1 a business of the bp-pwc partnership working together february 2002

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A business of

The BP-PwC Partnership

Working Together

February 2002

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Contents

Introduction and Overview of PwC Consulting Services

BP-PwC Partnership around the world

Upstream Engagements

Downstream Engagements

Chemical Stream Engagements

Gas & Power Engagements

Castrol Engagements

Group / Corporate Engagements

A business of

Introduction

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Introduction

This document describes the assignments that PwC has carried out for BP over the last few years.

It shows that the PwC work has covered a great proportion of the wide range of services across PwC and PwC Consulting.

The purpose of the document is to help answer a question that is frequently asked by BP managers, namely “What does PwC offer and what has it done with BP?”

The document is divided into 3 sections:

1. An overview of PwC services, showing our full range of professional services (our “footprint”)

2. A summary of key (signature) assignments around the world

3. A short summary of the consulting assignments we have carried out for BP, analysed by stream, geography and focus area

4. A more detailed description of the consulting assignments, covering project scope and business objectives

A business of

PwC Consulting Overview

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Professional Services “Footprint”

Our strategy is to to help solve clients’ complex business problems - measurably enhancing our clients' ability to build value, manage risk and improve financial and operational performance

We achieve this by providing integrated management consulting services, from strategy through implementation - our aim is to bring a unique perspective by combining strategic insights and outstanding sector knowledge

Our practice model, shown diagrammatically here, incorporates a service and industry segmentation - we have over 2,000 dedicated energy professionals located in centres of excellence in Houston, Dallas, Calgary, London, Moscow, Buenos Aires, Melbourne and Singapore

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Services

Energy & M

ining

Information,

Com

munications &

Entertainment (IC

E)

Consum

er and Industrial Products (CIP)

Financial Services (FS)

Industries

Technology Solutions

Performance Im

provemente-business

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PwC Consulting and PwC Services

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Performance Im

provement

e-business

Performance Improvement• Finance & Cost Management• Human Resource Management• Supply Chain Management• Customer Relationship Management• Information Technology Management• Real Estate & Capital Programme

Management

• Business & Application Process Outsourcing (BPO / APO)

• TRANSFORM Training

Strategic Change• Corporate & Operations Strategy• IT Strategy• Organisation & Change Strategy

• Financial Advisory Services (FAS)

Technology Solutions• Enterprise Resource Planning

(SAP, Oracle, PeopleSoft, JDE, Baan)• Information Technology / Systems

Integration

• Global Risk Management Services (GRMS)

e-Business• e-Business Strategy• e-Business Process (e-CRM,

e-Procurement, e-HR, Content Management)• e-Business Systems (i2, Siebel, BroadVision,

Vignette, ATG, Intershop, Oracle, SAP)• Alliances• Incubator

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BP-PwC Outsourcing Centres of ExcellenceCalgary, Canada

Chicago, IL

Bogotá, Columbia

Houston, TX

Tulsa, OK

Tokyo, Japan

Lisbon, Portugal Athens, Greece

Istanbul, Turkey

Krakow, Poland

Hamburg, Germany

Rotterdam, The Netherlands

Paris, France

Manchester, UK

Potters Bar, UK

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PwC Line of Service/Geographical Coverage 2001/2

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PwC Line of Service/Geographical Coverage 2001/2

A business of

Upstream

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Upstream Engagements Summary

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Upstream Engagements Summary

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Upstream Engagement Citations 001 Project title

Brief description

Main focus

Project start/end date

Key PwC contacts

Key BP contacts

BP Exploration Vietnam - Project Dai Hong ("Maximise Sunlight")

PWC Consulting was appointed by the client to provide an integrated solution, integrated team, and expertise in the packages to be implemented (Maximo and Sun Systems). The objective of the project was for the integrated systems to meet business requirements, as operations were moving into development and production phases. The key benefits achieved for the client were: Integrated systems; faster reporting; wider distribution of electronic format reports; control over procurement spending; on-line authorisation; Maintenance policy in place, and preventive planning; Inventory control. The size of the project was £500k, and consisted of four PwC Consultants and eight client staff in the project team.

Technology solutions - Systems implementation for maintenance management, procurement and financials; Integration; Change management; Testing and training; Data migration

June 2001 to June 2002

Neil McCormack, James Neophytou, Jason Duff

Steve Gilmour (BP Exploration Vietnam)

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Brief description

Main focus


Key PwC contacts

Key BP contacts

ePerformance Project

ePerformance combines the core of BP's performance culture and processes with its aspiration to become a deeply digital organization. Short term, ePerformance is all about putting in place the right building blocks for the future performance management and reporting environment. Using current year financials and the GFO process to prove the concept, the ePerformance project will deliver an integrated management information system and financial model, an operational data store and web-enabled workflow, analysis and presentation tools. Long term, its objective is to create an integrated, web-enabled performance management and reporting environment (people, processes and technology) that facilitates the end-to-end assembly, analysis and discussion of performance management metrics for financials, HSE, Operations and People. While initially an Upstream project, the project’s guiding philosophy includes the ability to scale for other Stream and / or Group deployment and it aligns with overall Group management information systems direction. ePerformance is aligned with Upstream's focus on Safety, Teamwork and Production. Through the collaborative efforts of asset and business unit management teams setting and tracking performance targets and evaluating options and what-if scenarios, overall production and financial performance will be enhanced.

Performance Improvement/e-Business - Performance Management, iAnalytics

May 2000 – Dec 2001

Neil McCormack, Don Mettica, Greg Mitchell, Bob Gruman, Jon Hopkins, Adrian Chapman, David French, Stuart Bonnington

Brad Richardson, Mike Rosepiler, Garth Perry, Patrick Smith, Reb Scarborough

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Brief description

Main focus


Key PwC contacts

Key BP contacts

Kovykta Real Options Valuation (ROV)

PwC Consulting was engaged to assess the Kovykta Development using Real Options Valuation methods and techniques. The initial project work involved the finance team to develop a case for wider ROV methodology application across the BP Amoco group.

This ROV project, lasting 6 months, had immediate benefit through applying a very rigorous project evaluation methodology to all new projects, with better assessment of what upstream investment decisions should be made. These benefits were key to the identification of final markets prior to the development of the Gas Field.

Strategic Change - Real Options Valuation Assessment

Michael Hurley (FAS London)

BP Finance & Asset Team – Jonathan Popper

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Brief description

Main focus


Key PwC contacts

Key BP contacts

European Value Chain Strategy Analysis

PwC Consulting was engaged to apply its Real Option Valuation Methodology to value the potential European Strategic alternatives for upstream and downstream assets.

Over three months, this project provided BP Amoco with the benefit of identifying where the value lies within the European chain, and how that value is created. This served to improve the client’s understanding of risks and offered the Business Units the opportunity to see the application of a new valuation tool.

Strategic Change - Real Options Valuation; Value Chain Strategy


Market Leadership Team & Finance Function – Jose Cleves

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Brief description

Main focus


Key PwC contacts

Key BP contacts

Fair Market Value Study – Section 907

PwC Consulting was engaged to provide a valuation of certain tangible assets (upstream only) of BP Amoco in accordance with Section 907 of the United States Income Tax Regulations (FORI / FOGEI). Valuation was conducted out of the Chicago Office, and the project’s duration was approximately 1 month.

Performance Improvement - Asset Valuation

Brian Moulton, Gary Brannon, Jim Dezart

Bill Mangan, Murray Auchincloss

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Brief description

Main focus


Key PwC contacts

Key BP contacts

Petrocore

PwC Consulting was assigned the task of developing and implementing and internet web site to provide a facility for the exchange of industry data. The project solution also enabled clients to handle information maintenance and AFE approvals. BP Amoco was the the first customer site to be attached to this solution.

Technology Solutions - Systems Design / Implementation

Ongoing

John Rutter

Tom Blewitt

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Brief description

Main focus


Key PwC contacts

Key BP contacts

SAP PRA Implementation

PWC Consulting was appointed by the client to implement SAP PRA (Production / Revenue Accounting) for Ownership, Production and Revenue Functions of BP’s current asset portfolio of US Upstream operations (Lower 48 states and the Gulf of Mexico). The project size was USD$20 million.

Technology Solutions - SAP Implementation

October 2001 – February 2003

James Davidson

Tom Blewitt

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Brief description

Main focus


Key PwC contacts

Key BP contacts

ARCO / Vastar Finance Integration

PwC Consulting was engaged to implement the transition of ARCO Permian and Vastar accounting information into the BPO Amoco systems infrastructure.

Technology Solutions - Finance / Systems Transformation

July 2000 – January 2001

James Davidson

Tom Blewitt

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Brief description

Main focus


Key PwC contacts

Key BP contacts

World Class Close

World Class Close was launched across the BP Group with the aims of achieving a WD6 submission of BU results to Group, with improved quality. PwC helped formulate the programme structure for the Group.

PwC has been working since January 2001 developing and facilitating a programme of workshops globally to help BU’s analyse their close process and prepare improvement implementation plans. Workshops are to be followed by a 6-9 month period of implementation locally. To date (Jan 2002), 20 workshops have been held and several BU’s have achieved close acceleration on target, moving from 10 to 6 days for submissions to Group.

Performance Improvement - FMS, using the PwC Close Acceleration Methodology

September 2000 - April 2002

Brian Adams, David H Henderson, Mark Muzzana, Kym Sanderson

Downstream Project Manager: Kati SvehlaKey Sponsors: David Hulf, Ian Rushby, Ian MacDonald

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Brief description

Main focus


Key PwC contacts

Key BP contacts

World Class Close – Communications Strategy / Training Systems Development

To ensure the effectiveness of the World Class Close project, both the business and accounting users needed to apply the process consistently. PwC Consulting [Transform] were brought in to lead the communications and training elements aimed at making the process changes a reality.

As part of the communications work, Transform designed and developed a Communications Strategy, a series of workshops for key stakeholders, a 'motivational' presentation, complete with guidance notes and FAQs along with job aids, posters and e-cards.

