Vision:
It is envisioned that the British Petroleum (BP) taskforce team will use the principles of respect to
ensure that all group members work together efficiently and effectively to produce a company profile
that meets the assignment requirements and provides the students of Mansfield University with a
comprehensive outline of BP as a potential employer.
Group Mission:
To research and compile information regarding British Petroleum’s (BP) current working
environment and organizational culture in order to provide a snapshot of ‘life at BP’ for potential
graduate students of Mansfield University’s ‘Business and Professional Communications’ class.
British Petroleum Taskforce
Goal:
Our goal is to create a company profile of British Petroleum that potential graduate students can use
when assessing whether or not to apply to BP for future employment. To achieve this goal three
objectives have been created for the group:
Objectives:

Ensuring that all members were aware of the focus and direction of the assignment by the
close of the first official meeting.

To develop a system that ensured that all members submitted their weekly contributions via
email to the group before scheduled meetings in order to generate optimal feedback and
refinement.

To ensure that research compiled and cited provided a thorough insight into BP and
came from non-biased sources.

To ensure that team members rehearsed their presentations as to provide positive audience
engagement.
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British Petroleum Taskforce
Group member delegation:
Group member roles were based on the analysis of skill inventory sheets (see appendix) that identified
each individual’s strengths and weaknesses. Based on the strengths expressed by each individual
group member the roles of researcher, writer, proofreader and PowerPoint designer were assigned.
On assignment to a role each individual was presented with a list of criteria relating to characteristics
and abilities necessary to fill the position and were asked to express whether in accepting these
positions they would be able to fulfill their duties.
Group member roles:
RESEARCHER: The role of researcher requires the ability to identify key details, synthesize ideas
along with recognize and use avenues that will provide the most up to date and relevant information
for the topic at hand.
WRITER: The role writer requires strong writing ability proved through the receiving of a B or higher
in English. Writers must demonstrate a strong note-taking ability in order to successfully transcribe
those events taking place at meetings for the minutes.
POWERPOINT DESIGNER: The role of PowerPoint designer requires an astute attention to detail,
strong graphic design skills and an understanding of professional business standards. Previous
experience in design is not essential but highly regarded.
PROOFREADER: The role of proof reader requires a strong understanding of American grammar and
punctuation, and attentiveness to detail. Past experience with the role would be appreciated such as
newspaper copy editors.
Role assignments:
RESEARCHERS: Keefe Richards and Monte Alexander
WRITERS: Alysha Smith and Katie Foster
PROOF READERS: Jamie Curtis and Kimberlee Blocker
POWERPOINT DEISGNERS: Ryan Binkley and Danelle Miller
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Group responsibilities:
Group schedule:
The group’s first official meeting was held on February23rd at 5:30pm in North Hall Library. The
meeting focused on member role assignment, meeting times and days, contact detail accumulation
(see appendix) and the establishment of termination process.
Due to the availability of each group member, Mondays at 5:30pm was decided for weekly meetings.
A group contact person was designed so that group members could have another point of contact
beyond the team leader. Katie Foster volunteered for this position and became the group’s contact
person without objection.
Termination
To ensure the termination of a group member was done in a consistent and fair manner a strike system
was agreed upon by all group members during the first official meeting. It was agreed that each group
member would receive two opportunities to correct behavior deemed inappropriate or disruptive to the
group’s overall performance before marks would be deducted. This behavior was agreed to include
such actions as lateness, missing meetings, incomplete submissions and other behaviors thought to
hinder the group’s achievements at the discretion of the team leader. On the third and fourth strike, the
individual would lose assessment points. If this failed the member would be terminated from the
group via an in person meeting with the group leader.
Point system:

Strike #1- Warning: Group leader and member in question discuss the situation and attempt to
find amicable solution to ensure it does not occur again.

Strike #2-Name submitted to Dr.Young: Dr.Young is notified of uncooperative group member.
This is done not only to inform her of the issue but also as an indication that if the situation
continues he/she will be facing termination.

Strike #3-Deducting of points on Peer Evaluation: Each group member will deduct 5 points
from the individual’s peer evaluation. Five points multiplied by seven Group Members= 35
points. The highest grade the individual can receive on peer evaluation is 65.

