It Has Operations in Over 80 Countries

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It has operations in over 80 countries, produces around 3.8 million barrels of oil equivalent per day and has 22,400 service stations worldwide. Its largest division is BP America, whichis the biggest producer of oil and gas in the United States and is headquartered in Houston,Texas. As at 31 December 2009 it had total proven commercial reserves of 18.3 billion

barrels of oil equivalent. The name "BP" derives from the initials of one of the company'sformer legal names, British Petroleum.

BP has been involved in a number of environmental, safety and political controversies duringits history, including the 1965 Sea Gem incident and the 2010 Deepwater Horizon oil spill.

Its primary listing is on the London Stock Exchange and it is a constituent of the FTSE 100Index. It has a secondary listing on the New York Stock Exchange.

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History

Activity in 1909±1979

A 1922 BP advertisement

In May 1901, William Knox D'Arcy was granted a concession by theShah of Iran to searchfor oil, which he discovered in May 1908 This was the first commercially significant find inthe Middle East. On 14 April 1909, the Anglo-Persian Oil Company (APOC) wasincorporated as a subsidiary of Burmah Oil Company to exploit this. In 1935, it became theAnglo-Iranian Oil Company (AIOC).

After World War II, AIOC and the Iranian government initially resisted nationalist pressureto revise AIOC's concession terms still further in Iran's favour. But in March 1951, the pro-western Prime Minister Ali Razmara was assassinated. The Majlis of Iran (parliament)

elected a nationalist, Mohammed Mossadeq, as prime minister. In April, the Majlisnationalised the oil industry by unanimous vote.] The National Iranian Oil Company wasformed as a result, displacing the AIOC. The AIOC withdrew its management from Iran, andorganised an effective boycott of Iranian oil. The British government ± which owned theAIOC ± contested the nationalisation at the International Court of Justice at The Hague, butits complaint was dismissed.

By spring of 1953, incoming U.S. President Dwight D. Eisenhower authorised the CentralIntelligence Agency (CIA) to organise a coup against the Mossadeq government with support



from the British government. On 19 August 1953, Mossadeq was forced from office bytheCIA conspiracy, involving the Shah and the Iranian military, and known by its codename,Operation Ajax.

Mossadeq was replaced by pro-Western general Fazlollah Zahedi and the Shah, who returnedto Iran after having left the country briefly to await the outcome of the coup. The Shah

abolished the democratic Constitution and assumed autocratic powers.

After the coup, Mossadeq's National Iranian Oil Company became an internationalconsortium, and AIOC resumed operations in Iran as a member of it. The consortium agreedto share profits on a 50±50 basis with Iran, "but not to open its books to Iranian auditors or toallow Iranians onto its board of directors. AIOC, as a part of the Anglo-American coup d'étatdeal, was not allowed to monopolise Iranian oil as before. It was limited to a 40% share in anew international consortium. For the rest, 40% went to the five major American companiesand 20% went to Royal Dutch Shell and Compagnie Française des Pétroles, nowTotal S.A..

The AIOC became the British Petroleum Company in 1954. In 1959 the company expanded beyond the Middle East to Alaska and in 1965 it was the first company to strike oil in the North Sea.[25] In 1978 the company acquired a controlling interest inStandard Oil of Ohio or Sohio, a breakoff of the former Standard Oil that had been broken up after anti-trustlitigation.[26]

It continued to operate in Iran until the Islamic Revolution in 1979. The new regime of Ayatollah Khomeini confiscated all of the company¶s assets in Iran without compensation,

bringing to an end its 70-year presence in Iran.

1980s and 1990s

Classic shield logo, designed byRaymond Loewy and used from 1989 to 2002

Sir Peter Walters was the company chairman from 1981 to 1990. This was the era of theThatcher government's privatisationstrategy. The British government sold its entire holdingin the company in several tranches between 1979 and 1987 The sale process was marked byan attempt by the Kuwait Investment Authority, the investment arm of the Kuwait government, to acquire control of the company. This was ultimately blocked by the strongopposition of the British government. In 1987, British Petroleum negotiated the acquisition of Britoil and the remaining publicly traded shares of Standard Oil of Ohio



Walters was replaced by Robert Horton in 1989. Horton carried out a major corporate down-sizing exercise removing various tiers of management at the Head Office.

Standard Oil of California and Gulf Oil merged in 1984, the largest merger in history at thattime. Under the antitrust regulation, SoCal divested many of Gulf's operating subsidiaries,and sold some Gulf stations and a refinery in the eastern United States British Petroleum

bought many of the stations in theSoutheastern United States.