With regard to the training, Transform identified the need for highly modular, web-based training to be developed. This enabled users to quickly access the sections relevant to them and was backed up by a performance support tool to help users complete key documentation. Transform were responsible for the needs analysis, solution design, development of the performance support tool, vendor management, project management, and quality assurance aspects of the project.

Performance Improvement - Process

Completions date: December 2001

Whinifred Whelan (GRMS), Jennifer Matheson, John-Paul Barker (Transform)

Kati Svehla, Mike Starkie, Ian Rushby

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Brief description

Main focus


Key PwC contacts

Key BP contacts

Real Options Valuation (ROV) – Knowledge / Skills Transfer

Real Options are emerging as a new standard for valuing, selecting and managing strategic investments. BP have applied ROV successfully in the past using the help of PwC’s Corporate Finance and Recovery (CFR) Department but are keen to be able to use ROV in the future without always having to rely upon external support. To enable them to adopt ROV internally, a transfer of knowledge and skills was needed.

Transform worked alongside CFR and BP to develop a one-day awareness course for senior business unit managers and a two-day case study based course for commercial analysts. The training was designed around a 5-stage approach to ROV that Transform developed through consultation with CFR. Both courses were developed to ensure hands-on and relevant learning for the participants. Transform co-instructed both courses with CFR and BP early in the roll out stage.

Strategic Change - Implementation of ROV;

2001/ongoing

Jennifer Matheson, Caroline Furness (Transform), Michael Hurley, CFR

Mike Koy, Jose Cleves (BP Finance)

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Brief description

Main focus


Key PwC contacts

Key BP contacts

Internal Consultant Development Programme

PwC Consulting [Transform] developed a series of two-day classroom based training modules for the various J D Edwards Financials packages that was delivered to all users in Belgium and the Netherlands. The aim of the training was to introduce the users to the new J D Edwards system and enable them to practice some of the tasks that form their daily work at the shared service center. Transform developed a series of short manuals, outlining the main steps that should be completed on the system. The training was designed and developed in only ten days.

Technology Solutions - Management Development

Completion date: 1996

David Wardrop-White (Transform)

Adrian Dube ( now left)

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Brief description

Main focus


Key PwC contacts

Key BP contacts

European Human Resources Shared Services

PwC Consulting was engaged to assist BP Amoco in developing the business case, redesigning the processes, and implementing the solution to their HR Shared Services project in Singapore and Malaysia.

This project involved the implementation of the PeopleSoft platform with the objective of being operational in 6 months. The project was sized at USD $300,000.

Technology Solutions/Performance Improvement - Shared Service Centre; PeopleSoft Systems Implementation

Doug Simpson, Roger McNicholas, Bill Farrell

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Brief description

Main focus


Key PwC contacts

Key BP contacts

Bogotá Shared Service Centre

BP required a risk assessment of the Bogotá Shared Service Centre. PwC Consulting [GRMS] completed an assessment of operational risk in the Bogotá SSC and implemented QCM.

Operate; Technology Solutions - Systems implementation and assurance

June 1997 to October 1997

Chris Frost

Financial Controller, BPXC – David DonaldInternal Audit, Houston – Royce Rolls

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Brief description

Main focus


Key PwC contacts

Key BP contacts

Columbian Exploration – Procurement Process Improvement

BP believed that their procurement processes were inefficient and lacked basic controls. In 1996 GRMS undertook a process improvement programme in the Colombian exploration environment to investigate and report back on key issues, along with recommendations for improvement

Process improvement

June 1997 to October 1997

Chris Frost

Financial Controller, BPXC – David DonaldInternal Audit, Houston – Royce Rolls

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Brief description

Main focus


Key PwC contacts

Key BP contacts

PREMAS Design and Development – SAP PRA Module

PwC Consulting supported the design and development of Amoco’s PREMAS implementation in August 1994. The solution also included the provision of base instructional materials and related training classes to support the implementation. PwC Consulting completed a service agreement for the following year, ending August 1995, which included software customisation and enhancements as well as training Amoco staff appropriate techniques to modify the system in-house.

Amoco realised the following benefits from the PREMAS implementation:Consistent yet flexible information processing systemTrained staff with shared expertiseMinimal requirements for redundant dataProper integration of the production, revenue and gas marketing business functions

Technology solutions

1994 – 1996

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Brief description

Main focus

Project start/end dates

Key PwC contacts

Key BP contacts

PREMAS Plus Conversion – BP Amoco / Chevron

Amoco and Chevron agreed to participate in a joint project to plan for the conversion to Premas Plus, the recently released client server version of Premas. The project allowed the two companies to create project plans, design and construct conversion routines and pilot a business unit through the upgraded, "industry standard" version of the PREMAS Plus client-server software. This was another step in PwC's efforts to provide greater opportunities for reducing long-term application support costs for the petroleum industry.

Full project start-up was November 1996. Project completion was scheduled for July 1997. Professional fees for this project will total approximately $2,000,000 and will be shared between the participating companies.


1996-7

John Joyce / Tommy Eubanks (Project Partners)

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Brief description

Main Focus


Key PwC contacts

Key BP contacts

Amoco Exploration & Production / Chemicals SAP R/3 Implementation

Amoco Corporation initiated this project to reduce back office costs across the company. It was determined that business process reengineering in conjunction with the implementation of SAP R/3 in all business areas would garner the desired costs savings. PwC Consulting was selected as the Systems Integration Partner for the Exploration and Production, and Chemicals business groups. This project engaged PwC Consulting in certain efforts such as maintaining the integration of common processes across business groups, archiving of SAP documents and the reduction of working capital levels. To build momentum and prove the concept of SAP, the Fabric subsidiary from Chemicals was piloted (a “base” configuration) and implemented into production on March 1, 1996. The resulting configuration was treated as the common design from that point forward. The common design was managed to ensure that any benefits of commonality, across business groups, was realized. To accelerate the SAP implementations at E&P and Chemicals, the base configuration was used as a Template. The Chemical business unit successfully implemented SAP into production on January 1, 1997 using a Big Bang approach.


January 1996 – March 1997

Scott Beckman (Project Partner), Marty Rich (Project Manager), Marybeth Brown

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Brief description

Main Focus


Key PwC contacts

Key BP contacts

Venezuela Operations – Software Solutions

Before this project BP Amoco used a number of electronic and manual systems to manage their finance, procurement, inventory and maintenance business processes. The anticipated growth and complexity of the business in Venezuela prompted the client to review their IT requirements. PwC Consulting was engaged to review the existing processes and identify user requirements as a basis to select and tailor a recommended software solution flexible enough to meet existing and future needs.

This project also required PwC Consulting to identify the owners of the applications and ensure their commitment to the project and its deliverables. It was confirmed that the system recently installed in their Colombian operation would meet BP Amoco’s needs. The commonality with the Colombian operation reduced the risks associated and allowed Venezuela to run their systems in Columbia, taking advantage of the outsourcing arrangement with PwC Consulting BPO at a later date.


Successfully completed on time for end date 1st January 1996

Alastair Kidd (Project Partner)

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Brief description

Main Focus


Key PwC contacts

Key BP contacts

Data Repository for Lower 48 States

PwC Consulting was engaged to design and implement a Data Repository for BP Amoco upstream operations for the Lower 48 States. This project was designed to support GFO, Opex, Capex, Project spending and Payroll functions.


Tom Blewitt

34


Brief description

Main Focus


Key PwC contacts

Key BP contacts

SAP Upgrade (3.1H to 4.6 B&C) – Upstream / Downstream / Chemicals

These combined projects were part of the GBPO Outsourcing agreement between BP Amoco and PwC Consulting. All SAP systems that GBPO supported were upgraded from the R/3 3.1H platform (IS-Oil version) to 4.6B&C over two years. Initially this was a technical upgrade only, setting the stage for BP Amoco to follow subsequent to the upgrade with functional enhancements.

The project team first converted two SAP instances from SAP 3.1H IS-Oil to 4.6B - IS-Downstream only and 4.6B - complete IS-Oil installation, along with a core 3.1H to 4.6B upgrade. A more concentrated effort focusing only on the European Chemical upgrade was delivered by October 2000. The remaining SAP system upgrades to 4.6C occurred between July/December 2001.

PwC Consulting’s involvement with training consisted primarily of identifying necessary changes in SAP and using tools such as NetMeeting to training European users from US sites.


January 2000 – December 2001

Charles Kafoglis (Project Partner), David Hand (Project Manager), James Davidson

Tom Blewitt

35


Brief description

Main Focus


Key PwC contacts

Key BP contacts

Venezuela Finance Function Outsourcing Agreement

BP Venezuela was a significant emerging asset at the time of this project, with some fields on stream and others still in exploration and drilling phases. Huge capital investment and rapid increases in staff levels placed many stresses on this start-up venture. PwC Consulting was selected as Outsourcers of the BP Venezuela Finance function, allowing the client to focus on its core business processes at a crucial time for the business.

Operate – BPO Finance

Venezuela Outsourcing went live in August 1996; Agreement ended November 1997

Stewart Keigher

36


Brief description

Main Focus


Key PwC contacts

Key BP contacts

BPO/APO Agreement – Baseline Accounting & Finance / IT applications Support

This landmark 10 year agreement engages PwC BPO in the provision of Baseline Accounting and Finance functions as well as related IT Applications Maintenance & Support for BP Amoco Upstream (US), Corporate, and Chemicals (US, UK and Europe) business streams.

PwC BPO provides many Finance segments including General Accounting, Procure to Pay and Capital Assets Management. The scope of IT Support includes EDI, Premas, SAP and an IT Help Desk.