Strike #4-Termination: The group member is terminated from the group with an email sent to Dr.
Young informing her of the termination and the behavior that resulted in this decision. The group
member’s role is reassigned and their peer evaluation grade is an automatic zero. The Group
Leader has the responsibility to inform the group member of their termination.
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Conflict Resolution:
Conflict Manager
Several team members cited conflict resolution as a strength on their skills inventory sheet. Due to
previous experience as Internal Relations Director for WNTE 89.5 and as Human Resource
Management major, Ryan Binkley was named Conflict Resolution Manager by the group leader.
Ryan Binkley accepted this role without objection from other group members.
Conflict Resolution Strategy:
It was established among group members that should conflict arise those involved would report
directly to the CFM Ryan Binkley to discuss the issue and possible solutions. Each group member
would be asked to sign a contract stating the matter was resolved after an amicable solution had been
reached. If the problem was to persist and became a hindrance on the performance of the group
outside consultation would be requested. If this failed the team members responsible for the disruption
of group cohesion would have their membership terminated after consultation and agreement among
all group members regarding this decision. Ultimately, the final decision is that of the group leader.
8
British Petroleum Taskforce
Calendar:
9
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Monday, March 30th – Mtg. #7
DUE: Final Run-Through of Presentation
DUE: Final Revisions for Paper, PowerPoint, and E-Portfolio
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British Petroleum Taskforce
Monitoring and Evaluation:
A range of monitoring and evaluative techniques were used in order to measure achievement and
input of individual group members and assess the quality of research in achieving the aims of the
taskforce.
Objective 1: Ensuring that all members were aware of the focus and direction of the assignment by
the close of the first official meeting.

Asking all members to repeat back to the team leader the specific focus of taskforce research.
Objective 2: To develop a system that ensured that all members submitted their weekly contributions
via email to the group before scheduled meetings in order to generate optimal feedback and
refinement.

Strike system would be used as an enticement to members to comply with agreed deadlines.

Team leader would announce those who did not submit work by appropriate deadline.
Objective 3: To ensure that research compiled and cited provided a thorough a insight into BP and
came from non-biased sources.

Research was to be compiled from a number of sources including websites, journal articles,
employee testimonials and the BP website itself.

Implemented an agreement with team members that BP website material will be crossreferences with independent journal articles to ensure that unbiased information is being
presented to our audience.
Objective 4: To ensure that team members rehearsed their presentations as to provide positive
audience engagement.

Ensure that all members arrive at the scheduled meetings on time.

