Bp History

BPs 2009 Annual Report contains details that SEEAC met seven times in 2009 and heard the IEs second annual shroud. It concluded that good scratch on was cosmos made, in particular that BPs tone at the top was reinforcing semiprecious affirmatory messages on the importance of process safety, that the Panels recommendations had become implant in the planning and resource all(a)ocation processes at all U.S. refineries and that BPs gumshoe and Operations audit programme had matured into a comprehensive, high-quality programme. It is regrettable that this initiative didnt extend to all BP operations, including the highly encountery muted in deep water. The extensive audit committee deal showed 12 meetings in 2009 and a joint meeting with SEEAC. During the year, these committees use with management, the general auditor, and other monitoring and assurance providers (such as the chemical group compliance and ethics officer and the external auditor) on a regular basis to mon itor the management of risk of infections. The board is kick the bucket that appropriate remedial actions were taken or are being taken where significant failings or weaknesses in internal controls were localise during the year. With all of the seemingly goldplated risk management policies and procedures and extensive relapsing efforts in place, the question arises, why didnt they work to prevent the disconnection catastrophe? The answer may be because BPs actions on the Deepwater convulsion job seemed to emphasize cost control and speed to aftermath instead of safety. One BP engineer quoted in the Washington mob on June 14, 2010, called the doomed drilling rig a charge well six days before the explosion. Despite the risk concerns set forth by various BP managers, decisions were made that didnt toot up safety first--but instead recklessly allowed actions designed to keep on specie and finish the job as quickly as possibleIf you demand to get a full essay, o rder it on our website: OrderCustomPaper.com

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