BP Corporate Governance

Keywords: united kingdom petroleum corporate and business governence

The idea of corporate and business governance is the system by which business corporation are aimed and manipulated. The three main facet of good corporate governance have emerged in shareholder right, transparency and mother board accountability. (Corporate governance by Alan Calder 2008).

Definition: Commercial governance is concerned with holding the balance between economic and public goal and between individual and common goal and target is to align as almost as you can the pursuits of individual, company and society (Sir Adrian Cadbury, 1999).

Using the Uk Petroleum circumstance, we develop a model of reliable commercial governance addressing all facets of the society in which corporations are present such as financial, ethical, political, and communal. These facets determine the norms where commercial decisions are judged. Without incorporating every facet into decisions, companies will eventually fall short and company cannot do the items in profit purpose by restricting the moral and moral issues

British Petroleum failed in averting the Mexico oil spill scheduled to insufficient coordination between board and chairman and interlacing all the areas of society in the organization decision making process. This failing added to the mismanagement of the company by a relatively detached panel of directors who failed to assimilate high honest management standards in to the basis of decision making process. This model developed here will help companies in addressing the correct system of corporate and business governance which serves as a base to avert failing through the practice of high honest patterns of action which are needed to survive in the present day business world.

Case examination and discussion

By late 2010, the English Petroleum has turned into a cause celЁbre amidst those worried about corporate and business governance and especially with the communal, moral and environmental duties of business In the 21st century, corporate and business governance has become critical for medium and large organisation. The organization which fallows corporate guidelines strategy executes well than compared to organization which does not adhere to the rules. Corporation work with governance framework which is first established by law and then by legislation emanating from the regulatory bodies to which they are subject matter.

The chairman and Boards of directors are responsible for the Mexico devastation as they not properly scrutinised the outsourcing to the partner and we call as leadership inability. The duties of the mother board include setting the company's strategic goals, providing the leadership to put them into result, supervising the management of the business and confirming to shareholders on their stewardship. It'll be critically analyses the organization governance structure of Uk Petroleum and its related issues about the corporate communal responsibility.

British Petroleum Corporate Governance structure

Board structure

British Petroleum Plank fallows unitary panel structure, characterized by one single plank comprising both professional and non professional directors. The unitary plank is in charge of all areas of the company activities and everything the directors will work to achieve the same ends. The shareholders elect the directors to the panel at the company annual general assembly.

The Board of English Petroleum focuses more on Firm theory which consider of principle- agent framework. The task of Jensen and Meckling (1976) specifically, and of Fama and Jensen (1983), are associated with this Organization theory (Corporate and business governance -Christine A Mallin).

In Organization Theory, in the context of firm and issues of commercial control, agency theory views commercial governance mechanisms, especially the table of directors as agent to keep an eye on the performing of management or the organization. The target of the theory is on design proper incentives strategy and employing those incentives and monitoring the performance. Economical performance is essential, and increasing shareholder value is deemed good. Company theory, however, struggles to address the issues of non-direct shareholder passions such as politics pressures and societal anticipations from organizations such as British Petroleum

The corporate and business governance composition of a company should provide the medium of norms and guidelines which balance the needs of all stakeholders of the company. Therefore, the style of corporate governance structure for organizations must include economic, political, public and ethical norms for decision making in order for firms to get and preserve legitimacy which contributes to resources and survival.

British Petroleum Plc plank governing principle is as fallows.

The BP Table is in charge of the way and oversight of BP plc (BP) with respect to the shareholders and is accountable to them, as owners, for all those areas of BP's business. The Mother board notice that in executing its business, BP should be receptive to other relevant constituencies.

British Petroleum believes that good corporate governance includes to specify the role and tasks and the proper utilisation of particular skills and techniques. The Mother board therefore targets activities that enable it to promote shareholders' interests, including the concern of long-term strategy, the monitoring of executive action, and ongoing Board and professional management succession. The plank gives clear guide lines for the allocation of expert for the executive management of BP through the group Chief Executive (GCE) and these is seen in the Regulating principle

The BP Goal

The Goal of United kingdom petroleum is to increase the shareholders value by making an investment the resources to activities in the oil, gas, petrochemical and energy business.

The role of the Board

The Mother board is collectively accountable for going after the BP Goal and is responsible to shareholders for all the actions of BP. The Board's role is to govern BP by discharging its lone responsibilities, which include

Focus primarily on tactical issues;

Regard to monetary, political and communal issues and any other relevant external

Matters which may influence or have an effect on the development of BP's business; and

Exemplify through these Panel Principles and its expectations for the do of the BP business and its employees.

