BP GLOBAL
May 25, 2015

Presentation to the Board of Directors

Agenda
 Organizational Direction
 Situational Analysis
 Alternate Goals and Plans
 Goal and Plan Evaluation
 Goal and Plans Selection
 Implementation
 Conclusion

Organizational Direction

Organizational Direction
 We strive to be a safety leader in our industry, a world-class operator, a responsible corporate citizen and a great employer.

 We are working to enhance safety and risk management, earn back trust and grow value.

 Keeping a relentless focus on safety is a top priority for us.
 Good management of risk helps to protect the people at the frontline, the places in which we operate and the value we create.

 We understand that operating in politically-complex regions and technically-demanding geographies, such as deep water and oil sands, requires particular sensitivity to local environments.

 We continue to enhance our systems, processes and standards, including how we manage contractors.

Situational Analysis
 Mitigate and eliminate situations that put the company at risk
 Goal transparency is key to building trust and relationships
 Simplify goals so interpretations are clear
 Have a broader presence in the communities we serve
 Communicating is key to building trust and relationships

Alternatives

PLAN A
PLAN B

Alternatives
 Mistrust by the community
 Lack of generated revenue
 Increased injuries to our team
 Lack of knowledge regarding BP
 Misperceptions regarding BP
 Possible increase revenue by the competition

Goals
 Recognize potential for our presence to impact the lives of indigenous communities  Sensitivity to community displacement as a result of our company projects  Complete Revenue transparency with governments, non-governmental organizations and international agencies

 Manage environmental sensitivities and the potential impacts on communities  Create a culture of Safety

Oversight
 Day to day risk identification and management occurs in the group operations and functions, with the