John Browne, who had been on the board as managing director since 1991, was appointedgroup chief executive in 1995 Browne was responsible for three major acquisitions;Amoco,ARCO and Burmah-Castrol (see below).

21st century

British Petroleum merged with Amoco (formerly Standard Oil of Indiana) in December 1998, becoming BP Amoco plc. In 2000, BP Amoco acquiredArco (Atlantic Richfield Co.) andBurmah Castrol plc As part of the merger's brand awareness, helped theTate Modern BritishArt launch RePresenting Britain 1500-2000 In 2001 the company formally renamed itself asBP plc and adopted the tagline "Beyond Petroleum," which remains in use today. It states thatBP was never meant to be an abbreviation of its tagline. Most Amoco stations in the UnitedStates were converted to BP's brand and corporate identity. In many states BP continued tosell Amoco branded petrol even in service stations with the BP identity as Amoco was ratedthe best petroleum brand by consumers for 16 consecutive years and also enjoyed one of thethree highest brand loyalty reputations for petrol in the US, comparable only to Chevron andShell. In May 2008, when the Amoco name was mostly phased out in favour of "BP Gasolinewith Invigorate", promoting BP's new additive, the highest grade of BP petrol available in theUnited States was still called Amoco Ultimate.

Chief scientist, Steven Koonin (top right, with laptop), speaks about theenergy scene in the boardroom in 2005.

In April 2004, BP decided to move most of its petrochemical businesses into a separate entitycalled Innovene within the BP Group. BP sought to sell the new company possibly via an

initial public offering (IPO) in the US, and filed IPO plans for Innovene with the New YorkStock Exchange on 12 September 2005. On 7 October 2005 BP announced that it had agreedto sell Innovene to INEOS, a privately held UK chemical company for $9 billion, therebyscrapping its plans for the IPO

In 2005, BP announced that it would be leaving theColorado market. Many locations werere-branded as Conoco.



Westlake Park in the Energy Corridor area of Houston has BP America's headquarters

In 2006, when Chevron Corporation gave exclusive rights to theTexaco brand name in theU.S. Texaco sold most of the BP gas stations in the southeast. BP has recently looked to growits oil exploration activities in frontier areas such as the former Soviet Union for its futurereserves. In Russia, BP owns 50% of TNK-BP with the other half owned by three Russian

billionaires. TNK-BP accounts for a fifth of BP's global reserves, a quarter of BP's production, and nearly a tenth of its global profits.

In 2007, BP sold its corporate-owned convenience stores, typically known as "BP Connect",to local franchisees and jobbers

On 12 January 2007, it was announced that Lord Browne would retire as chief executive atthe end of July 2007. The new Chief Executive,Tony Hayward, had been head of explorationand production. It had been expected that Lord Browne would retire in February 2008 whenhe reached the age of 60, the standard retirement age at BP. Browne resigned abruptly fromBP on 1 May 2007, following the lifting of a legal injunction preventingAssociated

Newspapers from publishing details about his private life. Hayward succeeded Browne withimmediate effect.

On 1 April 2010, Chevron purchased some BP gas stations in Mississippi and changed themto the Texaco brand.

On July 27, 2010, BP confirmed that Bob Dudley would replace Tony Hayward as thecompany's CEO

Corporate Structure

Governance



BP head office in St. James's, City of Westminster

The Board Members are:

y Carl-Henric Svanberg ± Chairmany Byron Grote ± Chief Financial Officer y Andy Inglis ± Chief executive, Exploration and Productiony Antony Burgmans ± Non-executive director, board of Mauritshuis, AEGON, Unilever y Cynthia Carroll ± Non-executive director, CEO of Anglo American, also board of De

Beers y Sir William Castell ± Non-executive director chairman of The Prince¶s Trust y Paul Anderson ± Non-executive director y Robert Dudley ± CEO (as of October 1, 2010)y Iain Conn y George David vice-chairman of the Peterson Institute for International Economics y Ian Davis ± Non-executive director y Douglas Flint, CBE director HSBC y Dr DeAnne Julius, director of Chatham House y David Jackson, company secretary

Financial data

Chart of the major energy companies dubbed "Big Oil" sorted by latest published revenue

Financial data in millions of US$

Year 2002 2003 2004 2005 2006 2007 2008 2009

Sales 180,186 236,045 294,849 249,465 265,906 284,365 361,341 239,272

EBITDA 22,941 28,200 37,825 41,453 44,835 Net Results 6,845 10,267 15,961 22,341 22,000 20,845 21,157 16,578