Whether members are able to recite their information with minimal use of cue cards.
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British Petroleum Taskforce
Research Suitability:
Research was compiled from a number of sources including websites, journal articles, employee
testimonials and the BP website itself. There were also multiple attempts to conduct telephone
interviews with members of BP’s Human Resources department, all proved unsuccessful. Due to BP’s
thorough website, accessing information on the company was an easy task however ensuring this
information was not biased proved substantially more difficult. To combat this issue all BP website
information was cross-referenced against scholarly and peer-reviewed journals that discussed the
specific element of BP under discussion and provided a balanced perspective on the topic.
Aware of this possible basis, additional research was observed however not included in the
paper, that showed company pitfalls (see appendix). By researching BP’s negatives and positives as
well as our ability to ensure the sources used were varied and complete proved to be sufficient and
allowed for an informative and factual report.
References:
1. Varey, R., & Mounter, P. (1997). “Re-configuring and organizing for strategic management:
the BP Oil experience”, Journal of Communication Management, 2(1), p.1
2. Beal, B. (2005). “BP on the level with its leaders: How the global company listened and
learned from its supervisors”, Human Resource Management International Digest, 13(7), p.12
3. Kippenberger, T. (1998). “Sharing the knowledge at BP”, The Antidote, 3(1), p.38-41
4. View, A. (2002). “BP Turns to training for award-winning results”, Training Strategies for
Tomorrow, 16(5), p.1
5. "Code of Conduct | About BP | BP." BP Global | BP. 25 Mar. 2009
<http://www.bp.com/sectiongenericarticle.do?categoryId=9003494&contentId=7006600>
6. "Products and services | BP." BP Global | BP. 25 Mar. 2009
<http://www.bp.com/productsservices.do?categoryId=37&contentId=2007985>
7. "BP Global - About BP - Who we are." BP Global | BP. 25 Mar. 2009
8. < http://www.bp.com/subsection.do?categoryId=4&contentId=2006741.>
9. "Code of conduct | About BP | BP." BP Global | BP. 25 Mar. 2009
<http://www.bp.com/sectiongenericarticle.do?categoryId=9003494&contentId=7006600>.
10. "BP did you know | BP at a glance | BP." BP Global | BP. 25 Mar. 2009
<http://www.bp.com/sectiongenericarticle.do?categoryId=9021230&contentId=7039277>.
11. "Interview Tips - How to Successfully Handle Your Job Interview." Management Resources
for Healthcare Executives. 25 Mar. 2009 <http://www.pohly.com/interview.html.>
12. "American Chronicle | Questions to Ask Potential Employers." American Chronicle. 25 Mar.
2009 <http://www.americanchronicle.com/articles/printFriendly/76379>.
13. “BP at a Glance.” (1999-2009). Retrieved March 22, 2009, from
http://www.bp.com/sectiongenericarticle.do?categoryId=3&contentId=20
06926
14. “Our Values-What We Stand For.” (1999-2009). Retrieved March 22, 2009, from
http://www.bp.com/sectiongenericarticle.do?categoryId=9002630&conte
ntId=7005204
15. “BP 2007 Environmental Statement.” (2007). Retrieved March 22, 2009, from
http://www.bp.com/liveassets/bp_internet/globalbp/STAGING/global_as
sets/download /V/verfied_site_reports/N_America/Whiting_2007.pdf
12
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British Petroleum Taskforce
Company Profile
Company philosophy and outlook:
“Our business runs on the principles of strong corporate governance, a clear system of delegating
accountability and a set of values and policies that guide our behavior. As one of the world’s leading
companies, we have a responsibility to set high standards: to be, and be seen to be, as a business
which is committed to integrity (“Code of Conduct,” 2009)”.
British Petroleum (BP) is one of the world’s leading and most self-aware energy
powerhouses. From its beginnings in 1909, BP has grown from a local oil company into a global
energy group that employs over 97,000 people. Through its six core commercial brands, BP provides
its customers with fuel for transportation, energy for heat and light, retail services, and petrochemical
products for everyday items (“BP at a glance,” 2009). Globally, BP is the third largest energy
company as it is active in over 100 countries and spans over six continents. Along with its global
diversity, BP upholds a large responsibility to society and the environment; it provides a solid work
environment and is one of the largest investors in alternative energy source research and technology.
BP is ultimately run on the basis of sturdy principles that include strong corporate governance,
systems of accountability, and a set of values and policies that guide the behavior of all employees
(“Code of Conduct,” 2009).
BP is constantly seeking a way to display fundamental qualities to the rest of the corporate
and commercial world. BP’s overall mission as one of the world’s leading oil companies is to
maintain integrity and honest dealings, to treat everyone with respect and dignity, to strive for mutual
advantage, and to contribute to human progress. This company sets and holds incredibly high
standards for its executives and employees on all levels. In order to be able to comply with these
standards, BP outlines several policy statements:

To have the best competitive corporate, operating and financial performance.

To improve, and to be accessible, inclusive and diverse.

To engage the creative talents of our employees, and develop and apply leading, costeffective technology and intellectual creativity to enhance innovation and new ideas.

