key performance indicators lessons from BP's annual report 2016

1. Strategic Management and Financial Class
Danang Suryo Wardhono
081567796679 08112999715

2.  S1 Industrial engineering ITS 1996-2001
 S2 UGM MM 2002 -2004 second best cumlaude
 Third semester in wien Business administration
Austria
 2004-2017 PT Pura Barutama Kudus one of the
largest Security printing In south asia
www.puragroup.com
 Over 10 years as ISO data document controller
and PPC division Head
 2007-2017 resto owner
www.X1resto.wordpress.com

3.  1 day training
 7 am-11 am reviewing all concepts
 1 pm-5 pm reviewing current situation and
developing new KPI
 2 days training
 Day 1 concept review
 Day 2 developing KPI

4.  Clear business model
 Clear strategy
 Clear risks
 Clear KPI
 Clear linkage
 Clear annual report

8. What can we learn?

9.  At glance page 2
 Identifying environment page 8,20
 Business model and its result creating
shareholder value page 10
 Enabling business model of each value chain
manner page 40,46,12,35,47
 Strategy, objective,critical success factors,
implementation and structure, key action
initiatives page 14
 Key performance indicators KPI

11.  The changing world of energy page 8
 The global energy landscape is changing. Traditional
centres of demand are being overtaken by fast-
growing emerging markets. The energy mix is
shifting, driven by technological improvements and
environmental concerns.
 World economy anticipated to almost double in next
20 years.
 World demand for energy expected to grow by
around 30%.
 Market gradually readjusting, as both supply and
demand respond to lower oil prices.
 Diverse mix of fuels and technologies needed to meet
demand and climate change concerns.

12.  How we run our business page 10
 Our diverse portfolio is balanced across
businesses, resource types and geographies.
Having upstream and downstream
businesses, along with well-established
trading capabilities, helps to mitigate the
impact of lower oil and gas prices. Our
geographic reach gives us access to growing
markets and new resources, as well as
diversifying exposure to geopolitical events.

13.  Fit for the future
 Safe, reliable and efficient
 Focus on return

14.  Allowing us to be competitive in a time when
prices, policy, technology and customer
preferences are changing

15.  Fit for the future

16.  Shift to gas and advantaged oil in the
upstream
 Market-led growth in the downstream
 Venturing and low carbon across multiple
fronts
 Modernizing the whole group

17.  Invest in new large-scale gas projects, pursue
quality oil projects in core basins and seek
out new opportunities in selected regions.

18.  Around 75% of our planned start-ups by 2021
are in gas projects.
 All of our planned oil start-ups out to 2021 are
lower cost or around our existing basins.
 Maximize recovery, manage decline and extend
the life of our existing oil and gas fields.
 Optimize our portfolio by making investments
and divestments to deliver long-term value, with
the potential to start increasing earnings or cash
flow within a short time frame.

19.  We renewed our interest in the Abu Dhabi
ADCO onshore concession and signed a letter
of intent for the future development of the
Azeri-Chirag-Gunashli field - boosting our
lower-cost oil production for decades to
come. We also made deals to expand our gas
exposure in China, Egypt, Indonesia,
Mauritania and Senegal, and Oman.

20.  Build competitively advantaged businesses in
manufacturing and expand our marketing
businesses

21.  Strengthen the competitiveness of our
refineries and petrochemicals plants.
 Grow our fuels marketing and lubricants
businesses in existing and new markets.
 Create new fuels, lubricants and
petrochemicals offers to meet the evolving
needs of our customers and partners.
 Develop and prove new business models
through partnerships with vehicle
manufacturers and others.

22.  We released BP fuels with ACTIVE technology,
designed to fight engine dirt and protect
against it building up. Now sold in 13
countries, this was our largest fuel launch in
a decade. BP announced a strategic
partnership with one of Australia’s largest
supermarket retailers Woolworths to acquire,
rebrand and operate their fuel and
convenience sitesa.

23.  Pursue new ventures and partnerships to
meet rapidly evolving technology, consumer
and policy trends, and develop cross-
business solutions to create new
opportunities or strengthen our existing
relationships.

24.  Optimize and grow our renewables activities.
 Partner with start-ups to broaden our options
and use our ability to bring successful
technologies to fruition on a large scale.
 Help customers offset their personal and
business emissions through renewables
generation or carbon trading.
 Deepen our understanding of future energy,
technology and climate change trends
through collaboration with academic and
research institutions.