Net Debt 20,273 20,193 21,607 16,202 16,202

Environmental record



BP was named by Mother Jones Magazine, an investigative journal that "exposes the evils of the corporate world, the government, and the mainstream media" as one of the ten worstcorporations in both 2001 and 2005 based on its environmental and human rights records. In1991 BP was cited as the most polluting company in the US based on EPA toxic release data.BP has been charged with burning polluted gases at its Ohio refinery (for which it was fined$1.7 million), and in July 2000 BP paid a $10 million fine to the EPA for its management of

its US refineriesAccording to PIRG research, between January 1997 and March 1998, BPwas responsible for 104 oil spills. BP patented the Dracone Barge to aid in oil spill clean-upsacross the world

A Gulf petrol station in Louisville, Kentucky using the previous BP prototype. BP purchasedall Gulf stations in the southeastern United States in 1980s after Chevron, Inc. was forced todivest the stations by the United States Justice Department.

As of 11 February 2007 BP announced that they would spend $8billion over ten years toresearch alternative methods of fuel, including natural gas, hydrogen, solar, and wind. A$500 million grant to the University of California, Berkeley, Lawrence Berkeley NationalLaboratory, and the University of Illinois at Urbana-Champaign, to create an EnergyBiosciences Institute has recently come under attack, over concerns about the global impactsof the research and privatisation of public universities.

Solar panel made by BP Solar

BP's investment in green technologies peaked at 4% of its exploratory budget, but they havesince closed their alternative energy headquarters in London. As such they invest more thanother oil companies, but it has been called greenwashing due to the small proportion of the

overall budget

In 2004, BP began marketing low-sulphur diesel fuel for industrial use.

BP Solar is a leading producer of solar panels since its purchase of Lucas Energy Systems in1980 and Solarex (as part of its acquisition of Amoco) in 2000. BP Solar had a 20% worldmarket share in photovoltaic panels in 2004 when it had a capacity to produce 90 MW/year of

panels. It has over 30 years' experience operating in over 160 countries with manufactur ingfacilities in the U.S., Spain, India and Australia, and has more than 2000 employees



wor l wi B losed its US pl ts i Freder i M ryl d as par t of a transition tomanufactur ing in C ina. This is due in par t to China's upswing in solar use and the

protectionist laws that require 85% of the mater ials to be produced in China. Through a ser iesof acquisitions in the solar power industry B Solar became the third largest producer of solar

panels in the wor ld. It was recently announced that B has obtained a contract for a pilot pro ject to provide on-site solar power to Wal-Mar t stores.

Cli h g

B was a founding sponsor of the University of East Anglia's Climatic R esearch Unit in1971, the research unit that was at the center of the Climategate scandal in November 2009.

B Amoco was a member of the Global Climate Coalition an industry organisationestablished to promote global warming scepticism but withdrew in 1997, saying "the time toconsider the policy dimensions of climate change is not when the link between greenhousegases and climate change is conclusively proven, but when the possi bility cannot bediscounted and is taken ser iously by the society of which we are par t. We in B have reachedthat point."

In March 2002 Lord Browne of Madingley declared in a speech that global warming was real and that urgent action was needed, saying that "Companies composed of highly sk illed andtrained people can't live in denial of mounting evidence gathered by hundreds of the most reputable scientists in the wor ld."

B is a sponsor of the Scr i pps Institution C 2 program to measure carbon dioxide levels inthe atmosphere.

: z b i g

In September 1999, one of B s US subsidiar ies, B Exploration Alaska (B XA), agreed toresolve charges related to the illegal dumping of hazardous wastes on the Alaska Nor thSlope, for $22 million. The settlement included the maximum $500,000 cr iminal f ine,$6.5 million in civil penalties, and B s establishment of a $15 million environmental management system at all of B facilities in the US and Gulf of Mexico that are engaged inoil exploration, dr illing or production. The charges stemmed from the 1993 to 1995 dumping

of hazardous wastes on Endicott Island, Alaska by B s contractor Doyon Dr illing. The f irmillegally discharged waste oil, paint thinner and other toxic and hazardous substances by

in jecting them down the outer r im, or annuli, of the oil wells. B XA failed to repor t theillegal in jections when it learned of the conduct, in violation of the Comprehensive

Environmental R esponse, Compensation and Liability Act.