The Board and its processes

The Board will need into assurance and seek to get the view of the shareholder all together, the mother board will make a decision the plan for the financial yr and these will be done with consultation of chairman, standard chief executive and company secretary. Discourse at Plank meetings will most probably and constructive and the record will be stored confidential, unless there is a specific decision or legal need to make disclosure.

The entire director can buy independent professional advice relating to director's own responsibilities and the affairs of BP.

Board Structure and Compensation

Composition, Size, Independence and Tenure

The Mother board comprise a experienced individuals with appropriate selection of knowledge and working process in

Experience in working with tactical issues and long-term perspectives;

Leadership experience, an excellent understanding of business concepts and capacity

Independent thought;

Ability to participate constructively in deliberations; and

Willingness to exercise expert in a collective manner.

The director are elected annually by shareholder and 50 % of director excluding the chairman, are non-executive director.

Board and Director Evaluation

The Board will evaluate its working condition and performance including the work of its committees which is done to keep the efficiency of the plank. The performance and contribution of specific directors as users of the Mother board will be reviewed occasionally, with the Chairman's performance being reviewed annually. The non exec will monitor the work of General chief Executive, the performance of the

Executive directors will be watched by the GCE and Non-Executive directors.

Board Induction and Education

All the directors will be given induction and training program for enable them to fulfil their responsibilities as directors, all the directors especially non-executive directors are prepared give sufficient time for the discharge of their BP duties. The table will be maintained educated by the directors through company secretary. The Nomination Committee will keep under review the commitments of Non-Executive directors and make advice to the Board if the Committee concludes a director's other commitments are inconsistent with those required by BP.

Role of the Chairman

The Chairman will the first choice of the mother board and become facilitator, and has authority to do something and speak for the table meeting on subject relating to the board concept. The Chairman is empowered to make any decision, create any plan, take any action or enter any obligation which is steady with the Panel Principles. and, in so doing, may interpret the Board Principles in any acceptable manner. The Chairman will ensure that systems are in spot to provide directors with correct, timely and clear information to permit the Panel to consider properly all concerns before it. The Chairman is responsible for guaranteeing the integrity and performance of the Board Principles.

The chairman role is evidently followed according to Sir Adrian Cadbury observation "the primary activity of chairman is to seat the board. This is the work they have been appointed to do and, however the duties at the top of the company may be divided. Chairing the plank is their responsibility only (p. 78). He clear highlights an important difference between CEOs and chairman.

This process is adhered by the British Petroleum according to Sir Adrian Cadbury declaration on chairman.

Role of the Deputy Chairman

The Deputy Chairman will play as role of chairman in his absence and deputy Chairman normally provide as the Board's Senior Indie Director and you will be accessible to shareholders who've concerns that can't be dealt with through normal programs.

The Company Secretary

The company secretary is decided on by the nomination committee and everything the board users have access to the advise and service of company secretary.

The Company Secretary is accountable for advising the Board and the Committees on all governance matters, ensuring that Panel procedures are followed, that the relevant laws and regulations for the do of the affairs of the Plank are complied with and for all matters associated with the maintenance of the board

Board Committees

The Board involves permanent committee which are as

The Chairman's Committee,

Safety, Ethics and Environment Guarantee Committee (SEEAC),

Remuneration Committee,

Audit Committee,

Nomination Committee

Chairman's Committee: Consist of chairman and all non-executive Directors and it work include;

  • Evaluate the performance and the efficiency of the GCE
  • Review the composition and systems for mature executive development and determine the succession arrange for the GCE, the Executive directors and other mature members of executive management
  • Determine some other matter which is suitable to be looked at by all of the Non-Executive directors

Safety, Ethics and Environment Assurance Committee: consist of four to six Non-Executive Directors and it work include

Monitor and acquire confidence that the management or mitigation of significant

BP risks of the non-financial characteristics is appropriately addressed by the GCE

Receive and review regular information from the GCE or his delegate, the Group Internal Auditor and the Group Compliance and Ethics Officer about the GCE's adherence to the relevant Executive Limits and his management in responding to risk