To carry on its business in an environmentally responsible manner, and develop cleaner
energy and renewable energy sources. The group is committed to the responsible treatment of
the planet's resources and to the development of sources of lower-carbon energy (“BP
Environmental Statement,” 2007).
To complement its policy statements, BP makes sure that its company values guide its actions
and behavior as well. BP wants to be recognized as a competitively successful company, as well as a
British Petroleum Taskforce
force for progress. The company also holds a belief that it can make a difference in the world. Under
that belief, BP produces energy that is affordable, secure, and does not harm the environment. BP
operates under four core values; BP is progressive, responsible, innovative and performance driven.
BP believes in the principle of mutual advantage and commits to building productive
relationships with its employees, its partners and its customers. The company is also committed to the
safety and development of its people and the communities and societies in which it operates. BP aims
to avoid on-the-job accidents, harm to people, and damage to the environment.
In order to be one of the world’s leading innovators; BP pushes boundaries and supports and
encourages employees to use technology efficiently and effectively to make breakthroughs. Through
these values and through an extensive code of conduct, BP delivers continuous improvement and safe,
reliable operations to the world (“Our Values,” 2009).
BP also takes initiative to lead the world toward a better relationship between production and
conservation of the environment.
The company’s main goal is to reduce waste, emissions, and discharges in order to use energy
efficiently wherever it operates. BP implements measures through management, policies, and
guidelines so that its actions will not harm the environment. The company supports educational
institutions all over the world that research and examine the causes of and solutions to global climate
change. BP also aims to raise awareness about environmentally impact to its customers. The
company provides a carbon footprint calculator, advice on avoiding emissions, and other educational
resources that help customers realize and alter their contributions to environmental damage.
BP has also taken the lead in looking to alternative energy sources to power the world. The
company has implemented and invested in research and development for bio-fuels, solar, wind,
hydrogen and gas-fired power; each is a resource that produces little to no carbon emissions making
them better for the environment.
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British Petroleum Taskforce
Changes to BP’s management:
British Petroleum (BP) is a dynamic company that “moved internal communication from
being a ‘soft option’ to being a strategic imperative to help turn the once ailing business around
(Varey & Mounter, 1997, p.1)”. The “disconnection of internal managers” brought about by the
series of high-profile mergers and acquisitions joining BP, Amoco, and ARCO to become the thirdlargest oil producer in the world had serious repercussions on the effectiveness and efficiency of BP
operations (Beal, 2005, p.1). It is from these difficulties that BP adapted and emerged as an industry
leader in both marketing and business.
The BP performance-management process was maintained in order to continue to generate
strong performance, while the Amoco model is still being used to allocate capital. Top-management
appointments in the merged company were open to people from both organizations and allowed for
the assimilation of two company cultures into one strengthened culture. This development of a single
culture, drawing inspiration and grounding from the two previously independent companies, worked
to heighten employee loyalty to the company and increase the ease at which BP operations continue
today.
In conjunction with this cultural development, BP’s extensive focus on the use of knowledge
to make it more effective than its competitor’s resulted in a substantial redesign of the organizational
structure. Under John Browne’s leadership and that of his predecessor, David Simon, BP has become
the most profitable of the major oil companies, with exploration and development costs among the
lowest in the industry.
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British Petroleum Taskforce
Organizational Structure:
BP has three main areas of business: BP Oil (the refining and marketing group), BP
Chemicals, and BP Exploration and Production (BPX). Despite BP’s size, it is now a very flat teambased organization centred on the principles of knowledge exchange.
Learning is at the heart of the company’s ability to adapt to a rapidly changing environment.
Since knowledge, ideas, and innovative solutions are being diffused throughout the world at a rapid
rate, they represent a tremendous opportunity. BP believes it to be crucial that each business unit
should not be learning in isolation. They believe that knowledge must be ‘replicated throughout the
company’.
BP’s structure is designed to promote relationships that will encourage the dispersal of
knowledge (Kippenberger, 1998, p.38). It is made up of 90 business units around the world that
interact directly with the nine-member executive board. The executive group consists of the chief
executive officer, three managing directors, and their six deputies who all work as a team dealing with
the business unit. It is believed within BP that “a team of people focused on a coherent section of a
big, complex business can develop the kind of intimate knowledge of the business that is needed to
maximize performance and to create the options necessary for building in the future” (Kippenberger,
1998, p.38).