2 2 : P h B

Main ar ticle: Prudhoe Bay oil spill

In August 2006, BP shut down oil operations in Prudhoe Bay, Alaska, due to corrosion in pi pelines leading up to the Alaska Pi peline. The wells were leak ing insulating agent calledArctic pack, consisting of crude oil and diesel fuel, between the wells and ice. BP had spilledover one million litres of oil in Alaska's Nor th Slope. This corrosion is caused by sediment collecting in the bottom of the pi pe, protecting corrosive bacter ia from chemicals sent



through the pipeline to fight these bacteria. There are estimates that about 5,000 barrels (790m3) of oil were released from the pipeline. To date 1,513 barrels (240.5 m3) of liquids, about5,200 cubic yards (4,000 m3) of soiled snow and 328 cubic yards (251 m3) of soiled gravelhave been recovered. After approval from the DOT, only the eastern portion of the field wasshut down, resulting in a reduction of 200,000barrels per day (32,000 m3/d) until work beganto bring the eastern field to full production on 2 October 2006.[

In May 2007, the company announced another partial field shutdown owing to leaks of water at a separation plant. Their action was interpreted as another example of fallout from adecision to cut maintenance of the pipeline and associated facilities.

On 16 October 2007 Alaska Department of Environmental Conservation officials reported atoxic spill of methanol (methyl alcohol) at the Prudhoe Bay oil field managed by BP PLC.

Nearly 2,000 gallons of mostly methanol, mixed with some crude oil and water, spilled onto afrozen tundra pond as well as a gravel pad from a pipeline. Methanol, which is poisonous to

plants and animals, is used to clear ice from the insides of the Arctic-based pipelines.

2010 Texas City c emical leak

Two weeks prior to the Deepwater Horizon explosion BP admitted that malfunctioningequipment lead to the release of over 530,000lbs of chemicals into the air of Texas City andsurrounding areas from April 6 to May 16. The leak included 17,000 pounds of benzene (aknown carcinogen), 37,000 pounds of nitrogen oxides (which contribute to respiratory

problems), and 186,000 pounds of carbon monoxide.

2010 Deepwater Hori on oil spill

Main articles: Deepwater Horizon oil spill and Deepwater Horizon explosion

Anchor handling tugs combat the fire on the Deepwater Horizon while the United StatesCoast Guard searches for missing crew.



Public protest in New Or leans following the Deepwater Hor izon oil spill.

On 20 Apr il 2010, the semi-submersi ble exploratory offshore dr illing r ig Deepw¡ t er Hor i¢ on exploded af ter a blowout; it sank two days later, k illing 11 people. This blowout in the

Macondo Prospect f ield in the Gulf of Mexico resulted in a par tially capped oil well one mile below the surface of the water. Exper ts estimate the gusher to be f lowing at 35,000 to 60,000

barrels per day (5,600 to 9,500 m3/d) of oil. The exact f low rate is uncer tain due to thediff iculty of installing measurement devices at that depth and is a matter of ongoing debate.The resulting oil slick covers at least 2,500 square miles (6,500 km2), f luctuating from day today depending on weather conditions. It threatens the coasts of Louisiana, Mississi ppi,Alabama, Texas, and Flor ida.

The dr illing r ig was owned and operated by Transocean Ltd on behalf of BP, which is thema jor ity owner of the Macondo oil f ield. At the time of the explosion, there were 126 crewon board; seven were employees of BP and 79 of Transocean. There were also employees of var ious other companies involved in the dr illing operation, including Anadarko, Halli bur tonand M-I Swaco.

The U.S. Government has named BP the responsi ble par ty, and off icials have committed tohold the company accountable for all cleanup costs and other damage. BP has stated that it would harness all of its resources to battle the oil spill, spending $7 million a day with its

par tners to try to contain the disaster. In compar ison, BP's 1st quar ter prof its for 2010 wereapproximately $61 million per day. BP has agreed to create a $20 billion spill response fundadministered by Kenneth Feinberg. The amount of this fund is not a cap or a f loor on BP'sliabilities. BP will pay $3 billion in third quar ter of 2010 and $2 billion in four th quar ter intothe fund followed by a payment of $1.25 billion per quar ter until it reaches $20 billion. In theinter im, BP posts its US assets wor th $20 billion as bond. For the fund's payments, BP will cut its capital spending budget, sell $10 billion in assets, and drop its dividend. BP has also

been targeted in litigation over the claims process it put in place for victims. A class action

lawsuit was f iled against BP and its initial claims administrator, the ACE, Ltd. InsuranceGroup company ESIS.