  • Review material to be positioned before shareholders which addresses environmental, safety and ethical performance and make advice to the Panel about their adoption and publication
  • Remuneration Committee: Consist of at least three Non-Executive Directors and it work include
  • Determine the terms of proposal and remuneration of the GCE and the Executive directors and report on those to shareholders
  • Determine on behalf of the Board matters of coverage over which BP has specialist relating to the establishment or operation of BP's pension system which the

Audit Committee: Consist four to six Non-Executive Directors and it work include

  • Monitor and acquire warrant that the GCE's interior control system is in place and integrated effectively in the observance of the audit and relevant toExecutive Limitations
  • Review regular reports from the GCE or his delegate, the Group Internal

Auditor and the Group Compliance and Ethics Officer which research the GCE's adherence to the relevant Exec Limitations and his management in responding to risk

  • Review all financial disclosure documents including quarterly results, gross annual accounts, prospectuses, information and offering memoranda to be located before shareholders or filed with regulatory bodies and make tips to the Table about their adoption and publication

Nomination Committee: Consist of chairman and chairs of SEEAC, Audit and Remuneration committee and it work include

  • Categorise recommend candidates for visit or reappointment as directors and company secretary
  • Review the mix of knowledge, skills and experience of the Board to guarantee the orderly succession of directors
  • Evaluate exterior directorship/commitments of the Non-Executive directors

Risk and Internal Control

The GCE won't cause or permit BP to operate without a complete system of adjustments and inner audit to identify and manage the risks that are material to BP, to safeguard BP's assets and monitor the use of BP's resources in a way which meets the specifications of exterior auditors. (BP governing plc extract from bp. com)

Weakness of corporate governance composition in British isles petroleum

In the awaken of Gulf coast of florida oil spill, the organization governance framework and the governing process collapsed, the oil large send uncharismatic leader, chief executive Tony Hayward to placate its major companions and stakeholder. Instead, BP should quickly provide new leadership and replace its ineffective top decision-makers. That would be just the first rung on the ladder in trying to win back the self-assurance of its associates and regaining buyers' trust although it continues to focus on stopping the massive oil leak in the Gulf of Mexico and clearing up the environmental catastrophe it's created, The Financial Times in an editorial on July 6 said there's an urgent "need for changes at the top of BP. " And most important investor Warren Buffett has said Hayward must be substituted for the good of both BP and the U. S.

The FT clarified what it believes BP must do: "There is no question that top management should be changed following Gulf of Mexico oil spill. " It known that BP's response has "exposed shortcomings in leadership and display. "(Gene Marcial, financial columnist in Daily financing 7/12/2010)

Analyst Lucy Haskins of Barclays Capital in a recent report known that "there are serious corporate and business governance questions" given the magnitude of occasions at BP, which she describes as "structurally disadvantaged. "

Haskin advises BP's nonexecutive directors should should change the complete corporate regulating system of the business, like appointing new CEO and new leadership team. (Analyst Lucy Haskins of Barclays Capital in financial times December 2010)

As we can easily see, in some recoverable format, BP dealt with the management team's tasks in their corporate governance program. It is this same program that is being rated by Management & Superiority and ranked accordingly. BP ranked number three on the list and astonishing to many as BP ethics are centered solely on board structure and regulations. If the rating were predicated on management activities then we would have a new rating, as ethics should be predicated on the "verbs" that management take in the day-to-day operations of the company; not the policies.

Olsen (2005) tips to BP having more fatalities than compared to other company as well as the recent 11 death in the April 20, 2010 explosion of the Deepwater Horizon (Casselman, 2010). Considering fatality toll of BP and catastrophe like the Texas Refinery explosion, pipeline leaks, illegitimate doming, and the Gulf Coast oil leak, we feel some things out of place and the ranking system has it wrong, as environmental issues cannot be measured by insurance policy and Procedure but the genuine action and their day-to-day activities to measure the ethical behaviour.

Effective boardrooms have to be able to perceive fraud and misdeeds within their organization. To do this, directors need to be sure they have inner controls that monitor, detect, and gauge the usefulness of red flags. Employees and management must be properly trained to spot warning flag within the scope of the job functions. Properly trained employees and management should be able to spot red flags sooner; leading to a reduction in cost per occurrence for deceptive activities within the organization.

