PR STRATEGY BRIEF

“better people

better products

beyond

petroleum”

WHO WE ARE

Oil – Discovery, Extraction, Refinery, Storage &

Distribution

Gas - Discovery, Extraction, Refinery, Storage &

Distribution

Alternative Energy –

Development & Distribution

Bio Chemicals – Development &

Distribution

HOW WE COMPETE

BP also lays great importance on product differentiation such as

offering Regular Unleaded petrol and BP

Ultimate Unleaded petrol

COMPETITORS

390.53

120.55

219.16

86.3101.1

231.95

Market Capital

PORTER’S FIVE FORCES

• EXTREMELY HIGH• DIFFERENTIATING

FROM COMPETITORS

• LOW• WE SOURCE OUR

OWN OIL AND TRACK IT

• LOW• GROWING TENDENCY TO

BUY SUBSTITUTES TO OIL

• LOW• PRODUCTS

NEEDED – CUSTOMERS STILL PAYING THE PRICE

• LOW• HIGH BARRIERS OF

ENTRY IN OLIGOPOLY INDUSTRY

INDUSTRY RIVALRY

THREAT OF POTENTIAL ENTRANTS

BARGAINING POWER OF

BUYERS

THREAT OF SUBSTITUTE PRODUCT OR

SERVICE

BARGAINING POWER OF SUPPLIERS

STAKEHOLDERS

Internal External Channels

Employees

Internal communications channels: Intranet sites, targeted e-mail, team meetings, surveys and affinity groups.

Local communities Consultation activities (interviews, surveys and polls), local and mass media.

Customers Global consumer satisfaction programme, focus groups, feedback channels via the website, advertising and marketing.

Media Press conferences, press releases, interviews and surveys, social media channels (Twitter, Facebook).

Shareholders and analysts

Reporting documents (annual report, accounts, annual sustainability report), and published corporate reports. Annual general meetings and Q&A sessions.

Governments and regulators

Lobbying and advocacy, consulting meetings, product-sharing contracts.

Industry Meetings, collaborative projects. E.g. UK Renewable Energy Association, UK Emissions Trading Group.

Non-governmental Organizations

Continuous dialogue and meetings, consultation on new projects.

KEEP SATISFIED: Governments,

regulators, shareholders &

analysts

MANAGE CLOSELY: Local communities,

customers, non-governmental organisations,

the media

MONITOR: The Industry

KEEP INFORMED: Employees

STAKEHOLDER MAPPING MATRIX

POWER

INTEREST

WHERE WE ARE NOW

Still recovering from last years crisis

•The tragic accident in the Gulf of Mexico in April 2010 lead to a widespread loss of trust in BP and damaged our reputation tremendously.

Huge focus on strengthening safety, restore trust and building long term shareholder value •The last 18 months we

have taken some huge measures to build a sustainable BP for the future, strengthen safety, restore trust and build long term shareholder value.

We are ready to change the conversation

•While safety and risk management continues to be a top priority and an integrated part of our corporate strategy, we feel confident, that we have now reached a point where we are ready to change the conversation sensibly and empathically.

The global energy challenge

•Last week the earth’s population numbered 7 billion people and by 2030, the world will consume 40% more energy than it does today. We are committed to supply the increasing demand for energy safely, responsibly and efficiently. That's the energy challenge – and the focus of our global business. 

Investment and innovations the key

•The last 5 years we have been investing over 80 billion dollars in oil, gas and alternative energy such as wind, solar and bio-fuels. Innovation is one of our key values and each year we put huge resources into driving innovation.

SHARE OF VOICE

MEDIA COVERAGE

STR

ATEG

Y

We are determined that BP will be a safer, more risk-aware business. We will deliver on our commitments from the Gulf Coast incident and work hard to earn back the trust in our operations. We will rebuild value for our shareholders by re-establishing our competitive position within the sector by playing our part in meeting the world’s growing demand for energy, as well as participating in the transition to a low-carbon Economy.

MIS

SIO

N

BP’s mission for 2011 and beyond is to grow value for our shareholders in a way that is safe and sustainable. 2011 will be a year of consolidation in which we focus on our number one priority – safety – and strengthen the drivers of long-term performance, such as risk management, capability and relationships. We will invest in areas where we excel, such as exploration, and we will enter into new types of relationships with partners.

GR

EEN

BP is investing more and more money into the development of alternative energies. BP’s alternative energy business is focused on biofuels, wind and solar, along with demonstration projects and technology development in carbon capture and storage. We believe these have the potential to be a material source of low-carbon energy, and they are aligned with BP’s core capabilities.

CORPORATE STRATEGY

VALUES

Progressive

We believe in the principle of

mutual advantage and build

productive relationships with

each other, our partners and

our customers.

Responsible

We are committed to the safety

and development of our people

and the communities and societies

in which we operate. We aim for no

accidents, no harm to people and

no damage to the environment.

Performance driven

We deliver on our promises through continuous

improvement and safe reliable operations.

Innovative

We push boundaries today

and create tomorrow’s breakthroughs through

our people and technology.

WHERE WE WANT TO BE

Restore trust with a strong focus on safety and risk management

Sustain long term shareholder value

Attitude change with huge concerns for the environment we will meet the global energy challenge

Increased awareness on alternative energy innovations