BP began testing the tighter-f itted cap designed to stop the f low of oil into the Gulf of

Mexico from a broken well for the f irst time in almost three months. The test beganWednesday, July 14 with BP shutting off pi pes that were funnelling some of the oil to shi pson the surface, so the full force of the gusher went up into the cap.[ Then deep-sea robots

began slowly closing ² one at a time ² three openings in the cap that let oil pass through.Ultimately, the f low of crude was stopped. All along, engineers were and still are watching

pressure readings to learn whether the well is intact Former coast guard admiral Thad Allen,the Obama administration's point man on the disaster, said the government gave the testinggo-ahead af ter carefully reviewing the r isks. "What we didn't want to do is compound that

problem by mak ing an irreversi ble mistake," he said.

Stock decli e and takeover speculations

Af ter the Deepwater Hor izon Oil Spill BP's stock fell by 52% in 50 days on the New York Stock Exchange, going from $60.57 on 20 Apr il 2010, to $29.20 on June 9, its lowest level since August 1996.



Approximately 40% of BP shares are held by UK shareholders, and 39% in the USA. BP'sUK dividends represent approximately one-seventh of all dividend payments in the UK and

form the basis of many pension schemes.

Some market commentators suggested BP may have to cut its dividend, be broken up, f ile for bankruptcy or be taken over by another oil company as a result of the spill and associated

liabilities. Financial analysts suggest 4 possi ble scenar ios. One is that the oil leak stops, political pressure abates, and the cleanup costs are manageable. A second is that a competitor attempts to take over BP, either in cooperation with the company or as a hostile bid. Theshare pr ice would vary according to political pressure and factors related to the suitor and/or BP. A third scenar io is that the leak is stopped but with delays. There is uncer tainty of thecleanup payments. BP stock pr ices rebound but not completely. A four th scenar io is that theleak is not plugged, political pressure continues leading to bankruptcy.

There are speculations in the press, based chief ly on comments from Fred Lucas, EnergyAnalyst at J.P. Morgan Cazenove, that there would be a takeover of the company, focusingon possi ble bids from Exxon or Shell at a presumed pr ice of £88 billion. In addition, BPexecutives have held talks with a number of sovereign wealth funds including ones from Abu

Dhabi, Kuwait, Qatar and Singapore, for creation of a strategic par tnershi p to avoid takeover by other ma jor oil companies. BP has either re jected or refused to react to these over tures.

Following the Oil Spill, on July 27, 2010, BP announced a net loss of $16.97 billion dur ingthe second quar ter of 2010, with the oil spill costing $32.2 billion so far. Also on July 27,2010, BP conf irmed that CEO Hayward would resign and be replaced by Bob Dudley onOctober 1, 2010.

Mist mountain project

There have been some calls by environmental groups for BP to halt its "Mist Mountain"

Coal bed Methane Pro ject in the Southern R ocky Mountains of Br itish Columbia and for theUN to investigate the mining activities. The proposed 500 km pro ject is directly ad jacent tothe Water ton-Glacier International Peace Park.

Canadian oil sands

BP is one of numerous f irms who are extracting oil from Canadian oil sands, a process that produces four times as much CO2 as conventional dr illing. The Cree First Nation descr i be

this as 'the biggest environmental cr ime on the planet'.

Safety record

1965: Sea Gem offshore oil rig disaster

In December 1965, while the BP oil r ig Sea Gem was being moved, two of its legs collapsedand the r ig capsised. Thir teen crew were k illed. Sea Gem was the f irst Br itish offshore oil r ig.

2 5: Texas City Ref inery explosion



In March 2005, BP's Texas City, Texas ref inery, one of its largest ref iner ies, explodedcausing 15 deaths, in jur ing 180 people and forcing thousands of nearby residents to remainsheltered in their homes A large

[clar ification needed ]column f illed with hydrocarbon overf lowed to

form a vapour cloud, which ignited. The explosion caused all the casualties and substantial damage to the rest of the plant. The incident came as the culmination of a ser ies of lessser ious accidents at the ref inery, and the engineer ing problems were not addressed by the

management. Maintenance and safety at the plant had been cut as a cost-saving measure, theresponsi bility ultimately resting with executives in London.

The fall-out from the accident continues to cloud BP's corporate image because of themismanagement at the plant. There have been several investigations of the disaster, the most recent being that from the U.S. Chemical Safety and Hazard Investigation Board which"offered a scathing assessment of the company." OSHA found "organizational and safetydef iciencies at all levels of the BP Corporation" and said management failures could betraced from Texas to London.