Operate – BPO Finance / APO Applications Support

BPO contract awarded November 1999 for 10 years (2009)

Tom Eubanks (overall relationship), John O’Sullivan (Contract Administrator),Steve Grossman (BPO IT Director), John Rutter (overall BP Account Manager)

Contract Administrator – Tom BlewittDigital Business Unit – David Beaney

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Brief description

Main Focus


Key PwC contacts

Key BP contacts

GRMS Outsourcing Assistance

PwC Consulting (GRMS) was engaged to review and provide assistance in the transition with the outsourcing from BP Amoco to PwC Accounting Centres and Application Outsourcing Support. Project Team functions included:

Service Level Agreement Due Diligence ReviewDevelopment and Maintenance of an Internal Audit FunctionDownstream Security ReviewDisaster Recovery Planning and TestingEstablishment of SAP Security and Controls


Project commenced July 1999 and is ongoing.

Kathy Cutlip, Winifred Whelan

Tom Blewitt

38


Brief description

Main Focus


Key PwC contacts

Key BP contacts

BPO/APO Agreement – ARCO & Vastar Finance/Accounting and IT Services

This 9 year Outsourcing agreement engages PwC BPO in the provision of additional Finance / Accounting and Information Technology Services functions for BP Amoco’s acquisitions of ARCO (Atlantic Richfield) and Vastar Resources.

This project tied in with the integration of the Back-Office (Lower 48 States onshore & offshore) operations of ARCO/Vastar into the existing infrastructure for serving BP in the United States. In addition to this, PwC BPO expanded the Houston Centre to provide offshore Gulf of Mexico Production and Revenue Accounting (PRA) processing.


BPO Contract awarded December 2000 for 9 years (2009)



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Brief description

Main focus


Key PwC contacts

Key BP contacts

Canada Gas BU Portal

PwC Consulting and BPO Canada were appointed to develop and deliver a portal and web-based toolset to support prospect generation, project implementation and asset management within the Canada Gas Business Unit. The toolset was designed to promote team collaboration and data sharing, improving overall access to pertinent information.

This project was jointly staffed between the PwC Calgary Business Process Outsourcing Centre and Omnilogic. Creating such a multi-discipline team combined strengths in both eBusiness technology and understanding of the business.

E-Business - Systems Design / Implementation

September 2000 – December 2000

Lawson Findlay, Sharon Knowles

Doug Hill

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Brief description

Main focus


Key PwC contacts

Key BP contacts

Great Game of Business

This project required BPO Canada and PwC Consulting to web-enable current processes for production, financial planning and monitoring in the Canada Gas Business Unit. The web-enabled product was for use by project managers to capture, monitor and report on projects underway within the Business Unit.


Technology Solutions/eBusiness - Systems Implementation / Business Intelligence



Doug Hill

41


Brief description

Main Focus


Key PwC contacts

Key BP contacts

Oniris – JDE in Venezuela / Columbia

PwC Consulting was engaged in the implementation of JD Edwards Financial applications in BPX Venezuela and Columbia.


1998 – 1999

David Narrow, Tim Phillips

David Donald

42


Brief description

Main Focus


Key PwC contacts

Key BP contacts

Business Foundation Initiative

The BFI (Business Foundation Initiative) Project was launched mid-1997 in response to the identification of fundamental deficiencies in basic business control process within BPV.

The project team is staffed jointly by BP and PwC Consulting utilising appropriate business skills, resources and best practice from both organisations and incorporating representatives of the user community in BPV. To date they have designed (imported in some cases), built and are currently implementing robust , fit for purpose business processes in the areas of General Accounting and Accounts Payable, Capital Control, Procurement, Inventory control, Timewriting and Payroll & Office Allocation, and Planning, Budgeting and Reporting.

Deliverables were to project plan.


1997/1998

David Narrow,

Graham Benning

43


Brief description

Main focus


Key PwC contacts

Key BP contacts

Supply Chain Marketing Portal Pilot project

This project was requested by BP Canada Supply Chain Management Group to web-enable processes using BP’s standard Plumtree web environment and assess potential for web use. The pilot consisted of applications for procurement staff to use for discussion purposes, including posting documents for business information, posting potential leads, also customized links to industry players, news feeds, etc.



Second Quarter 2001


Bill Hamilton

A business of

Downstream

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Downstream Engagements Summary

46

Downstream Engagements Summary

47

Downstream Engagement Citations 004 Project title

Brief description

Main focus


Key PwC contacts

Key BP contacts

European Value Chain Strategy Analysis

PwC Consulting was engaged to apply its Real Option Valuation Methodology to value the potential European Strategic alternatives for upstream and downstream assets.

Over three months, this project provided BP Amoco with the benefit of identifying where the value lies within the European chain, and how that value is created. This served to improve the client’s understanding of risks and offered the Business Units the opportunity to see the application of a new valuation tool.

Strategic Change - Real Options Valuation; Value Chain Strategy


Market Leadership Team & Finance Function – Jose Cleves

48


Brief description

Main focus


Key PwC contacts

Key BP contacts

World Class Close

World Class Close was launched across the BP Group with the aims of achieving a WD6 submission of BU results to Group, with improved quality. PwC helped formulate the programme structure for the Group.

PwC has been working since January 2001 developing and facilitating a programme of workshops globally to help BU’s analyse their close process and prepare improvement implementation plans. Workshops are to be followed by a 6-9 month period of implementation locally. To date (Jan 2002), 20 workshops have been held and several BU’s have achieved close acceleration on target, moving from 10 to 6 days for submissions to Group.

Performance Improvement - FMS, using the PwC Close Acceleration Methodology

September 2000 - April 2002

Brian Adams, David H Henderson, Mark Muzzana, Kym Sanderson

Downstream Project Manager: Kati SvehlaKey Sponsors: David Hulf, Ian Rushby, Ian MacDonald

49


Brief description

Main focus


Key PwC contacts

Key BP contacts

World Class Close – Communications Strategy / Training Systems Development

To ensure the effectiveness of the World Class Close project, both the business and accounting users needed to apply the process consistently. PwC Consulting [Transform] were brought in to lead the communications and training elements aimed at making the process changes a reality.

As part of the communications work, Transform designed and developed a Communications Strategy, a series of workshops for key stakeholders, a 'motivational' presentation, complete with guidance notes and FAQs along with job aids, posters and e-cards.

With regard to the training, Transform identified the need for highly modular, web-based training to be developed. This enabled users to quickly access the sections relevant to them and was backed up by a performance support tool to help users complete key documentation. Transform were responsible for the needs analysis, solution design, development of the performance support tool, vendor management, project management, and quality assurance aspects of the project.


Completions date: December 2001

Whinifred Whelan (GRMS), Jennifer Matheson, John-Paul Barker (Transform)

Kati Svehla, Mike Starkie, Ian Rushby

50


Brief description

Main Focus


Key PwC contacts

Key BP contacts








Tom Blewitt

51


Brief description

Main Focus


Key PwC contacts

Key BP contacts







Tom Blewitt

52


Brief description

Main focus


Key PwC contacts

Key BP contacts

Destiny – BP/Mobil Joint Venture SSC (Rotterdam)

PwC provides a Shared Service Centre for a cluster of European BP Businesses, in Belgium, the Netherlands, Luxembourg, Germany, Austria and Switzerland. The scope of the project included developing the business case, and the transfer of the following finance functions:•Accounts Payable•Revenue Accounting•Cash and Bank•Fixed Assets•Financial Accounting•Management Reporting•Payroll

Operate – SSC

Finance functions fully operational end 1997 – to run for 7 years (2003)

David Narrow

Colin Goodall

53


Brief description

Main focus


Key PwC contacts

Key BP contacts

Euro Transition Assistance – Rotterdam SSC (BP/Mobil)

With the arrival of the Euro, BP/Mobil wanted to ensure that their readiness to handle the new currency was backed up by sound processes and procedures in their PwC-led SSC in Rotterdam. This Project required PwC Consulting to analyse the impacts of the Euro on the SSC, then transition the new processes and systems in order to cope with the changes.

For this project, a series of workshops were run, involving BP and PwC staff, and then a series of process changes were designed and implemented. Training was given directly to the majority of staff, and in addition advice was given on a set of Key Performance Indicators to assess the impact of the Euro and test the processes and systems.

Operate; Performance Improvement

May 1998 – January 1999

Jon Hopkins

Neil Burlison

54


Brief description

Main focus


Key PwC contacts

Key BP contacts

CRM – Global Contact Centre

PwC was appointed to develop a world class, world-wide CRM Contact Centre (formerly known as a Help Desk). PwC BPO Midwest used strategic alliances with Nortel to build a state-of-the-art technology which will better serve and satisfy existing and future customers.

The project size was USD $8.3 million, part of which was funded by BP Amoco.

Operate – BPO; Performance improvement – CRM

January 2001 – November 2001

Chris Rimkus

Tom Blewitt

55


Brief description

Main focus


Key PwC contacts

Key BP contacts

SAP “Stabilisation”

A combination of various small PwC Consulting projects intended to bring the SAP instance for Downstream into alignment with BP Amoco requirements for monitoring exposure. Work consisted of realigning accounting for product exchanges, developing new reports and resetting movement posting to occur at movement, rather that posting, date.

This project applied across the US Downstream sector, giving Marketing and Supply a more transparent view of their costs and market exposure on a daily basis. In total this work amounted to about 2000 resource hours.

Technology Solutions - SAP Systems Transformation

5 Months (March to July)

Chris Rimkus

Tom Blewitt

56


Brief description

Main focus


Key PwC contacts

Key BP contacts

Rotterdam Shared Service Centre Finance Training

PwC Consulting [Transform] devised an accelerated knowledge transfer process for new employees in the Rotterdam Shared Service Center (BP/Mobil), training them in the new customer-driven business processes and systems and facilitating the knowledge exchange from existing, in-territory employees. This project was sized at £250,000.

Operate; Performance Improvement - Training

Completion date: August 1996

Howard Spode (BPO), Peter Lann (Transform)

57


Brief description

Main focus


Key PwC contacts

Key BP contacts

BP Oil USA – Order Fulfilment Process Strengthening

PwC Consulting carried out this engagement for BP Oil USA to rectify problems with its customer order fulfillment process. BP considered the process to be compromising its competitiveness. The process improvement required understanding and buy-in among the many business groups involved.

