BP Sustainability Case Study Now Available at ReportsandReports
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Introduction
Sustainable development is increasingly important in the modern energy industry. The way that BP and other oil and gas companies respond to urgent and complex sustainability issues will be crucial to future energy supply. This brief gives an in-depth analysis of how BP are responding that those issues and outlines scenarios for their corporate strategy to 2030.
Scope
BP has long been a leader in sustainability but is being overtaken by other businesses which are committed to sustainability and integrate sustainability throughout their core business practices. Tony Hayward as new CEO since 2007 had significant impact on BP's sustainability efforts.
A credible public commitment to sustainability which is grounded in the company's core values is a key factor in communicating BP's sustainability efforts. Rebranding as Beyond Petroleum has had long-lasting effect but delivering different messages to different stakeholders could give rise to claims of green washing.
Under our scenario analysis, you will see how BP becomes a sustainable energy provider. We developed business strategies for weak sustainability, where BP's sum of manufactured, environmental, human and social capital is stable. BP undergoes a paradigm shift in the strong sustainability scenario, allowing it to access 1.5 to 2 billion consumers.
Reasons to Purchase
Sustainable development is increasingly important in the modern energy industry. The way that BP and other oil and gas companies respond to urgent and complex sustainability issues will be crucial to future energy supply. This brief gives an in-depth analysis of how BP are responding that those issues and outlines scenarios for their corporate strategy to 2030.
Scope
- Providing you with an in-depth analysis of BP's sustainability efforts and potential impact of sustainable development on BP by the year 2030.
- Develops scenario analysis under three possible future paradigms; business as usual, weak sustainability and strong sustainability.
- Discover which impacts the Gulf of Mexico oil spill has on BP's sustainability credibility.
- Find out how BP can target new markets of 1.5 to 2 billion people.
BP has long been a leader in sustainability but is being overtaken by other businesses which are committed to sustainability and integrate sustainability throughout their core business practices. Tony Hayward as new CEO since 2007 had significant impact on BP's sustainability efforts.
A credible public commitment to sustainability which is grounded in the company's core values is a key factor in communicating BP's sustainability efforts. Rebranding as Beyond Petroleum has had long-lasting effect but delivering different messages to different stakeholders could give rise to claims of green washing.
Under our scenario analysis, you will see how BP becomes a sustainable energy provider. We developed business strategies for weak sustainability, where BP's sum of manufactured, environmental, human and social capital is stable. BP undergoes a paradigm shift in the strong sustainability scenario, allowing it to access 1.5 to 2 billion consumers.
Reasons to Purchase
- Use this report to evaluate BP's strengths and weaknesses with regards to sustainable development.
- See how an international oil and gas company can be the first sustainable energy company.
- Compare with other oil and gas companies strategies to understand best practice in the industry.
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- Table Of Contents
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- DATAMONITOR VIEW
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- CATALYST
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- SUMMARY
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- KEY FINDINGS
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- SUSTAINABILITY PERCEPTION
- Company vision and mission
- Public
- Sustainability indices
- Awards
- Industry bodies, voluntary initiatives and standardization contributions
- NGOs
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- ASSESSMENT OF CURRENT SUSTAINABILITY EFFORTS
- Environment
- Greenhouse gas emissions
- Air pollutant emissions
- Energy use
- Other energy sources
- Flared gas
- Biodiversity
- Fresh water use
- Discharges to water
- Waste water
- Water use
- Waste
- Hazardous waste
- Process safety
- Oil spills
- Social
- Product responsibility and product stewardship
- Human rights and security
- Human rights in the supply chain
- Workforce participation and employee engagement
- Workforce health, injury and illness incidents
- Workforce diversity and inclusion
- Training and development
- Non-retaliation and grievance system
- Community impacts and engagement
- Micro-financing
- Indigenous peoples and involuntary resettlement
- Local hiring practices and supply chain development
- Economic
- Preventing corruption
- Preventing corruption in the supply chain
- Transparency of payments to host governments
- Public advocacy and lobbying
- Legal proceedings
- BP sustainability reporting
- Single, common leadership framework
- Code of conduct
- Alignment of incentives with values
- Sustainable supply chain management
- Stakeholder communication
- Climate change
- Transparency and credibility
- Ability to communicate strong commitment to sustainability
- Integration of sustainability into the organization
- Significant changes in business behavior
- Country and site sustainability and environmental reporting
- Unconventional oil
- Alternative energy
- Cutting of employee numbers
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- SWOT ANALYSIS
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- SCENARIOS TO 2030
- BP's situation in March 2010
- Oil and gas interests
- Petrochemical assets
- Refineries
- BP Alternative Energy
- Targetneutral
- Sustainability and the oil and gas industry
- Paradigms for the scenario analysis
- Assumptions for scenario analysis
- Energy security
- Other assumptions
- 2030 sustainability scenarios
- BP in 2030 - business-as-usual scenario
- BP in 2030 - weak sustainability scenario
- BP by 2030 - strong sustainability scenario
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- CONCLUSION AND RECOMMENDATIONS
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- APPENDIX
- General overview of BP
- History
- Mergers and acquisitions
- Subsidiaries, jointly controlled entities and associates
- Sustainability challenges
- BP memberships in organizations
- Further reading
- Ask the analyst
- Datamonitor consulting
- Disclaimer
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- List of Tables
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- Table 1: Awards 2009
- Table 2: BP group greenhouse gas emissions (excluding TNK BP), 2005-09
- Table 3: Estimated TNK-BP greenhouse gas emissions, including direct, indirect, CO2, CH4, N2O, 2005-08
- Table 4: Primary energy use (million GJ), 2001-09
- Table 5: Discharges to water (tonnes), 2002-09
- Table 6: Waste water discharged (m³), 2005-09
- Table 7: BP SWOT analysis
- Table 8: BP Alternative Energy business
- Table 9: Assumptions until 2030
- Table 10: BP's products and services
- Table 11: BP's main brands
- Table 12: BP's reporting business segments
- Table 13: BP's mergers/acquisitions and divestments, 1950-2010
- Table 14: 100% BP-owned subsidiaries, 2009
- Table 15: 75% BP-owned subsidiaries, 2009
- Table 16: Jointly controlled entities (14-60% BP ownership), 2009
- Table 17: Associates (24-50% BP ownership), 2009
- Table 18: Associates (24-50% BP ownership), 2009
- Table 19: Sustainability challenges in the oil and gas industry
- Table 20: BP memberships
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- List of Figures
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- Figure 1: Public perception of BP's sustainable business practices
- Figure 2: Oil and gas production stacked on top of direct greenhouse gas emissions, 2005-2009
- Figure 3: BP group emissions to air, 1999-2009
- Figure 4: Primary energy use versus oil and natural gas production, 2005-09
- Figure 5: Flaring of hydrocarbons (thousand tonnes) 2001-2009
- Figure 6: Total water withdrawal, 2003-09
- Figure 7: Potable water use, 2003-09
- Figure 8: Hazardous waste, 2006-09
- Figure 9: Governance flow
- Figure 10: US primary energy production and consumption, 2008
- Figure 11: US primary energy sources, 2008
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