The company pleaded guilty to a felony violation of the Clean Air Act, was f ined$50 million, and sentenced to three years probation.

On 30 October 2009, the US Occupational Safety and Health Administration (OSHA) f inedBP an additional $87 million² the largest f ine in OSHA history²for failing to correct safetyhazards revealed in the 2005 explosion. Inspectors found 270 safety violations that had been

previously cited but not f ixed and 439 new violations. BP is appealing that f ine. (see#Environmental record).

2 6± 2 10: Ref inery fatalities and safety violations

From January 2006 to January 2008, three workers were k illed at the company's Texas City,Texas ref inery in three separate accidents. In July 2006 a worker was crushed between a pi pe

stack and mechanical lif t, in June 2007, a worker was electrocuted, and in January 2008, aworker was k illed by a 500-pound piece of metal that came loose under high pressure and hit him.[

Under scrutiny af ter the Texas City R ef inery explosion, two BP-owned ref iner ies in TexasCity, and Toledo, were responsi ble for 97 percent (829 of 851) of wilful safety violations byoil ref iners between June 2007 and February 2010, as determined by inspections by theOccupational Safety and Health Administration. Jordan Barab, deputy assistant secretary of labour at OSHA, said "The only thing you can conclude is that BP has a ser ious, systemicsafety problem in their company."[109]

2009: North Sea helicopter accident

On 1 Apr il 2009, a Bond Offshore Helicopters Eurocopter AS332 Super Puma ferryingworkers from BP's platform in the Miller oilf ield in the Nor th Sea off Scotland crashed ingood weather k illing all 16 on board.

[110][111]

2010: Deepwater Horizon well explosion



The 20 Apr il 2010 explosion on BP's offshore dr illing r ig in the Gulf of Mexico resulted inthe death of eleven people and caused the biggest accidental mar ine oil spill in the history of

the petroleum industry.[112][113][114]

Political record

2007: Propane price manipulation

Four BP energy traders in Houston were charged with mani pulating pr ices of propane inOctober 2007. As par t of the settlement of the case, BP paid the US government a$303 million f ine, the largest commodity market settlement ever in the US. The settlement included a $125 million civil f ine to the Commodity Futures Trading Commission,$100 million to the Justice Depar tment, $53.3 million to a restitution fund for purchasers of

the propane BP sold, and $25 million to a US Postal Service consumer fraud education fund.

2008: Oil price manipulation

In May 2010, the Supreme Cour t of Arbitration of the R ussian Federation agreed in suppor t of the country¶s antimonopoly service¶s decision to a 1.1 billion R uble f ine ($35.2 million)against TNK /BP, a 50/50 joint venture, for abusing antitrust legislation and setting ar tif iciallyhigh oil products pr ices in 2008, TNK and BP declined comment.[117]

Baku-Tbilisi-Ceyhan pipeline

BP has been cr iticised for its involvement with Baku-Tbilisi-Ceyhan pi peline, due to humanr ights, environmental and safety concerns

Colombian pipeline

In July 2006, a group of Colombian farmers won a multi million pound settlement from BPaf ter the company was accused of benef iting from a regime of terror carr ied out byColombian government paramilitar ies to protect the 450-mile (720 km) Ocensa pi peline.

Contributions to political campaigns

According to the Center for R esponsive Politics, BP is the United States' hundredth largest donor to political campaigns, having contr i buted more than US$5 million since 1990, 72%and 28% of which went to R epublican and Democratic reci pients, respectively. BP haslobbied to gain exemptions from U.S. corporate law reforms. Additionally, BP paid thePodesta Group, a Washington, D.C.-based lobbying f irm, $160,000 in the f irst half of 2007 to

manage its congressional and government relations.

In February 2002 BP's chief executive, Lord Browne of Madingley, renounced the practice of corporate campaign contr i butions, noting: "That's why we've decided, as a global policy, that from now on we will make no political contr i butions from corporate funds anywhere in thewor ld."

Despite this, in 2009 BP used near ly US$16 million to lobby US Congress, break ing thecompany's previous record (from 2008) of US$10.4 million.



B and Russia

BP is one of the few Western energy companies with major investments in Russia, a countrywhich has failed to obey the Energy Charter Treaty. It has been subject to controversies. In2008 Igor Sechin, a former GRU agent and later official in Vladimir Putin's government, did

private negotiations with BP CEO.