The project team reviewed best practices and adopted those which improved customer responsiveness. This involved utilizing KnowledgeViewSM (best practice database) and ChangePro (process analysis resource). As a result of the project, several BP functions were consolidated and clear lines of accountability and responsibility were established, with a single contact now responding fully to customers. This success now provides a model for subsequent process improvement initiatives.

Performance Improvement

May 1999 – May 2001

Charles Kafoglis (Project Partner), Phil Caudill

58


Brief description

Main focus


Key PwC contacts

Key BP contacts

Oracle Financials R11 Upgrade – Euro zone countries

BP Amoco undertook the upgrade from Oracle Financials R10.7 to R11. This project, in ‘Euroland’ Countries, was combined with the cut-over of the system’s functional currency to the Euro. This upgrade was via a fresh implementation, and it was planned at this stage that ultimately all 28 implementations of Oracle Financials would be moved to to R11.

BP Amoco managed the implementation project but engaged PwC Consulting to assist in the planning and testing of Oracle Financials R11 and the in-house software extensions, as well as to provide implementation support for the various countries involved.

Technology Solutions - Oracle Systems Implementation

1997 – 1998

David Narrow

David Hulf

59


Brief description

Main focus


Key PwC contacts

Key BP contacts

SAP Release 7 – v.3.1h/IS-Oil 1.0d Upgrade

As major deliverables that are part of BP Amoco’s SAP Release 7, PwC Consulting assisted with the upgrade of Production environments from v.3.0d/IS-Oil 1.0c to v3.1h/IS-Oil 1.0d.

BP Amoco systems support a combined base of 14,800 users, 391.2 million transactions per year, and have a database size of 2050 gigabytes. This project is critical to the continued support of BP Amoco’s business as SAP support of v.3.0d officially ended in October 1999.

The Downstream environment upgrade went live on November 29 th 1999.

Technology Solution - SAP Systems Transformation; Integrated ERP; Supply Chain

June 1999 – February 2000

Charles Kafoglis (Project Partner), Marty Rich, David Stroud

60


Brief description

Main focus


Key PwC contacts

Key BP contacts

Archiving

PwC Consulting was appointed to develop and implement an archiving plan for SAP instances at BP Amoco. The initial project was focused on the Downstream box, which was reaching its space limits first. Plans were made for future archiving projects across other streams.

This project was fundamental to the client in avoiding expensive equipment purchases and potential debilitating down-time, as well as in preserving the on-going health of their systems.

Technology Solutions - Systems Archiving

Dave Hunt

Dave McElhaney / Dave Beaney

61


Brief description

Main focus


Key PwC contacts

Key BP contacts

Trading Process Review (Europe)

This was an Accounting Optimisation Project aimed at introducing "best in class" procedures and practices across BP Amoco’s European Associates. The project was conducted as a jointly managed and staffed PwC/Client project.

The review was piloted in the UK where procedural and organizational templates were developed to exploit the features offered by an integrated suite of financial (Oracle), stock movement and sales systems. These templates also incorporated techniques and performance benchmarks successfully exploited by other leading companies.

The project worked ahead of the system implementation teams and successfully completed reviews in Switzerland, Germany, France, Belgium, Netherlands, Sweden, Portugal, Austria, Greece and Turkey. In addition a similar review was completed for the client's South East Asia division to assess the implications of implementing Oracle based software in Singapore and Malaysia.

Process Improvement – Best In Class Practices

June 1995 – January 1996

Glen Peters (Project Partner), David Narrow & Jon Z. Bentley (Project Managers)

62


Brief description

Main focus


Key PwC contacts

Key BP contacts

Transition Management (Pan-European “Destiny”)

In 1997 BP/Mobil, experienced major problems with finance function transition in Austria. This transition support work was then continued in Germany, Belgium, The Netherlands and Switzerland. PwC Consulting [GRMS] undertook a programme of transition management and issue resolution for all areas.

Transition project management and assurance

October 1997 to March 1998

Chris Frost, Sean Cunningham

Tony Street

63


Brief description

Main focus


Key PwC contacts

Key BP contacts

Outsourcing Transition in Benelux

A transition management and issue resolution project for BP (Commercial &Industrial) during the outsourcing of BP Amoco’s finance and accounting function.

Operate; Performance Improvement - Project Management

April 1998 to December 1999


Huub Stockman, Paul Disborough

64


Brief description

Main focus


Key PwC contacts

Key BP contacts

BP Amoco Operations in Crisis

BP Amoco requested assistance with their invoicing and cash collection processes. GRMS implemented an operations in crisis programme for BP C & I.


December 1998 to March 1999


Huub Stockman, Teresa Hemmingway, Paul Disborough

65


Brief description

Main focus


Key PwC contacts

Key BP contacts

Problem Analyses and Resolution (Finance in Turkey)

In 2000 BP reported that their finance department in Turkey was close to a complete controls breakdown. A programme of problem analysis and resolution was successfully completed.

Performance Improvement - Process Analysis and Improvement

June 2000 to November 2000


Rod Hoffman, Jock Kerr, Paul Disborough

66


Brief description

Main focus


Key PwC contacts

Key BP contacts

Excise Tax Review

Experienced PwC Consulting (GRMS) staff were provided to BP Amoco to assist with Excise Tax Issues. The project team were involved with the responses to the State Tax authorities concerning the filing and audits with product excise tax issues. Also, reconciled the Excise tax accounts following up on the differences with the specific states.

Finance

January 2000 – May 2000

Winifred Whelan

Tom Blewitt/Brad Brill

67


Brief description

Main focus


Key PwC contacts

Key BP contacts

Due Diligence – European Transition Planning Support

PwC Consulting (GRMS) completed a transition planning support project for BP Amoco. One of the aims of the project was to provide due diligence assistance for all Business Groups locating into the Lisbon Shared Service Centre, plus Greece, Turkey and France.

The main focus of the project was to establish whether the Service Level Agreements in place with Andersen Consulting (Accenture) were still applicable when PwC took over the account, and to identify the backlog of information to be processed.

Due Diligence Assistance

October 2000 – September 2001

Paul Slater

Tony Cowsley

68


Brief description

Main focus


Key PwC contacts

Key BP contacts

BP Oil US – Reorganisation of Product Master files and Accounting groups

The Master file set up refers to the process of setting up a new customer/product in BP's systems or changing the information related to an existing customer/product. BP Oil US had its Master file set up processes separate from the Product Accounting function. This project engaged PwC Consulting to streamline this process. Also, the Product Accounting function was not regionalized and appeared to be overstaffed. Evaluation and Envision stages were completed as a solution. The existing Product Accounting group was re-organized into the Regional Inventory Accounting Group, with one employee representing each of three regions including the Mid-west, South-east, and North-east. The BP manager already had a vision of what he wanted which included allocating resources to the following areas: working capital, site level performance, and miscellaneous billing. PwC Consulting documented the results of the evaluation and recommended an implementation plan.

Finance Transformation / Process Improvement

January 1994 – June 1995

Amy Newman

69


Brief description

Main focus


Key PwC contacts

Key BP contacts

BP America – Business Process Transformation (BPT)

PwC Consulting was contracted to re-engineer BP America’s downstream petroleum business using our Business Process Transformation (BPT) methodology, and to develop client/server applications to support these radically redesigned businesses. Project teams were focused on Crude and Product Operations and Trading.

The functional direction for this work centred around accounting for both crude and product movement from the inception of the deal through operations and invoicing, as will as exposure position analysis and reporting. The specific business functions were: Deal Entry and Contract Administration; Supply/Demand Forecasting and Allocation; Operations and Scheduling; Inventory Management and Reporting; Performance Measurements; Settlement and Statements; and Pricing.

PwC Consulting’s role was to provide functional and software development expertise. In design and construction, two of our primary objectives were to provide a standard Graphical User Interface which considered human factors, and to utilize an Object Oriented solution.


February 1993 – May 1995

Ray Fiegel (Project Partner), Keith Thomas (Project Manager)

70


Brief description

Main focus


Key PwC contacts

Key BP contacts

Trading and Operation Process Improvement – BP America

PwC Consulting was engaged to correct BP America’s Trading problems through Business Process Transformation (BPT). This involved minimizing non-value added activities, identifying industry best practices and procedures, and implementing new processes. Shortly after focusing on the Trading area, problems were identified in some of the surrounding processes resulting in an increase in our initial project scope to include Crude and Product Operations and Inventory & Control.

The project team aided BP America in creating new desktop tools to help better facilitate the execution of the newly reengineered processes. One of the more involved desktop tools was an SQL Windows application connected to a multi-user version of SQL Base, which gave schedulers access to up-to-date inventory levels by location and allowed crude and products to be scheduled for movement into and out of those locations.

This project benefited BP America through a significant reduction in the number of personnel involved in a voyage or trade (from 13 to 2), a reduction in contract approval time (from 3 days to 1), and a reduction in lower base inventory levels by 1 million barrels.

Process Improvement

August 1992 – March 1995

Charles Kafoglis (Project Partner)

71


Brief description

Main focus


Key PwC contacts

Key BP contacts

MaPS – Marketing Process Simplification

BP America had recognised that prior to a major marketing system replacement, the underlying business processes, notably in the order fulfilment area, had to be improved. The seven marketing organisations within BP America had no standardization in how the customer order fulfilment process works. Additionally, the current order fulfilment process was very complex, with accuracy and timeliness issues. The major concern was whether the external customer was being properly served. PwC Consulting’s involvement included: Best practice determination and consolidation; Customer focus surveys; Organizational analysis; and Business Process Transformation evaluation, methodology, and team guidance. PwC Consulting was required to provide technical assistance but not overall project management.

BP America derived various benefits from the project, including $2.5 mm annual cost reductions, and $4 mm annual working capital reductions. The project solution geared the processes for future change opportunities and afforded BP Marketing a more flexible organisational structure.


