◤ Travel. ✚ Transport. ✚ Fuel. ◥ University. {q} PhD. ⏫ THEMES. ⏫ KM. 〓 Fast-Food. ↂ EndNote. BP. British multinational oil and gas company BP p.l.c. (formerly The British Petroleum Company p.l.c. and BP Amoco p.l.c.; stylised in all lowercase) is a British multinational oil and gas company headquartered in London, England. It is one of the oil and gas "supermajors" and one of the world's largest companies measured by revenues and profits.[3] It is a vertically integrated company operating in all areas of the oil and gas industry, including exploration and extraction, refining, distribution and marketing, power generation, and trading.
BP's origins date back to the founding of the Anglo-Persian Oil Company in 1909, established as a subsidiary of Burmah Oil Company to exploit oil discoveries in Iran. In 1935, it became the Anglo-Iranian Oil Company and in 1954, adopted the name British Petroleum.[4][5] BP acquired majority control of Standard Oil of Ohio in 1978. In 1927, Burmah Oil and Royal Dutch Shell formed the joint marketing company Burmah-Shell.
Operations by location [edit] BP. British Petroleum (BP) - Learning Organizatiion and Knowledge Management (Case Study) Global Leader in Knowledge Management (KM) British Petroleum has a worldwide reputation for commitment to knowledge management (KM). The knowledge management methodology pioneered in BP's is encompassed by a simple framework, which describes a learning cycle – before, during and after any event – which is supported by simple process tools. The lessons arising from that learning loop are agreed and distilled by a community of practice. Finally, the lessons – both specific and generic are incorporated into "Knowledge Assets" on the corporate intranet.
Benefits The business benefits of applying a consistent approach to knowledge management have been significant. A practical example of this has been in the cost reduction in the construction of European retail sites: At the beginning of 1998 a challenge is set of reducing the build costs of retail sites in Europe by 10%. The Role of Top Leaderships Virtual Teamwork Project BP Exploration (BPX) was reorganized into 42 separate business units. BP Magazine: Eight lines of enquiry. 2004 - (Malone) Bringing the Market Inside. John Browne, the chairman and CEO of BP, made a public commitment in 1998 to reduce the company’s greenhouse gas emissions 10% below 1990 levels by 2010.
Most companies would probably pursue a goal like this in a centralized, hierarchical manner. Senior managers would establish target reductions for business units, which in turn would set individual targets for each of their plants. Many of the plants would claim that the targets were unfair and unrealistic, whether they were or not, and a round of bargaining would ensue. Some plants would find it relatively easy to meet their targets, and once they had, they wouldn’t have much incentive to go further. BP did something quite different. Internal markets like BP’s are made possible by electronic technologies like the Internet, e-mail, and cheap long-distance telephone service. At a fundamental level, these changes are enabled by the fact that electronic technologies allow information to be widely shared at little cost.
Internal Selling. RSK666-0000081. RSK666-0000082. RSK666-0000084.