BPs 2009 Annual Report contains details that SEEAC met seven times in 2009 and heard the IEs second annual shroud. It concluded that good trigger off on was cosmos made, in particular that BPs tone at the top was reinforcing worth(predicate) affirmatory messages on the importance of process safety, that the Panels recommendations had become enter in the planning and resource bothocation processes at all U.S. refineries and that BPs gumshoe and Operations audit programme had matured into a comprehensive, high-quality programme. It is regrettable that this initiative didnt extend to all BP operations, including the highly encountery irksome in deep water. The extensive audit committee narrative showed 12 meetings in 2009 and a joint meeting with SEEAC. During the year, these committees busy with management, the general auditor, and other monitoring and assurance providers (such as the radical compliance and ethics officer and the external auditor) on a regular basis to monitor the management of bumps. The board is sum that appropriate remedial actions were taken or are being taken where significant failings or weaknesses in internal controls were government agency during the year.

With all of the seemingly goldplated risk management policies and procedures and extensive reversal efforts in place, the question arises, why didnt they work to prevent the disjunction catastrophe? The answer may be because BPs actions on the Deepwater mental picture job seemed to emphasize cost control and speed to manage instead of safety. One BP engineer quoted in the Washington read on June 14, 2010, called the doomed drilling rig a nightmare well six days before the explosion. Despite the risk ! concerns set forth by various BP managers, decisions were made that didnt flush up safety first--but instead recklessly allowed actions designed to deport specie and finish the job as quickly as possibleIf you demand to get a full essay, order it on our website:
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