January 1994 – June 1994

Ray Fiegel (Project Partner), Dennis Byrd (Project Manager)

72


Brief description

Main focus


Key PwC contacts

Key BP contacts

Amoco Split Second – Direct Marketing Systems (Strategic Retail)

In 1990, Amoco committed to building Split Second, a new larger-format convenience store. Amoco decided to create a management group with specific convenience store industry experience to develop a state-of-the-art retail system. PwC Consulting was engaged to select, design, develop and implement the Strategic Retail System. PwC Consulting helped to design a custom front-end to J.D. Edwards general ledger and accounts payable to support the entry, tracking, and reporting of manually prepared daily store reports (showing sales, cash/credit deposits, retail inventory, fuel sales, etc.). Related to this effort, the project team assisted in moving all company-owned store employees on to the new system. Other project deliverables included designing and implementing JDE's Human Resource Module to manage collecting and entering HR data from all employees of company-owned stores, porting the Store Management System from the DOS operating system to O/S 2, implementing an automated testing facility for the POS system, developing procedures, and providing training and user hotline support. Amoco also proceeded with a pilot test to install the strategic system in company-owned stores in Milwaukee and evaluate the system's impact on the profitability of its smaller, more traditional stores. PwC Consulting provided training, installation, and operations support.


The project ended March 1993

Tom Blythe, Steve Owens (Project Partners)

73


Brief description

Main Focus


Key PwC contacts

Key BP contacts

Central Americas / Caribbean Common IT Systems Implementation

BP had a group of companies covering 20 countries that formed the downstream operations for the Central American and Caribbean region. To improve efficiency the client requested external support to identify, and where necessary re-engineer a common set of business processes to be implemented throughout the region. Using those, a template was to be developed that would allow the implementation of common IT systems across the region, based on JD Edwards software.

PwC Consulting completed and documented Business Process Review exercises in 10 countries. The JD Edwards solution was initially designed and implemented in Guatemala, before being rolled out across the region.


Project ended in August 1996

Alastair Kidd (Project Partner)

74


Brief description

Main Focus


Key PwC contacts

Key BP contacts

Proteus III – Oracle / SAP Business Process Outsourcing

As part of a Consortium (including Ing Bank, the TPG Group, and Oracle) BP Amoco and PwC Consulting conducted a feasibility test of a decoupled ERP. The project team established an Oracle Finance & Accounting environment and an SAP Front Office, and then successfully passed business transactions across.

Operate – BPO IT Systems

2001

David Narrow

Graham Ford, Clive Thomas

A business of

Chemicals

76

Chemicals Engagements Summary

77

Chemicals Engagements Summary

78

Chemicals Engagement Citations 018 Project title

Brief description

Main Focus


Key PwC contacts

Key BP contacts

Amoco Exploration & Production / Chemicals SAP R/3 Implementation

Amoco Corporation initiated this project to reduce back office costs across the company. It was determined that business process reengineering in conjunction with the implementation of SAP R/3 in all business areas would garner the desired costs savings. PwC Consulting was selected as the Systems Integration Partner for the Exploration and Production, and Chemicals business groups. This project engaged PwC Consulting in certain efforts such as maintaining the integration of common processes across business groups, archiving of SAP documents and the reduction of working capital levels. To build momentum and prove the concept of SAP, the Fabric subsidiary from Chemicals was piloted (a “base” configuration) and implemented into production on March 1, 1996. The resulting configuration was treated as the common design from that point forward. The common design was managed to ensure that any benefits of commonality, across business groups, was realized. To accelerate the SAP implementations at E&P and Chemicals, the base configuration was used as a Template. The Chemical business unit successfully implemented SAP into production on January 1, 1997 using a Big Bang approach.

Technology Solution - SAP Systems Implementation; Process Improvement


Scott Beckman (Project Partner), Marty Rich (Project Manager), Marybeth Brown

79


Brief description

Main Focus


Key PwC contacts

Key BP contacts








Tom Blewitt

80


Brief description

Main Focus


Key PwC contacts

Key BP contacts








81


Brief description

Main Focus


Key PwC contacts

Key BP contacts







Tom Blewitt

82


Brief description

Main focus


Key PwC contacts

Key BP contacts

SAP Release 7 – v.3.1h/IS-Oil 1.0d Upgrade

As major deliverables that are part of BP Amoco’s SAP Release 7, PwC Consulting assisted with the upgrade of Production environments from v.3.0d/IS-Oil 1.0c to v3.1h/IS-Oil 1.0d.

BP Amoco systems support a combined base of 14,800 users, 391.2 million transactions per year, and have a database size of 2050 gigabytes. This project is critical to the continued support of BP Amoco’s business as SAP support of v.3.0d officially ended in October 1999.

The European Chemicals Stream went live on 30 th August 1999 and the US Chemicals stream went live on 27th September 1999.

Technology Solutions - SAP Systems Transformation; Integrated ERP; Supply Chain

June 1999 – February 2000

Charles Kafoglis (Project Partner), Marty Rich, David Stroud

83


Brief description

Main focus


Key PwC contacts

Key BP contacts

Maximo Extended Enterprise Implementations – Alberta, Canada

The project was a successful implementation of key Maximo Extended Enterprise modules across 16 gas sites and 4 liquids installations in 10 months.

This project had significant process improvement priorities including:•Standard naming conventions and processes•Enabling linkages of all material activities across Bus and vendors•Improved data collection and sharing facilities•Streamlined data extraction and conversion

Technology Solution - Systems Implementation and Process Improvement

September 1999 – July 2000

84


Brief description

Main focus


Key PwC contacts

Key BP contacts

eBDO SAP Implementation

This project included the deployment of the FI, CO, SD, PP and MM modules of SAP with integration to a custom web front-end and overall plant operations. This technology solution served to support the launch of BP Amoco’s Butanediol (BDO) business.

The implementation effort was preceded by a comprehensive eBusiness and ERP Technology Selection effort. The scope of this effort included identification of costs, benefits, risks and opportunities tied to multiple front-end, middleware and ERP options.

Project teams were structured predominantly to support logical process chains including Customer Service, Sales/ Manufacturing Logistics, Financial Operations/Corporate Control, Technical Infrastructure, Application Development, Support & Training.

Technology Solutions/eBusiness - SAP Implementation and Integration

1999 – 2000

85


Brief description

Main focus


Key PwC contacts

Key BP contacts

Zhuhai Project

This was a follow-on project in Asia-Pacific, which blended PwC Consulting Asia-Pacific with US Business Process Outsourcing Midwest Centre Resources, to install BP Joint Venture in Asia-Pacific on the BP Chemicals global ERP system. This project targeted the provision of local support with global economies.

The project scope included Manufacturing, Finance, Order-to-Cash, and Procure-to-Pay Value Chain segments. The project was sized at USD $900,000.

Technology Solutions - Systems Integration; Operate – BPO

1999 - 2000

US – John Davis; Asia-Pac – Jean-Francois Ausseur (Partner)

Customer Sponsor – Dave Schute; Digital BU Representative – David McElhaney

86


Brief description

Main focus


Key PwC contacts

Key BP contacts

Common Data Warehouse Projects

In response to BP Amoco consideration that current Data Warehousing projects were disjointed “point” solutions, PwC Consulting was appointed to develop Data Extraction, Data Mapping, and Data Warehouse Processes for all SAP-based Business Units across the United States and Europe. The scope of the project included Financial, Logistics, Key Performance Indicators & Metrics, Prairie Rose, and Cost-to-Serve.

Technology Solutions - Data Warehousing (Business Intelligence)

John Davis, Meri-Ellen Cain

Chemical CFO - Tony Nocchiero Chemical IT - Nigel Wright Chemical SAP Manager - Ken Evans

87


Brief description

Main focus


Key PwC contacts

Key BP contacts

Integrated Demand Supply Program (IDSP)

PwC Consulting was involved with the integration of all BP Amoco SAP systems to Aspen Tech MIMI systems, for the purpose of more effective management of supply chain data. This project extended to all Business Units on a global scale.

Technology Solutions - Supply Chain Management; Systems Integration

John Davis, Mark Furlong

Paul Schiler (PGM), Paul Tilsley (Project Manager), Ken Evans (SAP Manager)

88


Brief description

Main focus


Key PwC contacts

Key BP contacts

ChemicalsChoice – Automated Order to Cash (AOTC)

PwC Consulting was appointed to develop and roll out a web-based order taking and tracking system, based on the Asera application configured for BP Amoco Chemicals. The project required roll out to all Business Units on a Global Scale, focusing initially on the United States and Europe, and ultimately to include Asia-Pacific. The project also required PwC Consulting to assist with Systems Integration, Program Management, Change Management and Process Alignment in both the US and Europe.

Further developments in the project scope include Full Integration to Back Office, Supply/Demand, Content Management and Customer Community Management.

E-Business - Systems Design/Implementation; Process Improvement

Pilot to Roll Out Duration – 9 Months

US – David Dickinson (Partner)Europe – Manuela Castro y Castro (Lead), Brian Adams (Director)

Chemical BUL Sponsor – Robin McGillGlobal Project Manager – Michael Petillo (US) European Project Manager – Nigel Stevens (Sunbury)

89


Brief description

Main focus


Key PwC contacts

Key BP contacts

Project Target – Global ERP System Conversion

PwC Consulting assisted the conversion from multiple ERP systems (geographic and legacy company orientation) to a post BP/Amoco merger global (single) ERP system. The project scoped the United States, the UK and mainland Europe, and included Order, Procure to Pay, Finance, and Manufacturing value chain segments.

This project was designed to take 2 years to complete, and was sized at USD $60 million.