Creating an effective board, by utilizing Leblanc and Gillies' (2003) model, can strengthen the overall sustainability of an organization. Effective planks have to comprehend the honest risks, red flags, and internal controls within their corporation. As failure to do so, often causes a road, no person wishes to look down

As per Tony Jackson review in Financial times English Petroleum has a stubborn mother nature of corporate culture which is difficult to change and also offers defective basic safety culture. If we proceed through BP annual statement which ultimately shows its top priorities are basic safety but it hasn't honored this declaration as seen from Texas refinery explosion and Gulf coast of florida oil spill. Self-employed safeness expert has given advise about BP US refinery safeness upto to scratch and from we can presume there specific issue of commercial governance, Several investment pros have said just lately that the BP affair underlines the work of owners to examine companies on basic safety. The recently refurbished UK Corporate Governance Code lays out the official position. "The panel, " it says, "is responsible for determining the type and scope of the significant risks it is willing to take in achieving its proper objectives. The mother board should maintain reasonable risk management and interior control systems. "

In other words top level management insurance policy is not taken in execution below which can make us consider the hypothesis of weak corporate and business governance in BP. Several institutional traders didn't buy BP show because of before the catastrophe because of protection worries.

These all reveal weakness safely, Ethics and environment Guarantee Committee and actual fact the work is not up to mark of the committee

Recommendation for good commercial governance in Uk Petroleum

In general, we'd recommend that commercial governance structure should set up a relationship among a corporation, its shareholders, and modern culture in order to develop a fair, transparent, and accountable rule in an business. Furthermore, the panel of directors should be independent from the sphere of affect of the CEO and older management. The mother board must endure no material marriage between the company and major 3rd party directors. The Mother board should fallow the mixed code of UK and Sarbanes-Oxley function of US as per the company procedure of BP Refineries.

Corporate governance composition for a particular firm must accomplish with societal norms to maintain legitimacy and resources in that society. Inside the model of commercial governance composition for firms developed in this manuscript, norms included financial, political, cultural and honest norms

Further, compliance by all the five sets of corporate governance framework -the Panel of Directors external analysts, regulators, outside advisors and management form the model of corporate governance and everything the group should continue to be independent to be able to maintain check and balance

The more proactive role is needed by the expresses and companies for the development process targeted at balancing economic expansion with environmental sustainability and public cohesion, has encouraged the following three interlinked business activities:

This can be carried out by the next way

Worldwide reforms on corporate and business governance.

Corporate social responsibility


In critically analyzing the case of British isles petroleum we have discussed with exemplory case of how corporate governance failures immediately resulted in the semester in share price and lack of confidence in investor community. Though this can be a helpful example to study and provide a scholarly debate of the detrimental effects a failure of corporate and business governance set ups and corporate interpersonal responsibility can have on a company's shareholders, stakeholders, and society generally; a broader examination leads us to summarize that having a governance structure set up that blends all appropriate norms of honest, social, politics and economic facets of society will possess the most sustained and positive effect on all stakeholders.

The interaction of all groups in the corporate governance structure is required to help a organizations abide by best practices all the time. Sound corporate and business governance give self confidence in the buyers that the business enterprise environment in which the company functions is reasonable and translucent. It tells buyers that that the business comprises of conscientious employees who value the privileges to ethics of care, justice, rights and tool. Overall, the notion of corporate governance is contained in the ethics of health care, justice, privileges and utility, which is the reason why it is of supreme importance in all business entities.

Reference and Bibliography

New UK Corporate Governance Code in effect from 29 June 2010

BP plc -Plank Governing Principle, September 20, 2010 from bp. com

Takis katsoulakos and Yannis Kat soulacos, Emerald Group publishing Ltd, Volume. 7 no. 4 2007, pp-355-369,

Uche Nwabueze and Joan Mileski, Emerald group publishing Ltd, Level 8 no. 5, pp 583-594

Tony Jackson (2010), BP must be sure Its good intension become certainty. Financial times, 27 June

Oil spill Panel's Reilly Fault Regulator, Wall road Journal(online), NY, March 4th, 2011

Leblanc R & Gilllies J(2003), The approaching revolution in corporate governance, Ivey Business Journal

BP leads land in Refinery Fatalities, Retrieved (2010), 1st October

Ross, M (2008) 1st April, Scams Red Flags

Mallin A C (2010) 3rd release, Corporate Governance

Guler Aras & David Crowther (2009), A Handbook of Commercial Governance and Friendly Responsibility

Robert G Monks and Nell Minow(2004), 3rd release, Corporate Governance

Joseph. B. White, Proquest Report ID: 2282002181, Source, Newspaper

British Petroleum Total annual Report 2011

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