A report observed in January 2009

Disruption to EU gas supplies in January 2009 - as Ukraine quarrelled with Russiaand pipelines were shut down - exposed EU reliance on Russian gas. A dependencethat does not support EU energy security, but does support BP's financial security.That financial security depends on BP maintaining its position as a bridge betweenRussian resources and EU customers. Given the company's turbulent relationships inRussia, BP draws on the EU to help it maintain that position. The EU assists BP

because, while it may not be in the long term interests of the EU to depend uponRussian gas, EU energy policy currently relies on it. Without BP, it would have torely on Russian state companies, most notably Gazprom. As TNK-BP is currently theonly major oil and gas company in Russia with no state involvement, and the onlymajor energy company in the country not majority-controlled by Russians, it is a key

partner for the EU.

BP's Russian joint venture filed bankcrupty in June 2010.

In 2003 The Guardian published intelligence reports that the GRU has allocated moneytowards hiring or training eco-warriors and mercenaries to sabotage the 1,100-mile Baku± Tbilisi±Ceyhan pipeline project, which was under construction and would have reducedEurope's energy dependence on Russia. The consortium was headed by BP. During the 2008war, the pipeline was a major target of Russian forces

B corporate and retail rands

Corporate randin

A BP sign outside a service station in the United Kingdom showing the current 'Helios' branding



A BP service station in Ohio, United States showing the previous 'Green Shield' branding

In 2000 BP Amoco changed its name to BP, introduced a new corporate slogan- ³BeyondPetroleum´ - and replaced its ³Green Shield´ logo with the Helios symbol, a green andyellow sunflower pattern. These changes were intended to highlight the company¶s interest inalternative and environmentally friendlyfuels. In July 2006, critics pointed to the relativelack of press coverage about a spill of 270,000 gallons of crude oil that spread into theAlaskan tundra. Critics noted this as evidence that BP had successfullygreenwashed its

image, while maintaining environmentally unsound practices.

In 2008, BP was awarded a satirical prize, the "Emerald Paintbrush" award, byGreenpeace UK. The "Emerald Paintbrush" award was given to BP in order to highlight its allegedgreenwashing campaign. Critics point out that while BP advertises its activities in alternativeenergy sources, the majority of its capital investments continueto go into fossil fuels. BP wasalso one nominee for the 2009 Greenwash Awards.

BP put its plans on hold to market a fuel that is 85% Ethanol and 15% Butanol (E85B), soexisting internal combustion engines can run on a 100% renewable fuel that could be madewithout using any fossile fuels. The lack of follow-through is often cited by critics as another example of BP's greenwashing. Butanol may be used as a fuel in an internal combustionengine, but BP has no infrastructure to produce Butanol from biomass sources. Because itslonger hydrocarbon chain causes it to be fairly non-polar, it is more similar to gasoline than itis to ethanol. Butanol has been demonstrated to work in vehicles designed for use withgasoline without modification. It can be produced from biomass (as "biobutanol") as well asfossil fuels (as "petrobutanol"); but biobutanol and petrobutanol have the same chemical

properties.

B

Until 31 December 1998 the company was formally registered as the British PetroleumCompany plc. In January 1999 following a merger the company took on the Amoco name.

The new name BP Amoco plc was retained until May 2001.[134][135]

The transition to the BP plc name was managed by BP's advertising agency,Ogilvy & Mather and PR consultants,Ogilvy PR. The change of name culminated in BP's new logo and re-branding in the firstquarter of 2001.

The Helios logo (Helios is the name of the Greek sun god), represents energy in its manyforms. The company owns the two letter internet domain bp.com, which the companyregistered 10 November 1989. BP is among the earliest brands to own such a short domainname. BP's tagline is "Beyond Petroleum"; according to the company this represents their



focus on meeting the growing demand for fossil fuels, manufacturing and delivering moreadvanced products, and enabling the material transition to a lower carbonfuture.

By the end of July 2010, independent BP station owners reported sales down 10 to 40 percentin the quarter after the Gulf oil spill and, while some hoped BP would return to the Amoco

brand once used by many of the stations, others considered thatwould be a gamble because

BP put so much effort into the brand.

ampm

ampm is a convenience store chain with branches located in several U.S. states includingArizona, California, Nevada, Ohio, Oregon, Washington, recently in Illinois, Indiana,Georgia and Florida, and in several countries worldwide such as Japan. In the westernUS,the stores are usually attached to an ARCO gas station; elsewhere, the stores are attached toBP gas stations. BP Connect stations in the US are transitioning to the ampm brand.