Technology Solutions - Systems Integration

2000 – 2002

John Davis, Lute Quintrell

Sue Rataj, Mike Desmond (Target Leadership)

90


Brief description

Main focus


Key PwC contacts

Key BP contacts

Project Target (Project Step) – Global SAP Implementation

PwC Consulting was appointed to assess the options and possible approaches to implement SAP for BP Amoco Chemicals globally, across all Business Units. This project only included minimal business functions in its scope – Financials and Order to Cash only. The costs and benefits for other functions were also assessed for future implementation.

This project was designed on a multi-year scale with a 90-day delivery of functions.

Technology Solutions - SAP Systems Integration

2000 – 2002

Richard Loew (Project Manager), John Davis

Chemical CFO – Tony NocchieroChemical GPM – John RobinsonChemical IT – Nigel Wright

91


Brief description

Main focus


Key PwC contacts

Key BP contacts

Prairie Rose SAP Implementation

PwC Consulting was appointed to implement SAP for the back-office activities at BP Amoco’s Prairie Rose start up Chemical plant, Canada. The implementation was designed to be completed in stages, and to include the provision of back-office accounting services for the plant.

Technology Solutions - SAP Systems Implementation

1998 – 1999

Sandra Ward (Project Manager), John Davis

Hal Yeich (Chemical BUL Sponsor)

92


Brief description

Main focus


Key PwC contacts

Key BP contacts

Profit Centre Accounting Implementation

BP needed to upgrade to version 4.6 of SAP R/3 to facilitate changeover to the Euro in 2001. This could only be achieved if Profit Centre Accounting was implemented in SAP, therefore allowing the removal of the existing Business Line Reporting (BLR) modifications.

PwC implemented the SAP Profit Centre Accounting (PCA) functionality to capture balance sheet business results. PwC created conversion programs to move the balances from the BLR ledgers to PCA ledgers populating at the profit center level. Data was reconciled and new reports were created.

Technology Solutions/ Performance Improvement - SAP Systems / Finance Transformation

May 2000 – September 2000

Andy Brown, Sally Jerome

Clive Penfound, Patty Moses, Christine Brosnan

93


Brief description

Main focus


Key PwC contacts

Key BP contacts

E-Mail Invoicing – SAP/Microsoft Exchange Integration

Based on customer feedback, BP decided to offer the facility for invoices to be e-mailed to customers direct from the BP Chemicals Europe SAP R/3system. PwC integrated the SAP system with BP’s Microsoft Exchange server to generate output in SMTP format suitable for e-mailing. This lead to improved customer satisfaction and process improvement.


December 2000 – February 2001

Andy Brown, Julian Clubbe

Laura Peparini

94


Brief description

Main focus


Key PwC contacts

Key BP contacts

Belgian Tolling – SAP Organisational Structures

Tolling is a contractual relationship between two parties whereby the toll manufacturer processes raw materials owned by the toll principal to produce a finished product. The toll manufacturer then invoices the toll principal for the costs of production and any additional components used. This scheme generates tax and organisational efficiencies in Belgium.

The PwC Project team created new organisational structures in SAP R/3 to reflect the changes to the tolling arrangements. Manufacturing process were changed and production and sales master data was split between the toll manufacturer and the toll principal. This project affected Polypropylene production at Geel, and Olefin production at Feluy.


June – September 2000

Andy Brown, Dirk Peetermans

Mike Wall, John Steedman, Alain Duchene

95


Brief description

Main focus


Key PwC contacts

Key BP contacts

Appryl Integration – SAP Solution for Supply-Chain Handling

Following the dissolution of Appryl (a joint venture between BP and Fina), there was a need to integrate manufacturing at Appryl with the sales and finance processes in BP Chemicals.

The PwC project team created an SAP R/3 solution for the supply-chain handling of the Grangemouth and Lavera Polypropylene products.

Technology Solutions/Performance Improvement - SAP Systems Implementation; Supply Chain Management

November 2000 – January 2001


Mike Wall

96


Brief description

Main focus


Key PwC contacts

Key BP contacts

E-Procurement Integration – SAP & BP Amoco BuyerXpert Interface

BP developed an e-procurement solution based on the BuyerXpert application and Vitria middleware. It was necessary to integrate this solution with SAP R/3, the main ERP package for BP Chemicals in Europe and USA.

PwC built interfaces to allow purchase orders and acknowledgements to move between BuyerXpert and SAP. It was also necessary to create interfaces to update material master data with new prices from the web based catalogue. Later developments included passing interfaces through Vitria middleware to facilitate data mapping.


April 2000 to March 2001

Andy Brown, Sally Jerome, Martin Blackbourn

Mark Stanke, Gary Evans

97


Brief description

Main focus


Key PwC contacts

Key BP contacts

TMLA Manufacturing – SAP Organisational Structures

One of the lines at the Geel plant was switched to manufacturing a new product, TMLA. New processes and structures needed to be created in SAP R/3. Manufacturing was under a tolling arrangement. Tolling is a contractual relationship between two parties whereby the toll manufacturer processes raw materials owned by the toll principal to produce a finished product. The toll manufacturer then invoices the toll principal for the costs of production and any additional components used.

The PwC Project team created new organisational structures in SAP R/3 to reflect the new manufacturing and tolling arrangements. Manufacturing process were changed and production and sales master data was split between the toll manufacturer and the toll principal.


February – May 2001


Wilfried Schwartz

98


Brief description

Main focus


Key PwC contacts

Key BP contacts

Amoco Chemicals Malaysia SAP Implementation

The ACM Malaysian Plant was brought on line in June 1996 as the world’s biggest single unit PTA plant. This important project engaged PwC Consulting to implement SAP R/3 FI, CO, MM, AM, PM, SD and HR modules to support the start-up operations. Relevant components of the GL, MM, and PM modules were implemented early in order to support the purchase and storage of spare parts.

Technology Solutions -SAP Systems Implementation

This project was initiated in Q1 1995 and was completed in Q2 1996.

99


Brief description

Main focus


Key PwC contacts

Key BP contacts

Distributed Integration Web Front-End

PwC was engaged to create and implement web front-end and SAP interfaces for order fulfilment transactions to and from third-party chemical warehouses. A key issue in this project was the construction of ongoing support capabilities for the NACSU / Naperville Business Unit.

Technology Solutions - Systems Design / Implementation

Patricia Hughes (Centre Project Manager), John Davis (Centre Account Manager)

NASCU Order Fulfilment – Martha Rodriguez

100


Brief description

Main focus


Key PwC contacts

Key BP contacts

Nitriles Transition

This project involved the preparation for and assumption of responsibility for Accounting functions for the BP Amoco Nitriles Business Unit. The function was transferred from Accenture (Andersen Consulting).

PwC Consulting was also required to provide ongoing accounting services to the Nitriles Business Unit on BP Amoco legacy systems.

Strategic Change; Finance Transformation

Project began 1st January 2000; Accounting function assumed 15 th April 2000.

Rick Davis, Caroline Horn (Centre Operations)John Davis, Ray Swiatek (Centre Account Manager)

Chemical BUL – David SourwineChemical Contract Manager – Scott Morgan

101


Brief description

Main focus


Key PwC contacts

Key BP contacts

AS 2000 – Sunbury Efficiency and Effectiveness

PwC Consulting was engaged in a Finance Transformation project that concentrated on improving the efficiency and effectiveness of BP Amoco’s Sunbury Business Unit. The project scope included Planning & Budgeting, Costing, e-Procurement, MI, and Service Level Agreements, and was sized at approximately £1 million.

Finance Transformation

November 1999 – December 2000

Neil McCormack

Tony Nocchiero, Alastair Weight

102


Brief description

Main focus


Key PwC contacts

Key BP contacts

Euro Conversion – SAP Upgrade

In readiness for the changeover to the Euro Currency in 2002, BP Amoco converted all systems in Euro-zone countries to the Euro in 2001.

PwC Consulting converted all in-scope local currency fields in SAP R/3 to the Euro Currency. This was achieved through use of SAP’s Euro conversion toolset, but also needed changes to reports and interfaces. A separate project later converted HR master data, and HR outbound interfaces at the end of 2001 ready for the introduction of Euro notes and coins.


Main Conversion November 2000 – April 2001; HR Conversion December 2001

Andy Brown, Tony Lobban, Kevin Ashton

Stewart Gillies, Graham Ford, Clive Penfound

103


Brief description

Main focus


Key PwC contacts

Key BP contacts

Joffre Plant Portal Project

This project was requested by BP Canada Chemicals Business Unit to provide the Joffre plant with web enabled tools for tracking progress and communication. Applications included re for KPI scorecard reporting for the plant, individual performance reporting, a suggestion box for process improvements, news alerts and major news gadgets and so on.

This project was jointly staffed between the PwC Calgary Business Process Outsourcing Centre and Omnilogic. The Chemicals Business Unit was able to re-use applications that were developed for the BP Chemicals portal in the United States (Chocolate Bayou).


Second Quarter 2001


Saghir Ansari

104


Brief description

Main focus


Key PwC contacts

Key BP contacts

Zhuhai PTA Plant – SAP Implementation

BP Zhuhai have invested USD $360 million in a PTA Plant that will be productive in December 2002. PwC Consulting is engaged in implementing SAP systems, which represents part of a global roll-out of a template defined in Telsa by PwC.

The scope of this project includes SD, MM, PP, PS, PM, FI and CO SAP modules for over 140 users. The first phase is set to go live in April 2002; the second phase will go live when the PTA Plant goes into production in December 2002.

Technology Solutions – SAP Systems Implementation


Jean-Francois Ausseur (Project Partner), Xia Ling Fang (Project Manager)

BP Project Manager – Yvo Mast

A business of

Gas & Power

106

Gas & Power Engagements Summary

107

Gas & Power Engagement Citations 048 Project title

Brief description

Main focus


Key PwC contacts

Key BP contacts

Maximo Extended Enterprise Implementations – Alberta, Canada

The project was a successful implementation of key Maximo Extended Enterprise modules across 16 gas sites and 4 liquids installations in 10 months.

