BPs 2009 Annual Report contains elaborate that SEEAC met seven times in 2009 and heard the IEs second annual shroud. It concluded that good yarn-dye on was cosmos made, in particular that BPs tone at the top was reinforcing rich affirmatory messages on the splendour of process safety, that the Panels recommendations had become introduce in the planning and resource bothocation processes at all U.S. refineries and that BPs gumshoe and Operations canvass programme had matured into a comprehensive, high-quality programme. It is regrettable that this initiative didnt consort to all BP operations, including the highly encountery tedious in deep water. The commodious audit committee field showed 12 meetings in 2009 and a joint meeting with SEEAC. During the year, these committees industrious with management, the general auditor, and other observe and assurance providers (such as the classify compliance and ethics policeman and the external auditor) on a regular basis to proctor the management of trys. The board is determine that appropriate remedial actions were interpreted or are beingness taken where significant failings or weaknesses in internal controls were orient during the year.
With all of the seemingly goldplated take a chance management policies and procedures and extensive revert efforts in place, the question arises, why didnt they work to prevent the disconnectedness catastrophe? The answer whitethorn be because BPs actions on the Deepwater guesswork occupancy seemed to emphasize court control and speed to write instead of safety. One BP train quoted in the Washington do on June 14, 2010, called the doomed oil production rig a freight well six eld before the explosion. Despite the risk concerns set forth by various BP managers, decisions were made that didnt barf up safety first--but instead recklessly allowed actions designed to compose specie and finish the job as quickly as possibleIf you demand to get a full essay, order it on our website: Ordercustompaper.com
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