Our strategic resilience

Society is demanding solutions for more energy, delivered in new and better ways for a low carbon future. Our strategy is designed to meet this dual challenge

Although we can’t predict the future, insights from our Energy Outlook and Technology Outlook help shape our strategic thinking. We consider how policy, consumer behaviour and advances in technology could affect the pace of the energy transition and how we produce and use energy in the coming decades.

All our projections see renewables growing at a fast pace – but with oil and gas continuing to play a prominent role over the next two decades. That’s why our portfolio is a balance of advantaged oil and gas, a competitive downstream, the trading of all forms of energy and a wide range of low carbon businesses.

Each year, we reinvest about one tenth of the capital employed in new opportunities. At current rates, we produce our proved reserves over 11 years on average. Our rolling programme of activity gives us significant flexibility to redefine our business as the world’s energy needs evolve.

When making strategic decisions, we consider different potential medium-term supply and demand scenarios – including a faster transition to lower carbon sources. To be prepared for uncertainties and opportunities, we test whether a potential investment makes commercial sense using a range of oil, gas and carbon prices.

We believe this approach – actively planning how we can contribute to and be competitive in the energy transition – gives us resilience, whatever the pace and path the world chooses. To reinforce this belief, we base part of our long-term executive compensation on delivery of this strategy.

Energy scenarios

1 How do we think the energy mix could look in 2040?

We consider various scenarios, with different assumptions about policy, technology and consumer behaviour

Source: BP Energy Outlook

Market scenarios

2 How do we see energy markets evolving?

We consider various market scenarios, with different assumptions about supply and demand
 

Return to oil price volatility

Oil and gas demand rises lead to a supply crunch and higher prices

Oversupply of oil and gas

Oil and gas remain cheaper in the long term

Faster energy transition

Driven by policy and advancements in renewables and energy efficiency

Our strategy

3. What are our strategic priorities?
 

We pursue a strategy that’s resilient to a broad range of energy and market scenarios

Growing gas and advantaged oil in the upstream
Invest in more oil and gas, producing both with increasing efficiency

Market-led growth in the downstream
Innovate with advanced products and strategic retail partnerships

Venturing and low carbon energy
Pursue new opportunities to meet evolving technology, consumer and policy trends

Modernizing the whole group
Simplify our processes and enhance our productivity through digital solutions

Progress and reward

4. How do our top leaders get rewarded on lower carbon progress?

We reward based on the delivery of our strategy for the evolving energy landscape

We base 20% of our longer-term share awards on progress against our strategic priorities. This includes measures on our performance in gas, renewables, venturing and renewables trading.

As an underpin, the board considers progress on issues such as reducing emissions, improving our products and creating low carbon businesses – as well as total shareholder return, safety and other environmental factors – before determining the final vesting outcome for these longer-term awards.

BP’s board and executive team annually review our strategy.

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