projects&engineeringacademy the world class

Projects & Engineering Academy Summary

June 2009

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Projects & Engineering Academy - a strategic JV

The Academy is at the heart of the BP Way of delivering world class projects through a system of continuous improvement.

projects&engineeringacademy the world class

1. Developing Leaders to deliver projects in a common way.

2. Collaborating, integrating and innovate to leverage project performance.

3. Continuous learning and application to improve our projects system.

4. A 250+ strong community of alumni and Cadre members

5. Building & reinforcing reputation –attracting the best

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Intent of the Projects & Engineering Academy

20062004 20102008

The Academy is at the heart of the BP Way of delivering world class projects through a system of continuous improvement.

1. To develop the broad range of leaders who contribute to the development and delivery of projects in a common way.

2. To challenge these leaders to collaborate internally and externally, to integrate and to innovate, individually and collectively, to leverage project performance.

3. To learn continuously and generate insights to improve the application of our projects system.

4. To develop and support the community of graduates of the P&E Academy.

5. To reinforce our reputation as an innovator and leader in world-class projects and attract and retain world-class talent for BP

2002

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The BP Projects & Engineering Learning System

Projects & Engineering College

Projects & Engineering -

The BPway

DrivingRigour and

Consistency

Specialised ElectivesDeveloping practitioner skills

Projects & Engineering

Academy

Leadership oftotal project

system

Basic ProjectTraining

Deepening skill & capability

Discipline Excellence

Engineering Mgmt – EM

Managing Projects – MP

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Projects & Engineering Academy –Learning Architecture

Term 1Projects & technical systems

Term 2Project

enterprises

Term 3Business

enterprises

Leadership & Organisation

Capability

Engineering & Technical Delivery

Business Context & Strategy

Creating value over the life-cycle

Integrating complex and ambiguous activities

Aligning multiple leadership roles

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P&E Academy Goals & Intent

The primary goal of the P&E Academy is to form a community of effective leaders in the projects domain who appraise and select, define, and deliver the right projects and related systems in the right way, enabling them to be operated, maintained, upgraded, and eventually decommissioned, safely and efficiently, to maximize the value created and captured by BP and its partners over the full life-cycle.

The intent of the P&E Academy is to:1. Develop a broad range of leaders with a focus on the role of the major project and engineering leader and the application of project management processes and tools to manage major project teams, technology and contractors2. Challenge these leaders to leverage project performance by focusing on systems and behaviors rather than tools and processes required to manage and develop large complex major projects3. Challenge current project management practices, learn continuously & generate insights to improve the application of our projects system4. Develop & support the community of P&E Academy graduates to foster the sharing of experience and best practices 5. Enhance BP reputation as innovators and leaders in world-class projects and attract and retain world-class talent in BP

“It is essential that we aspire to be best, in terms of project selection, project definition and project execution”Graham Cattell

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Project Principles & Program Content Focus Areas

• Health, Safety, Security & Environment (HSSE)

• Opportunity Characterization

• Technology, Engineering & Technical Definition

• Project Execution Planning

• Procurement & Supply Chain Management

• Project Services

• Organizational Capability

• Commissioning & Operational Readiness

• Performance & Risk Management

• Knowledge Management

• Leadership

These principles encompass the whole life cycle of a project, from the initial step of opportunity identification, through to the operation of the asset. They provide guidance to all involved in projects and project processes and underpin the developmentof segment expectations. They also provide linkage to the core learning objectives for the Projects & Engineering Academy.

projects&engineeringacademy the world class

Operations Academy Summary

June 2009

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Operations Academy - a strategic JV

The Operations Academy was established to enhance the safety and operations capability of BP’s Operations Leaders across the Segments, and also to develop the Executive Leader’s ability to nurture this capability throughout the Group.

The main objectives of the Academy are as follows:•Continuous Improvement (CI)/Defect Elimination: - creating a long term way to continuously improve our operations through our people and processes: ‘establishing CI as part of BP’s DNA’. And, understanding how the principle of ‘defect elimination’ is applicable to all aspects of BP’s Operations, helping first to meet the Essentials of risk mitigation, legal compliance and BP basic requirements and then beyond towards Efficiency and Operations Excellence.

•Listening to and empowering the front line as agents of change

•More systematic and rigorous work methods: to establish the Operating Management System (OMS) as the common language and framework across BP’s Operations

•Enhancing our organizational and change leadership skills to ensure sustainability of our efforts

•Building a strong community of operations leaders across the company which owns and continues to develop BP’s approach to operations

•To deepen the technical capability of leaders at all levels with particular emphasis on process safety management

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Getting startedwith CI

Leading the CI/OMS

transformation

Sustaining theculture and skills

for CI

“Do It” “Lead It” “Build It”

Operations AcademyProgram Structure

TERM 1 TERM 2 TERM 3

Inter-term Projects & Community Interaction

Process Safety

Leading and Managing Change

Continuous Improvement/Defect Elimination

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Operations AcademyProgram Structure

Getting startedwith CI

TERM 1Leading the

CI/OMStransformation

TERM 2

Sustaining theculture and skills

for CI

TERM 3

Changing Context

Engaging the

Front Line

Eliminating Defects “Do It”

Change

Engage

Eliminate

Change

Engage

Eliminate

Change

Engage

Eliminate

“Lead It”

Change

Engage

Eliminate

Change

Engage

Eliminate

Change

Engage

Eliminate

“Build the Community”

IntertermProject

IntertermProject

BPThe Operating Company

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Academies Executive Session

1. Facilitating a disciplined review on the current state of operations;

2. Aiding leadership in systematically reflecting on their own contributions to that current state;

3. Developing shared commitments to specific, verifiable changes in system level understanding, commitment to systematic, and leadership behavior that support the Group’s forward agenda and

4. Introducing Continuous Improvement tools and techniques to real life vignettes

Objective is to support BP’s current change efforts by:

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Academies Historical Timeline

• April 2003: Launch of Projects Academy− To date, Cadres 1-9, ~250 individuals, have graduated from the program

and Cadre 10 completed Term 1 in May, 2009• 2004: MIT Research programs initiative• 2005: Helios Award (BP), MIT Awards• July 2007: Launch of Operations Academy• October 2007: Extension to form Projects & Engineering Academy• 2007: Founding Membership of the MIT Energy Initiative including

Conversion Research program and annual sponsorship of ten BP-MIT Energy Fellows

• 2008 BP Overall Investment at MIT: $18million• 2008: Launch of Operations Academy Executive Program• Summer 2008: BP P&EA research commitment to MIT extended through

March, 2012.• March, 2009: BP SEEAC Board attended Term 3 of the P&EA.