25.  We established a presence in China’s fast
developing emissions trading market, striking
the largest deal yet. And we are partnering
with Fulcrum BioEnergy – a company that
produces lower carbon jet fuel from
household waste – to help them bring biojet
to the market at scale.

26.  Simplify and modernize so we can continue
to compete and seize new opportunities with
our partners and stakeholders in a changing
world.

27.  Simplify our organizational structures and
processes.
 Introduce digital solutions to enhance our
productivity and services for our customers.
 Maximize value from our assets through our oil,
gas, power and renewables trading activities.
 Transform how it feels to work for BP –
motivating our people to perform at their best.
 Strive for ways to continue improving the safety
and reliability of our operations

28.  We are using cloud-based platforms for rapid
analysis and decision making with state-of-
the-art visualization and predictive tools. We
are introducing digital apps in our retail and
aviation businesses that can improve
customer service and convenience. Our new
fleet of underwater robots are improving how
we monitor the ocean environment and
assess risks. And we have expanded our
global business services organization, with
plans to open our 10th BP centre in late 017.

29.  Operational excellence is essential to our
success. Good safety leads to reliable
operation of our assets, greater efficiency and
ultimately better financial results. Our
operating management system promotes
continuous improvement and systematic ways
of working. And, we are using technology to
produce energy more safely and efficiently.

30.  Operating reliability and availability

31.  Personal and process safety performance

32.  In 2014 we set out our financial framework in
response to the sharp decline in the oil price.
We have reached our cash cost reduction
target a year early and have now updated and
extended the framework out to 2021.

33.  Optimize capital expenditure. We expect organic
capital expenditure of $15-17 billion per year.
 Make selective divestments $2-3 billion of
divestments as a result of active portfolio
management.
 Payments related to the Gulf of Mexico oil spill
Around $2 billion in 2018 and moving to annual
payments of just over $1 billion from 2019
onwards.
 Maintain flexibility around gearing Within the 20-
30% band.
 Group ROACE We are aiming to exceed 10% by
2021 at oil prices around $55/barrel.

34.  Underlying replacement cost profit
 Operating cash flow
 Total shareholder return
 Return on average capital employed
 Reserves replacement ratio
 Major project delivery
 Production
 Upstream unit production costs
 Refining availability
 Reported recordable injury frequency
 Tier1 process safety events
 Loss of primary containtment
 Greenhouse gas emissions
 Group priroties index
 Diversity and inclusions

35. 
We work in a complex industry so we must manage
many forms of risk

We look at strategic, operational and compliance
risks across the group.

External market conditions, for example, can
impact our financial performance. We actively
manage this risk through BP’s diversified portfolio,
our financial framework, regular reviews of market
conditions and our planning and investment
processes.

36. 
The diverse locations of our operations around the
world expose us to a wide range of political
developments and consequent changes to the operating
environment. We seek to manage this risk through our
relationships with governments and stakeholders. In
addition, we closely monitor events and implement
mitigation plans where appropriate.

Changes in laws and public policies relating to climate
change, such as carbon pricing, could impact our
assets, costs, revenue generation and demand for our
products. We are working to help make sure our
business is sustainable - commercially, environmentally
and in a lower carbon future.

37. 
We prioritize the safety and reliability of our operations to
protect the welfare of our workforce, local communities and the
environment.

Our operating businesses are our first line of defence. They are
responsible for identifying and managing risks and bringing
together people with the right skills to do this. They verify their
own conformance with safety and operating requirements and
are also subject to independent scrutiny and assurance.

The second line of defence is our safety and operational risk
team, which works alongside operating businesses. The team is
responsible for setting clear requirements, maintaining an
independent view of operating risk, providing assurance on how
risks are being managed, and intervening when appropriate to
bring about corrective action.

Our group audit team is the third line of defence, visiting sites
on a risk-prioritized basis, including third-party drilling rigs, to
check how they are managing risks.

38.  Thats all BP strategy, business model, critical
success fators and their KPI
Questions do we have
clear strategy?

39.  Danangsuryowardhono@gmail.com
 081567796679
 08112999715
 Investment rate idr 5.000.000 /day