When examining one of the three areas, BP Oil, one can acknowledge that each of the 40
business units that make up BP Oil belong to one of four peer groups. The members of each peer
group learn from each other and share technical staff. This arrangement gives way to the belief within
BP and among its staff that there is a “free exchange of knowledge” (Kippenberger, 1998, p.38). It is
the distinctiveness of this design that is believed to give BP a competitive edge and serves as a
competitive barrier.
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British Petroleum Taskforce
The role of distinctiveness
Evidently, BP’s organizational structure and philosophy is founded on the notion that BP has
and will continue to develop a number of distinctive qualities. This knowledge is a central component
that gives the organization a competitive edge and serves as a competition barrier (Kippenberger,
1998, p.38). One must understand that a distinctive asset is one that “produces outstanding returns
and achieves sustainable growth for the company” (Kippenberger, 1998, p.38).
This distinctiveness can be divided into four key elements, each working to further the reach
of knowledge sharing.
Assets and
market share
Relationships
Distinctive
assets relative
to the central
ideals of
'Knowledge
Sharing'
Technologies
Organization
(BP Taskforce, 2009)
BP’s John Browne, when outlining the role distinctive technology plays on knowledge
sharing, focuses little time on patented processes. Instead, he highlights the very complex role
technology plays in increasing productivity and cutting costs while at the same time allowing for the
advanced capture and sharing of knowledge. This role is complimented by the distinctive
organization in which people “excel at building and using knowledge capital, which means accessing
and applying knowledge that exists both inside and outside the company” (Kippenberger, 1998, p38).
Obviously from the above two components, the role of distinctive relationships appears selfexplanatory; the sharing of knowledge and resources is only successful when done within the confines
of a strong relationship.
At this point in time it can be concluded that knowledge is flowing within BP’s three main
businesses; the challenge now stands with allowing knowledge to flow across them.
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British Petroleum Taskforce
Communication Structure:
The need for knowledge sharing relates directly to the communication systems currently in
operation within the BP organization. Once again focusing on BP Oil (business and marketing), the
link between management competence as communicators and the human resource management policy
has progressed significantly. It now places higher focus on job skill and employee talent matching as
well as training and development programs to increase employee motivation and reward perception.
The acceptance of corporate communication as a system of strategic communication management in
order to gain competitive strength and quality of working life is perhaps the biggest achievement
made by the BP executive board and human resource staff.
As a result BP has adopted a virtuous circle model of communication; dedicated to the
prevailing principle of ‘knowledge sharing’.
(Kippenberger, 1998).
To foster the sharing of knowledge, BP has created a complex computer network that acts as a
medium for its dissemination. This network runs parallel with all other aspects of communication
flowing within the BP structure, including meetings, conferences and phone calls. This Virtual Team
Network (VTN) allows for information and knowledge to be transferred with ease between business
units and across the globe (Kippenberger, 1998, p.39). The program allows for video-conferencing,
multimedia electronic mail, Lotus Notes, Internet, and intranet; expensive as it may be, the program
has already paid itself off in improved effectiveness and efficiency.
With the purchasing and integration of this tool, BP recognizes that people would be unlikely
to share knowledge if they felt possessive about it. As a result, the Challenge Management Team
(CMT) was established to show employees not only how the technology itself worked, but on how it
might be used to benefit their work (Kippenberger, 1998, p.39). This coaching resulted in the saving
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of a measurable amount of time and money ($30 million in value in its first year of operation) and a
perceived increase in the exchange of knowledge between departments. This program is still in
operation today to further promote this exchange among BP personnel.
What is interesting about this communication strategy is that the VTN is the central form of
communication within the business that allows communication to transcend the hierarchy of top-down
management to horizontal and diagonal communication paths. This evidently allows for a more fluid
and adaptable communication program.
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British Petroleum Taskforce
Graduate entry at British Petroleum:
BP does not adopt a “one size fits all” approach to training and development; particularly
within BP Oil, marketing and refining. Training and development is aimed to compliment graduates’
individual long-term career objectives and moves at the same pace as industry developments and
initiatives.
BP offers six different early experience programs spanning from science and engineering to
marketing and petrochemicals. Many programs offer job rotations allowing you to work toward
professional/technical accreditation while experimenting with different areas of the company. During
this process, all personnel are assigned a buddy and a mentor to assist with personal and professional
issues.
BP training programs focus on 3 main criteria:

The individual becomes an independent professional who contributes to the business quickly.

Ensuring that the individual’s transition into the company culture is effective.

Ensure a mutually agreed level of commitment between the company and employee.
While attempting to meet the professional needs of the employee within the BP organizational
structure, BP is also highly committed to employee work-life balance and offers a range of policies
and programs to allow employees to successfully balance their competing commitments outside of the
work environment.
These include: (please see next page)
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British Petroleum Taskforce
Policy
Description
Relocation
If relocation is required for you to take a
position at BP, the Domestic Relocation Policy
provides reasonable financial assistance, in
keeping with industry practice, to meet
individual needs and circumstances.
Family Assistance
BP offers APS Help link, a 24-hour family
resource program. APS Help link provides
access to free referrals, helpful publications
that address a wide range of life concerns and
other valuable information.
Vacation and Holiday Leave
BP offers eight paid holidays plus up to two
“personal choice” days each year in most U.S.
locations.
Leaves of Absence
The company offers a variety of unpaid leave
of absence programs, including leaves for
medical or personal reasons and leaves to fulfil
military obligations.
Adoption Assistance Plan
BP will reimburse employees up to $3,000 of
qualified adoption expenses for each adopted
child.
Educational Assistance Program
BP reimburses eligible employees up to 90% of
their approved expenses for educational and
vocational courses taken at an accredited
educational institution.
Service and Retirement Awards
At 5-year intervals employees receive a service
award and at retirement they will receive a
retirement award.
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BP Training Programs:
The restructuring of BP was designed to remove hierarchy and alter information flows to
encourage the sharing of knowledge while the use of coaching acknowledged the potentially
constraining influence of culture (Kippenberger, 1998, p.40). Evidently, it can be recognized that BP
demonstrates a high commitment to training its employees.
Taking this into account, BP made its “Developing People” course attractive to employees by
offering the chance of attaining a National Vocational Qualification (NVQ) at its close (View, 2002,
p.1). As a result of this initiative, employee turnover is down a staggering 45% and more than 2,500
employees are currently studying for their NVQ. Since this success, the organization has begun
trialling this program in the U.S., Australia, and Spain. BP’s positive approach to training has
resulted in the receipt of the National Training Award and a £2 million grant from the European
Social Fund (View, 2002, p.1).
Findings reports have determined that the $1.5 million investment made by BP in the
development of their additional Leadership Program for first-line managers after the initial mergers
has paid off because it is a model for the company’s other internal development initiatives. Also, the
program has enabled the company to save $1 million annually on the training courses it has replaced.
What proves to be most successful about BP’s training programs are that BP senior
executives deliver much of the content of the training along with local and central trainers and this has
made the organization more cohesive (Hanig, 2006, p.1). By adopting the input of senior managers
and executives, training programs are designed to continually improve staffs abilities and ensure that
BP has a constant influx of motivated staff.
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Potential Employee Handbook
At the core of BP is an unshakeable commitment to integrity, honest dealings, treating
everyone with respect and dignity, striving for mutual advantage, and contributing to human progress
(“Our Values,” 2009). BP’s products and services contribute to a better quality of life, which provide
the freedom to move, to learn, and to see.
A prospective employee of BP would need a common knowledge of the organization to
appear prepared during the interview portion of the hiring process. As with any potential employer,
BP believes prospective employees should know about the company. Listed below is a compilation
of the company’s principles and common facts about BP that prospective employees should know.
Basic Information:

BP was founded in 1909

The company logo is named after Helios, the Sun God of Ancient Greece

BP produces 3.9 million barrels of oil equivalents per day of oil and gas

BP Ultimate (premium automotive fuel) delivers improved engine performance, reduces
pollution, and is available in 15 markets

In 2006, BP announced plans to invest $500 million over the next 10 years to establish a
dedicated bioscience lab to research new fuels for transportation. (“Did You Know That?,”
2009)
While not all of the aforementioned information is expected to be memorized, basic
knowledge of the organization is highly recommended.
BP Brands
BP- The BP brand is a representation of who we are and what we aspire to do as an organization.
Most business is done under the look and feel of our main brand.
Castrol - Produces lubricants for every conceivable application on land, sea, and in the air (“Who We
Are,” 2009). Acquired by BP in 2002, Castrol has built a reputation as the world's most advanced
engine oils and fluids. Castrol products are currently sold in more than 150 countries.
Arco- Since joining BP in 2000, Arco’s name and branding appears on all BP-owned and franchiseoperated gas stations in the Western United States.
Aral- A regional leader, Aral brings clean, low cost fuels to Germany. Reader’s Digest readers have
named Aral to be Germany’s most trusted brand in fuel (“Who We Are,” 2009).
British Petroleum Taskforce
AM/PM- First opened in 1978 in California, AM/PM is the convenient shop associated with Arco gas
stations throughout California. Carrying more than 2,000 products, the AM/PM brand stands for
vibrant, around-the-clock service and the feel-good factor that comes from having lots of different
snacks and drinks available without a wait.
Wild Bean Café- This high-concept café offers affordable and fresh coffee, foods, and meals with
locations in parts of Europe, Australia and South Africa.
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BP’s primary industries:
BP has three primary areas: On the Road, For the Home and For the Business.
1. On the Road

Gas Stations - BP Gas and Petrol Stations are currently available in 17
countries including: Unites States, United Kingdom and Australia. Motor Oil
and Lubricants, Aral, BP, and Castrol motor oils provide lubricants for an
array of vehicles in 48 countries throughout the world (“Products and
Services,” 2009).