This project had significant process improvement priorities including:•Standard naming conventions and processes•Enabling linkages of all material activities across Bus and vendors•Improved data collection and sharing facilities•Streamlined data extraction and conversion

Technology Solutions/Performance Improvement - Systems Implementation and Process

Improvement

September 1999 – July 2000

Jason Duff

108


Brief description

Main focus


Key PwC contacts

Key BP contacts

Irish Market Entry Strategy – Real Options Analysis

PwC Consulting delivered a Real Options Analysis to BP Amoco’s Global Power Business Unit, to assist with developing strategies for entry to the Irish Energy Market.

This project was designed to take 4 ½ months, offering the potential benefits of better understanding and proper management of risks, as well as identifying the best flexible asset management plan.

Strategic Change - Strategy


Global Power – Jose Cleves, Mark Siddle

109


Brief description

Main focus


Key PwC contacts

Key BP contacts

BPO/APO Agreement – Canadian Finance/Accounting, IT and Administration

In Canada, BP Amoco awarded PwC BPO an additional $200 million Business Process Outsourcing contract to manage various functions including Finance, Accounting, Information Technology, and Administration. These services support the client’s Natural Gas Exploration and Production, and Gas Derivatives business in Canada, where BP Amoco is the largest Natural Gas company.

This agreement is believed to be the largest BPO contract in Canada, and the first of its kind in the country’s energy industry.


Charles Kafoglis (Project Partner)

Tom Eubanks

110


Brief description

Main focus


Key PwC contacts

Key BP contacts

Gas Traders Portal Development

The project was to design, develop and implement a Gas Traders portal for BP Gas & Power management and traders worldwide. The main features included real-time alerts, weather and price tracking and analysis, peer collaboration and management information.

The project was managed and delivered using remote development in Calgary, Canada. It was an excellent success story for remote development with quality on time, within budget delivery.

The project was jointly staffed between the PwC Calgary Business Process Outsourcing Centre and Omnilogic. Creating such a multi-discipline team combined strengths in both eBusiness technology and understanding of the business.


March 2001 – October 2001

Sharon Knowles, Lawson Findlay

John Graham

111


Brief description

Main focus


Key PwC contacts

Key BP contacts

NGL eBusiness Projects

The PwC Calgary Business Process Outsourcing Centre has worked with Commerce1 in delivery of several eBusiness projects to the BP Natural Gas Liquids Business Unit.

NGL have implemented web-based applications for delivery of marketing information, interacting with customers and suppliers, managing supply and demand. The BPO Centre played an key role integrating the new web-based applications with the core NGL operations, marketing and ERP systems.

Technology Solutions/eBusiness - Systems Implementation

March 2000 – Jan 2002

Sharon Knowles

Gord Macdonald, Grant Worner

A business of

Castrol

113

Castrol Engagements Summary

114

Castrol Engagement Citations 072 Project title

Brief description

Main focus

Stream


Key PwC contacts

Key BP contacts

European Manufacturing Optimisation & Distribution Study (EMDOS)

Following the acquisition of Castrol by BP, significant, ambitious, multi-million synergy benefits were expected from the supply chain. The last strategic study of the supply chain configuration in Europe (EMSS/EDS) - which resulted in the formation of the heritage Castrol configuration - was in 1996. The acquisition by BP brought new assets to the manufacturing & distribution network, and several local/national projects were proceeding with no strategic overview or direction. The project determined the optimal configuration of the Consumer Europe supply chain in order to extract maximum synergy benefits from the combined BP and acquired (Castrol) assets, and assessed the benefits of a tax optimised supply chain structure

Strategic Change - Supply chain strategy - manufacturing & distribution network optimisation

Lubricants & Services BSS (Castrol) - Consumer Europe, Commercial North Atlantic & Global Marine Business Units

October 2000 - January 2001

Jonathan Dean, Peter Kite

Theo Vandenboom, Jeff Davies

115


Brief description

Main focus

Stream


Key PwC contacts

Key BP contacts

Contingency Planning

In Europe the Consumer Europe & Commercial North Atlantic Business Units single source all products from the eight plants in the territory. This focused approach presents the potential for disruption to customer service should any major discontinuities occur in the supply chain network.

PwC facilitated a client team to design, test and implement business processes and procedures to identify alternative sources for business critical products and manage the supply chain network during such eventualities.

Performance Improvement - Supply Chain and Operations Strategy (SCOS)

Lubricants & Services BSS (Castrol) - Consumer Europe & Commercial North Atlantic Business Units

14th November 2001 until 1st February 2002

Michael Hawdon, Jonathan F Dean, Brian Watson

Theo Vandenboom, Bob Archibold

116


Brief description

Main focus

Stream


Key PwC contacts

Key BP contacts

EMDOS - Atlantic (1)

The project followed as an outcome of the EMDOS project. Excess manufacturing capacity in northern Europe was addressed by closure of a small factory with products transferred to other larger factories - to achieve manufacturing synergies. Distribution of bulk & packed products were consolidated into a single outsourced distribution warehouse serving several countries, leading to $2m annual savings.

Strategic Change/Performance Improvement - Supply chain strategy - manufacturing network rationalisation

Lubricants & Services BSS (Castrol) - Consumer Europe Business Unit

January 2001 - August 2001



117


Brief description

Main focus

Stream


Key PwC contacts

Key BP contacts

EDMOS - Germany (1)

The project followed as an outcome of the EMDOS project. Manufacturing efficiency in Germany is being addressed by transfer of products between factories - to achieve manufacturing synergies - and a package of process improvements to optimise resulting blending & filling operations ($5m annual savings).

Manufacturing process improvement


January 2001 - August 2001



118


Brief description

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Stream


Key PwC contacts

Key BP contacts

Seven Hills

High level evaluation of rationalisation benefits, costs and key business risks through reduction of excess manufacturing capacity. Considered several options for closure of three factories

Strategic change/performance Improvement - Supply chain strategy - manufacturing network rationalisation

Lubricants & Services BSS (Castrol) - Specialised Industrial Business Unit

February 2001 - March 2001


Thorbjorn Larsson, Andy Rodgers

119


Brief description

Main focus

Stream


Key PwC contacts

Key BP contacts

Asterix

The last part of the Project Gold jigsaw was to assess the optimum supply & distribution strategy for the Atlantic region - France, Spain & Portugal. The project developed the business case for factory closure, distribution warehouse relocation and product transfers

Strategic Change - Supply chain strategy - manufacturing network rationalisation

Castrol Consumer Europe (pre acquisition by BP)

January 2000 - May 2000


Theo Vandenboom, Greg Chick

120


Brief description

Main focus


Key PwC contacts

Key BP contacts

CRM & eCRM Strategy / Vision

This multi-faceted project spanned the European and United States Business Units, and involved the preparation of a CRM strategy to provide understanding of the change initiatives that were to deliver the optimum return from investment under the banners of Customer Contact Management, Sales Force Automation, and Telesales.

Initially, PwC Consulting provided the base case using the UK and Benelux, and then followed by rolling out the analysis throughout Europe to provide an overall change plan. In the US, PwC Consulting worked closely with the Director of eBusiness and the Director of IT to assist in the articulation of the Castrol Consumer NA CRM Vision.

Strategic Change - Customer Relationship Management Strategy

Nigel Williams

Business Information Director, Castrol Consumer Europe - Bertrand Boulin

121


Brief description

Main focus


Key PwC contacts

Key BP contacts

Executive Presentation of CRM Vision – Castrol North America

PwC Consulting was engaged to interface and interview executives at Castrol North America to draw their views on Customer Relationship Management (CRM), their projects /plans and status, and develop a statement of their corporate CRM vision. Castrol’s need was to provide their global corporate headquarters (BP Amoco) with their CRM Vision within two weeks. Castrol had a number of relevant initiatives started under the banner of customer centricity and need an executive statement of their efforts and learnings.

PwC Consulting was responsible for delivering upon this effort which included focused interviews of key Castrol executives, identification and consolidation of CRM vision components, documentation of completed and planned CRM initiatives, and development of a concise, focused presentation deck, suitable for explaining the CRM vision to management.

The deliverables helped the senior executives to add value to Castrol as well as the parent BP Amoco. PwC Consulting marketing expertise was demonstrated, supporting active proposal efforts.


10th March 2001 – 15th April 2001

Richard I. Cohen (Project Partner), Steven Boykewich (Project Manager), Patricia Pasanello

122


Brief description

Main focus


Key PwC contacts

Key BP contacts

CRM Strategy Development – Castrol Europe

This project engaged PwC Consulting to develop the current Castrol CRM solution to the next level of detail covering functionality and sequencing, fit to specific industry and country needs. The solution was prepared in the context of the likely future rather than that of existing business requirements, and includes specific country and area management buy-ins.

The project scopes 3 major elements of CRM – Sales Force Automation, Call Centre Automation, and Contact Management – all across Castrol Europe.



Chris Huckle (Project Partner), Bob Smith (Project Manager), Amar Shabbir, Deb Archibald

123


Brief description

Main focus

Stream


Key PwC contacts

Key BP contacts

Euro Pricing Support

PwC was engaged to assist the design and prototyping of a pan-European pricing tool required to identify key threats from the introduction of the Euro, and also opportunities where product prices can be adjusted to improve profitability.

The project scope was to provide a proof of concept for the pricing tool using UK and Benelux data and frameworks for assessing the key risks for large European customers.

Technology Solutions - Systems / Software Development


12th November 2001 – 31st January 2002

Nigel Williams, Gavin Potter (Project Managers), Raj Grover, Mike Teall

124


Brief description

Main focus

Stream


Key PwC contacts

Key BP contacts

JDE Implementation for Euro Conversion (France/Germany)

Implementation of JDE to France and Germany to overcome Euro conversion costs.

Technology Solutions - JDE Systems Implementation

Lubricants & Services BSS (Castrol)

? - August 2000

Nigel Williams

Business Information Director, Castrol Consumer Europe - Bertrand Boulin

125


Brief description

Main focus

Stream


Key PwC contacts

Key BP contacts

Transition into BP Amoco Back Office Model

Investigate and support the transition of Castrol into BP Amoco’s Back Office model.