Aral

An Aral service station in Germany

In Germany and Luxembourg, BP operates its petrol retail chain under the nameAral after acquiring the majority of Veba Öl AG in 2001 and rebranding almost all of its BP fillingstations to Aral.

AR C

ARCO is BP's retail brand on the US West Coast in the seven Western states of California,

Oregon, Washington, Nevada, Idaho, Arizona, and Utah. BP acquired ARCO (formerly theAtlantic Richfield Company) in 2000. ARCO is a popular "cash only" retailer, selling

products refined from Alaska North Slope crude at theCherry Point Refinery in Washington,a plant in Los Angeles, and at other contract locations on the West Coast.

B Travel Center

BP Travel Centers are large scale destination sites located inAustralia which on top of offering the same features of a BP Connect site with fuel and a Wild Bean Cafe, also feature



ma jor food-retail tenants such as McDonald's, KFC, Nando's and recently Kr ispy Kreme,with a large seating capacity food cour t. There are also facilities for long-haul truck dr ivers

including lounge, showers and washing machines all in the same building. There are 4 travel centers located in South East Queensland: two on the Pacif ic Highway (Coomera and

Stapylton) and two on the Bruce Highway (Caboolture). A f if th travel centre was opened in2007 at Chinderah in nor thern New South Wales.

BP Connect

BP Connect is BP's f lagshi p retail brand name with BP Connect Service stations being

operated around the UK, Europe, USA, Australia, New Zealand and other par ts of the wor ld.BP Connect sites feature the Wild Bean Cafe, which offers cafe-style coffee made by the staff

and a selection of hot food as well as freshly baked muff ins and sandwiches. The foodoffered in Wild Bean Cafe var ies from each site. BP Connect sites usually offer table and

chair seating and of ten an Internet k iosk . In the US, the BP Connect concept is gradually being transitioned to the ampm brand and concept. Some BP Connect sites around the UK ranin par tnershi p with Marks & Spencer with the on-site shop being an M&S Simply Food instead of a BP Shop.

BP Express

BP Express was the f lagshi p BP brand pr ior to the introduction of BP Connect in 2000. There

are still some BP Express sites operating around the wor ld but most have been either upgraded to Connect or changed to an alternative brand. BP Express offers a bakery service

but doesn't have the selection of food offered in the Wild Bean Cafe and usually coffee isonly available through a self service machine.

In the Nether lands BP is opening unmanned stations with no shops or employees. Thesestations are called BP Express Some of these stations used to be 'ordinary' BP stations, some

are new to the BP network. Apar t from these stations BP Express shopping does also exist inthe Nether lands.

BP Shop

BP Shop is commonly used on smaller, mainly independently owned sites. Products vary ineach BP Shop but consist usually of a selection of convenience store-style food andautomotive products.

BP 2go



A BP 2go branded service station in Australia

BP 2go is a franchise brand used for independently operated sites in New Zealand and iscurrently being rolled out throughout Australia (although not all BP 2go stores are franchisesin Australia). BP 2go sites mainly operate in towns and outer suburbs in New Zealand. BP

2go offers similar bakery food to BP Connect but in a pre-packaged form. Some BP Expresssites around New Zealand and Australia that were considered too small to be upgraded to BPConnect were given the option to change to BP 2go; others were downgraded to BP Shop.Staff at some BP 2go sites wear a different style of uniform to the rest of the BP brandedsites; however in company-owned and operated 2go sites in Australia the same uniform isworn across all sites.

Castrol

Castrol is a brand of motor oil and other lubricants which is entirely a BP brand but tends toretain its separate identity.

Air B and B S ippin

Air BP is the aviation fuel arm, BP Marine the marine fuels and lubricants arm, and BPShipping is the shipping arm within the BP group.

BP Shipping provides the logistics to move BP's oil and gas cargoes to market, as well asmarine structural assuran[on everything that floats in the BP group. It manages a large fleet of vessels most of which are held on long-term operating leases. BP Shipping's chartering teams

based in London, Singapore, and Chicago also charter third party vessels on both time charter and voyage charter basis.

The BP-managed fleet consists of Very Large Crude Carriers (VLCCs), one North Sea shuttletanker, medium size crude and product carriers, liquefied natural gas (LNG) carriers,liquefied petroleum gas (LPG) carriers, and coasters. All of these ships are double-hulled.

It Has Operations in Over 80 Countries

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