Route and Journey Planners - The BP route planner technology gives you
easy to understand directions for your journey. The route finder tools
highlight locations of Aral and BP service stations in Europe and around the
world (“Products and Services,” 2009).
2. For the Home

Liquefied Petroleum Gas (LPG) - Currently available in 10 European
countries, Liquefied Petroleum Gas can be used in a variety of ways from
powering your barbeque to refueling your vehicle. Liquefied Petroleum Gas
gives all the benefits of gas in locations where there is no supply. (Products
and Services)

Solar Powered Energy - As one of the world’s top solar manufacturers, BP is
focused on harnessing the sun's energy to produce electricity globally. BP is
determined to help more people enjoy the benefits of solar power (“Products
and Services,”2009).
3. For the Business

Air BP - Beginning in 1919, Air BP has been at the forefront providing
innovative and flexible solutions to meet the needs of all our aviation
customers globally. Making fuels, lubricants, and other services available
globally to customers in over 70 countries (“Products and Services,” 2009).

Gas and Power Energy - By developing the means to deliver products, BP is
providing integrated marketing and trading of energy and energy solutions
worldwide (“Products and Services,” 2009).
A complete list of products and services offered by BP is available at www.bp.com, along with full
descriptions of their contributions to reinforcing the company’s principles.
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An interview with BP:
At BP during an interview with a prospective employer, there is a possibility the interviewer
will ask the interviewee if he/she has any questions. It is here that the interviewee may ask any
questions that seem credible about the company. A list of questions deemed appropriate have been
complied as sample questions to ask during this portion of the interview. Remember that an interview
is a two-way conversation that serves three purposes for the interviewee:

Sell yourself

Evaluate the position

Get commitment for (or at least establish their desire for) the next step in the process
(www.pohly.com).
When prompted to ask questions, avoid those that are clearly answered on the company’s
website and/or any literature provided in advance. Furthermore, never ask questions about salary and
benefits until those subjects are raised by the interviewer. Listed below are sample questions that a
prospective employee should ask the interviewer to appear prepared for the position:

Why is this position available?

Can you describe the typical work day for someone in this position?

What do you see in my personality, work history, or skills that make me a beneficial
candidate?

Where has this organization been and where is it going?

What is your management style?

Why did you come to work here and what keeps you here?
Please note these questions are not explicit and are only samples to assist prospective employees in
the interview process. For a complete list of sample questions, log on to
www.americanchronicle.com.
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Conclusion
Conclusion:
BP is a world-leading oil company that truly cares about its effects on the environment and
society as a whole. The company has worked to lessen its negative impact on the environment, has
placed high importance on the skills development of its employees, and has maintained a rich,
honorable history that is now propelling the company into the future. BP truly goes “beyond
petroleum” to analyze its impacts and effects on the environment and then finds ways to change the
negatives into positives. Through investments, research, and development, BP takes the lead over
other major oil companies to change and improve the world by offering innovative and affordable
products and providing alternative energy sources. Also, BP’s environmental awareness programs
help to guide its customers toward reviewing and changing their habits in order to make the world a
cleaner, better place to live.
BP’s company themes and values provide for an upstanding, ethical workplace that cultivates
experienced and independent employees. Its internal and external company processes are wellorganized, cohesive, and provide for a comfortable and productive work environment. Mentoring
programs and hands-on experience within its departments also provide several opportunities for
growth and advancement within the company. BP’s outlook that it can function with integrity while
making a true impact on the world makes this company’s workforce an ideal team that any employee
would be honored to join.
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References
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the BP Oil experience”, Journal of Communication Management, 2(1), p.1
17. Beal, B. (2005). “BP on the level with its leaders: How the global company listened and
learned from its supervisors”, Human Resource Management International Digest, 13(7), p.12
18. Kippenberger, T. (1998). “Sharing the knowledge at BP”, The Antidote, 3(1), p.38-41
19. View, A. (2002). “BP Turns to training for award-winning results”, Training Strategies for
Tomorrow, 16(5), p.1
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<http://www.bp.com/sectiongenericarticle.do?categoryId=9003494&contentId=7006600>
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28. “BP at a Glance.” (1999-2009). Retrieved March 22, 2009, from
http://www.bp.com/sectiongenericarticle.do?categoryId=3&contentId=20
06926
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ntId=7005204
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sets/download /V/verfied_site_reports/N_America/Whiting_2007.pdf
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Appendix