Performance Improvement - Finance Transformation

Lubricants & Services BSS (Castrol)

August 2000 - ?

Nigel Williams

126


Brief description

Main focus

Stream


Key PwC contacts

Key BP contacts

PIMS Castrol Supply Chain Maturity Profiling

PwC Consulting was engaged to complete a Maturity Profiling of the Supply Chain, incorporating a study of 15 companies and 48 plants across Europe.

Strategic Change / Performance Improvement – Supply Chain Management

Jonathan F. Dean

127


Brief description

Main focus


Key PwC contacts

Key BP contacts

Castrol Own Label / Category Management Strategy Assessment

PwC Consulting was engaged to assess the merits of Castrol moving into its own Label in Europe and North America, and deliver an informed strategy decision for BP Amoco Management.

Strategic Change

Christopher Mole, Janette Bell (UK); Frank Blod (US)

Martin Smith, Chris Kirkland

128


Brief description

Main focus


Key PwC contacts

Key BP contacts

EIS - Programme Office

PwC established the Programme Office for this Pan-European Programme (based in Germany) to design and implement Industry Best Practice business processes for the company's Sales and Marketing, Supply Chain and Finance functions, utilising JD Edwards proprietary AS400 software.

Responsibilities included establishing the Programme Office infrastructure, assisting in the creation of Programme operational plans, managing the Programme Office on a day to day basis, forming part of the Programme Management team, and training/educating Design and Implementation team leaders in the use of project tools and techniques.

Establishing and running the Programme Office

March 1997 – March 1998

Peter Kite, Paul Wilson and David Field

David Hussey

A business of

Group / Corporate

130

Group/Corporate Engagements Summary

131

Group/Corporate Engagement Citations 023 Project title

Brief description

Main Focus


Key PwC contacts

Key BP contacts








132


Brief description

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Key PwC contacts

Key BP contacts







Tom Blewitt

133


Brief description

Main focus


Key PwC contacts

Key BP contacts

BP Business Infrastructure Solutions (BiS) [Previously SAM]

Commercial managers working in BP's new and emerging markets were looking for a "one stop shop" to provide all the information they need when setting up effective business infrastructure from scratch, avoiding reinvention of wheels and repetition of previous mistakes. PwC Consulting [Transform] designed and built an information portal on the web which they can access on a real-time, need to know basis, tailoring the database so that it gives them what they need whether they are in a rapidly growing marketing business in Eastern Europe or in the early stages of a huge exploration project in Africa. The portal, housed on the BP intranet, guides them through HSE, finance, HR, legal and other infrastructure minefields. Transform designed the infrastructure of the portal, managed the stakeholder communication process, managed the development of the portal and were responsible for the collection and collation of the practical guidance.

Performance Improvement - Knowledge Management / Performance Management; Systems Implementation

September 2000 – April 2001

Mark Dawson, Jennifer Matheson (Transform), Simon Calvert

Richard Charnock, Ian Rushby (CFO Upstream)

134


Brief description

Main focus


Key PwC contacts

Key BP contacts

Project Carbon (Kyoto Protocol Emissions Credits Incorporation)

This was a BP Amoco / PwC Consulting joint initiative to develop a methodology for evaluating the internal & external factors impacting the incorporation of GHG emissions reduction credits into the existing BP Amoco emissions trading systems.

This project, lasting 6 months, was based on the evaluation of 10 projects globally. Together with the BP Amoco Global Environmental Issues team, PwC Consulting presented finding to all business units through road show events, and followed with a presentation in the pre-COP meeting in Paris.

Strategic Change

Anthony Browne (FAS London)

Simon Worthington (Climate Change Manager)

135


Brief description

Main focus


Key PwC contacts

Key BP contacts

1999 Fair Market Value Study – Section 864(e)

PwC Consulting was appointed to complete a valuation update of the majority of tangible assets (upstream, downstream, and worldwide) of BP Amoco and British Petroleum America, for the allocation and apportionment of interest expense.

Valuation updates are conducted annually with a duration of approximately 3 months.

Strategic Change - Asset Valuation Assistance

Targeted end date – July 2000

Brian Moulton, Gary Brannon, Jim Dezart, Rob Chiang

James Nemeth, Bill Mangan, Murray Auchincloss

136


Brief description

Main focus


Key PwC contacts

Key BP contacts

BP E-Learning Preferred Supplier Status

The Digital Business Group within BP carried out an RFI process to select a number of preferred suppliers for a range of e-Learning consultancy services. These suppliers will help BP in their drive to harness the maximum potential that e-Learning offers. The chosen suppliers are recommended internally by the Digital Business Group for use on e-Learning projects across BP.

PwC Consulting [Transform] have been chosen to provide e-Learning services in the areas project management, instructional design and the development of bespoke end-to-end learning solutions.

Strategic Change - E-Learning

Ongoing

John-Paul Barker (Transform)

David Appleton

137


Brief description

Main focus


Key PwC contacts

Key BP contacts

BP e-Expenses – End User Awareness & Behavioural Change Management

The e-Expenses project aims to roll out a new electronic expenses system across BP, to enable employees to submit their expenses from anywhere in the world using the BP network. To do this successfully it is recognised that there is a need to communicate the changes to over 60,000 employees. Transform have been engaged to design, develop and project manage the production of two high quality, interactive CD based presentations, aimed at raising awareness and changing the behaviours of end users of the new system.

Strategic Change - Communications

Completion date: February 2002

Jennifer Matheson (Transform)

Ian Blake, Stephen Croft-Baker

138


Brief description

Main focus


Key PwC contacts

Key BP contacts

Audit Support – 1990-1992 Fair Market Value Studies – Section 864(e)

PwC Consulting was appointed to assist BP Amoco in an ongoing U.S. Internal Revenue Service audit of the 1990-1992 Fair Market Value analysis. Support was provided from the Chicago, New York and Los Angeles offices.

Strategic Change - Audit Support

Brian Moulton, Gary Brannon, Jim Dezart, Rob Chiang

James Nemeth, Bill Mangan, Murray Auchincloss

139


Brief description

Main focus


Key PwC contacts

Key BP contacts

Peoplesoft Conversion – HR Systems

PwC Consulting was engaged to provide assistance and consultation to BP Amoco throughout the conversion of the client’s HR systems to Peoplesoft. This project effected a seamless transition of the legacy systems supported by PwC BPO.


Jim Hinkley

Mike Prosen

140


Brief description

Main focus


Key PwC contacts

Key BP contacts

Project Rainbow - Review of SE UK Property Strategy (post merger with Amoco)

Helped the group property function (GPM&S) of the newly merged organisation to develop its real estate portfolio rationalisation plan. The combined portfolio was too large for the new organisation’s needs and further planned headcount reductions were expected to result in additional surplus space in future. We began by calculating the NPV for each building of vacating the building or remaining in occupation for 15 years. Then, using a portfolio optimisation model, we were able to identify every combination of these buildings which could satisfy the client’s expected future space requirement.

We combined this financial analysis with a qualitative evaluation against operational requirements. We also looked at range of possible future floor space volumes. In this way we identified a set of possible options capable of meeting the organisation’s operational needs at the lowest net present cost.

Performance Improvement - Real Estate and Capital Programme Management (RPM)

Intermittent between May 1998 and September 1999

Mike Perkis (RPM)

Richard Paver, Juliet Filose (GPM&S)

141


Brief description

Main focus


Key PwC contacts

Key BP contacts

Property Performance Framework

Reviewed BP’s property management policies and practices on a global basis; and developed and implemented a change management framework at one of its largest UK multi-occupied sites.

The primary objectives of the property management review were to highlight differences across BP’s sites and in particular across hemispheres; and establish the business rationale for introducing a global property framework.

Change management framework allowed BP to integrate its site processes, transformation-related projects and business as usual activity. The framework is now a blueprint for site management procedures at a number of other BP sites.

Performance Improvement - Real Estate and Capital Programme Management (RPM)

October to December 2000

Mike Perkis, James Graven (RPM)

Richard Paver, Juliet Filose (GPM&S EH), Martin Wells (Sunbury Site Manager), Murray Air (GPM&S GVP), Russ Cancilla (GPM&S WH)

142


Brief description

Main focus


Key PwC contacts

Key BP contacts

Managing the selection process for a new property database system

PwC Consulting engaged to help the client define user requirements for a new property database system and carry out fast track software evaluation to produce short list of vendors to be invited in for formal demo and interview. Objective is to have identified preferred vendor solution against ‘signed-off’ requirements within a 5 week start to finish timeframe.

Real Estate Systems - Real Estate and Capital Programme Management (RPM)

January to end February 2002

Tim Reynolds, Mike Perkis (RPM)

Richard Paver, Juliet Filose (GPM&S EH), Russ Cancilla (GPM&S WH)

143


Brief description

Main focus


Key PwC contacts

Key BP contacts

BP eDesk Gadget Development

This project required BPO Canada and PwC Consulting to develop Plumtree gadgets for the BP Group eDesk portal. The gadgets were intended to create a personalized user experience in eDesk with features such as SMS messaging and advanced customized links and searches.The project was sponsored by BP Group based in London, UK. The project was managed and delivered using development in Calgary, Canada. It was an excellent success story for remote development with quality on time, within budget delivery.

The project was jointly staffed between the PwC Calgary Business Process Outsourcing Centre and Omnilogic. Creating such a multi-discipline team combined strengths in both eBusiness technology and understanding of the business.

Technology Solutions/eBusiness - Systems Implementation

Oct 2000 – March 2001

Sharon Knowles, Lawson Findlay

John Spiers

1 a business of the bp-pwc partnership working together february 2002

Documents

business of upstream

overview of pwc services

business of introduction

pwc work

pwc consultants

sunlight pwc consulting

business objectives

business requirements