Sustainability

What you see in our strategy and the new targets we have set is a business that is focused – in everything we do – on meeting the dual challenge of more energy with fewer emissions. And, when we all work together towards a common goal, there’s nothing we can’t achieve.

Bob Dudley, group chief executive, BP

We are looking at everything from how we make our operations more energy efficient to how we can reduce flaring and methane emissions. We also factor carbon into decisions for future projects – this is where we have the greatest opportunity to manage GHG emissions in the years ahead and to maintain a portfolio that is sustainable and resilient.

Sue Ford, director, regulatory compliance and environment, upstream health, safety and environment, BP

It’s an exciting time for BP. While we’re building up our renewables business and growing gas in our portfolio, we are exploring new business models. The key thing is that we want to invest in the right opportunities at the right time – so we’re constantly scanning the horizon.

Lamar McKay, deputy group chief executive, BP

4. How will electric vehicles affect demand for your products?

The shift to electric vehicles will take time to have an impact on fuel and lubricants demand. At BP, we have a team focused on emerging mobility models and we are actively pursuing options. This, along with our innovations in products, makes us well-positioned to meet our customers’ needs today and in the future.

Roy Williamson, vice president, Advanced mobility unit, BP

That’s easy: carbon pricing. It’s the most comprehensive and efficient way of reducing carbon everywhere in the economy. Plus, to get promising low carbon technologies like renewables and carbon capture, use and storage up and running, they need additional targeted support for a limited period of time.

Paul Jefferiss, head of policy, BP

We’re using technology to take people out of harm’s way. For example, we can use drones to carry out inspections rather than have people working at height. We are also reinforcing a culture of care where everyone is looking out for each other – and that doesn’t change whatever the oil price.

Fawaz Bitar, head of global operations organization, Upstream, BP

Before we launched our policy in 2013 our work was focused mainly on specific sites. The policy reinforced our responsibility to respect human rights and has helped shape our approach across BP. Importantly, it also informs how we seek to influence our partners and suppliers.

Nili Safavi, manager, human rights and social performance, BP

It’s not as easy as measuring barrels of oil, or how many people we employ, or how much we spend on social investment. Putting a value on the contributions we make to vibrant and dynamic societies is harder. For me, the best measure is the reaction of our employees, host governments and the communities themselves.

Peter Mather, group regional president, Europe, and head of country, UK, BP

9. How do you take into account sustainability factors when you enter new regions?

We need to understand the views of people in the places where we work. This is an ongoing process that starts from the moment we enter a region and continues throughout the life of our operations. We look at multiple factors – environmental, social and political. For me, being transparent, demonstrating mutual benefit and building trust are critical.

Ayana McIntosh-Lee, vice president, communications and external affairs, BP Mauritania and Senegal

10. What are your top environmental issues at a local level?

The climate challenge is one of the most critical issues we face globally, but other more localized environmental concerns are also very important. The communities where we work rely on the land, air, water and biodiversity around them. So we spend a lot of time on the ground identifying the issues and taking actions to avoid and reduce our impact.

Tyrone Kalpee, environmental director, safety and operational risk, BP

11. What is BP doing to advance diversity in the workplace?

We start early by working with schools and universities to encourage more females and minorities into science, technology, engineering and maths subjects. Then it’s about having the right systems in place to promote diversity in our employment practices. Once on board, we need to make sure every employee feels included and can thrive, whatever their gender, sexual orientation or ethnicity.

Lucy Knight, global head of diversity and inclusion, BP

12. What role does your board play in leading BP towards a sustainable future?

Our role, working closely with the executive team, is to provide strategic direction, oversight and assurance. And, the level of access we’re given into the operational side is extensive. On site visits, we look for ourselves and ask questions, and then we engage with the executive team on what this may or may not mean for the objectives we’ve set.

Alan Boeckmann, chair, safety, ethics and environment assurance committee and non-executive director, BP