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 get going on was cosmos made, in particular that BPs tone at the top was reinforcing worth(predicate) affirmatory messages on the importance of process safety, that the Panels recommendations had become implant in the planning and resource aloneocation 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 tiresome in deep water. The extensive audit committee bill showed 12 meetings in 2009 and a joint meeting with SEEAC. During the year, these committees use with management, the general auditor, and other monitoring and assurance providers (such as the class compliance and ethics officer and the external auditor) on a regular basis to mon itor the management of run a risks. The board is rival that appropriate remedial actions were taken or are universe taken where significant failings or weaknesses in internal controls were role during the year.

With all of the seemingly goldplated risk management policies and procedures and extensive lapsing 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 depiction job seemed to emphasize cost control and speed to provide instead of safety. One BP engineer quoted in the Washington reserve on June 14, 2010, called the doomed drilling! rig a cargo well six days before the explosion. Despite the risk concerns set forth by various BP managers, decisions were made that didnt stray up safety first--but instead recklessly allowed actions designed to bear 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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